Municipal Service Review and Sphere of Influence Update: Agencies Providing Fire Protection, Law Enforcement, Crime & Safety and Emergency Medical Services In Santa Barbara County

LAFCO of Santa Barbara County LOCAL AGENCY FORMATION COMMISSION OF SANTA BARBARA COUNTY Final 2021 Municipal Service Review and Sphere of Influence Update: Agencies Providing Fire Protection, Law Enforcement, Crime & Safety and Emergency Medical Services In Santa Barbara County Adopted by the Commission on December 9, 2021 [This page left blank intentionally.] Table of Contents EXECUTIVE SUMMARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Report Overview and Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Recommended Actions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Key Findings. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS 17 A. Scope. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 B. Summary of Recommendations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 C. Overview . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 D. Determinations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 1. Growth and Population Projections for the Affected Area. . . . . . . . . . . . . . . . . . . 18 2. The Locations and Characteristics of any Disadvantaged Unincorporated Communities within or Contiguous to the Sphere of Influence. . . . . . . . . . . . . . 20 3. Present and Planned Capacity of Public Facilities and Adequacy of Public Services, and Infrastructure Needs or Deficiencies. . . . . . . . . . . . . . . . . . . . . . . . . . 21 4. Financial Ability of Agency to Provide Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 5. Status of, and Opportunities for, Shared Facilities. . . . . . . . . . . . . . . . . . . . . . . . . . 25 6. Accountability for Community Service Needs, including Government Structure and Operational Efficiencies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 7. Any Other Matter Related to Effective or Efficient Service Delivery, as Required by Commission Policy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS 31 A. Scope. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 B. Summary of Recommendations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 C. Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 D. Determinations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 1. The Present and Planned Land Uses in the Area, Including Agricultural and Open-Space Lands. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 2. The Present and Probably Need for Public Facilities and Services in the Area 36 3. The Present Capacity of Public Facilities and Adequacy of Public Services that the Agency Provides or is Authorized to Provide. . . . . . . . . . . . . . . . . . . . . . . 36 4. The Existence of Any Social or Economic Communities of Interest in the Area if the Commission determines that they are Relevant to the Agency. . . . 37 5. Present and probable need for public facilities and services of Disadvantaged Unincorporated Communities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 LAFCO of Santa Barbara i County CHAPTER THREE: AGENCY PROFILES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 A. Carpinteria/Summerland Fire Protection District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 B. Montecito Fire Protection District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 C. Santa Barbara County Fire Protection District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95 D. County Service Area 32 (unincorporated police services). . . . . . . . . . . . . . . . . . . . . . . . . 123 E. Isla Vista Community Services District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139 F. City of Buellton. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163 G. City of Carpinteria. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185 H. City of Goleta. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 209 I. City of Guadalupe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235 J. City of Lompoc . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .257 K. City of Santa Barbara. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .285 L. City of Santa Maria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 311 M. City of Solvang . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 339 APPENDIX 362 A. Acknowledgements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 362 B. Fire Protection and Emergency Medical Services Providers. . . . . . . . . . . . . . . . . . . . . . . . .362 C. Description and Sources of Data. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..364 D. Relationship to Prior and Future Municipal Service Reviews. . . . . . . . . . . . . . . . . . . . . . .365 ii FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE LIST OF TABLES Table ES-1: Agency List (13 Agencies) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Table ES-2: Area, Population, and ISO Ratings (All Agencies) . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Table ES-3: Annual Primary Response Calls for Service (All Agencies) . . . . . . . . . . . . . . . . . . .15 Table ES-4: Annual Revenue, Fund Balance, and Population (All Agencies) . . . . . . . . . . . . . . 16 LIST OF MAPS MAP ES-1: Map of Fire Protection, Police, Safety & Crime Agencies. . . . . . . . . . . . . . . . . . . 2 MAP ES-2: Map of State and Federal Responsibility Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Recommended Carpinteria/Summerland Fire Protection District. . . . . . . . . . . . . . . . . . . . . 39 Recommended Montecito Fire Protection District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 Recommended Santa Barbara County Fire Protection District. . . . . . . . . . . . . . . . . . . . . . . . 41 Recommended County Service Area 32 (unincorporated police services) . . . . . . . . . . . . 42 Carpinteria/Summerland Fire Protection District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 Montecito Fire Protection District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72 Santa Barbara County Fire Protection District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96 County Service Area 32 (unincorporated police services) . . . . . . . . . . . . . . . . . . . . . . . . . . 124 Isla Vista Community Services District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140 City of Buellton. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 164 City of Carpinteria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 186 City of Goleta. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 210 City of Guadalupe. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 236 City of Lompoc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 258 City of Santa Barbara. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 286 City of Santa Maria. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 312 City of Solvang. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 340 LAFCO of Santa Barbara County iii [This page left blank intentionally.] iv FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE EXECUTIVE SUMMARY INTRODUCTION This report provides information about the services and boundaries of Cities and Special Districts providing fire protection, law enforcement, crime & safety and pre-hospital emergency medical services (EMS) in Santa Barbara County. The report is for use by the Local Agency Formation Commission in conducting a statutorily required review and update process. Of the 13 agencies reviewed in this report, three are Fire Protection Districts, one being a Countywide District, one Community Services Districts (CSD), one County Service Area (CSA), and eight Cities that have Police and Fire Departments. While the report discusses the services and boundaries of all of these agencies, formal boundary updates are recommended only for the three Fire Protection Districts and the CSA District. The other nine agencies provide multiple types of services; their Spheres of Influence will be updated as part of future municipal service reviews for those agencies. Fire Protection, Law Enforcement, and Emergency Medical Services are among the oldest and most critical services provided by governments. In Santa Barbara County, these services are provided by a network of Federal, State and local agencies. Map ES-1 and ES-2, on the next two pages, illustrates the boundaries of local fire and police protection agencies and the responsibility areas of State and Federal firefighters, City limits of Fire and Law Enforcement Departments, and the Isla Vista CSD who assist in providing safety and investigation of violent crimes. More than sixty-eight percent of Santa Barbara County residents live within the boundaries of a City. However, when you factor in Special Districts providing fire protection, law enforcement, crime & safety and emergency medical services all of the residents in the County receive services. Other City services and boundaries will be reviewed by LAFCO within each of the MSR volumes covering the various services and resources they provide. This report focuses on the crucial role of delivering fire protection, law enforcement, crime & safety and EMS services throughout Santa Barbara County. More than 451,840 people receive fire protection, law enforcement, crime & safety, and EMS services from one of these agencies, including 31 percent of all unincorporated residents. Special Districts providing fire protection and/or law enforcement services cover 2,543 square miles, greater than ninety percent of the land area of Santa Barbara County. These districts have no Spheres of Influence that extend beyond their boundaries. Cities make up 69.6 square miles, less than three percent of the land area, plus another 17.67 square miles in Spheres of Influence. All 451,840 County residents benefit from the County Fire Protection District (CFPD) that provides Countywide support for mutual-aid to other agencies. CFPD receive over 15,000 primary response calls a year for fire protection and EMS services; this represents about a quarter of all such calls in the County. As a group, Special Districts and Cities receive approximately $641 million a year to provide fire, law enforcement and emergency medical services in Santa Barbara County. Agency comparisons are provided in Table ES-2 (page 14), Table ES-3 (page 15) and Table ES-4 (page 16). The Cortese-Knox-Hertzberg Act requires that the Commission conduct periodic reviews and updates of the Spheres of Influence of all Cities and Districts in Santa Barbara County (Government Code section 56425(e)). It also requires LAFCO to conduct a service review of municipal services before adopting Sphere updates (Government Code section 56430). This report complies with State law. LAFCO of Santa Barbara County 1 Countywide Sphere and Service Review of 13 Agencies 2 F IN A L 2 0 2 1 F IR E L , A W E N F O R C E M E N T S , A F E T Y & C R IM E , A N D E M S S E R V IC E R E V IE W & S P H E R E U P D A T E State, Federal, and Local Responsibilities Areas L A F C O o f S a n ta B a r b a r a C o u n ty 3 EXECUTIVE SUMMARY REPORT OVERVIEW AND ORGANIZATION This report is composed of three chapters and an appendix. The Combined Municipal Service Review and Sphere of Influence Study focuses on the 13 agencies (eight Cities, and five Special Districts) that provide fire, law enforcement, crime & safety and pre-hospital emergency services within Santa Barbara County (County). California state law authorizes Local Agency Formation Commissions (LAFCOs) within each County to establish boundaries and Spheres of Influence (SOIs) for Cities and Special Districts under their purview and to authorize the provision of services within the approved service areas. The 13 Special Districts and Cities considered in this Municipal Service Review (MSR) are listed in Table I-1, below: Table ES-1, Agency List AGENCIES FIRE POLICE SHERIFF EMS Safety/Violent Crime Invest SERVICES SERVICES SERVICES SERVICES SERVICES Special Districts Carpinteria/Summerland Fire District (CSFD) Montecito Fire District (MFD) Santa Barbara CFPD (SBCFD) County Service Area 32 (Unincorporated Police) Isla Vista Community Services District (IVCSD) Cities City of Buellton City of Carpinteria City of Goleta City of Guadalupe City of Lompoc City of Santa Barbara City of Santa Maria City of Solvang 4 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE EXECUTIVE SUMMARY Chapter One is a combined review of fire protection, law enforcement, crime & safety and pre- hospital emergency medical services provided by 13 agencies. The agencies include three Fire Protection Districts, one Countywide County Service Area, eight Cities, and one Community Services District. The chapter is organized by seven statutory determinations that need to be made for municipal service reviews. Chapter Two is a combined review of the Spheres of Influence of the County’s three Fire Protection Districts and the Countywide County Service Area 32 (unincorporated police services). The chapter is organized by five statutory determinations that need to be made for Sphere of Influence updates. No Sphere changes are necessary or recommended for two of the fire districts; the recommended action is to simply affirm their existing Spheres of Influence, which are coterminous. Similarly, essentially no changes are necessary for the countywide County Service Area No. 32 district. However, a zero Sphere is recommended. Amendments are recommended for the Sphere of Influence of one District: the Santa Barbara CFPD. This would expand to include the four Channel Islands. Boundaries are discussed, but no Sphere updates are provided, for the one multi- service Community Service District that provides crime and safety, investigation of violent crimes services. This SOI update will be done as part of future reviews. The Cities will also be considered as part of a future review. Chapter Three contains individual profiles for all 13 agencies that provide Fire Protection, Law Enforcement, Crime & Safety and pre-hospital Emergency Medical Services. These profiles provide a “snapshot” of operations and boundaries. The Appendix contains acknowledgements, information about the network of service providers, data sources, and a description of how this report relates to other municipal service reviews. RECOMMENDED ACTIONS The Executive Officer recommends that LAFCO consider and adopt a resolution: 1. Finding that the action is exempt from provisions of the California Environmental Quality Act (CEQA) as “information collection” under Section 15306 of the State CEQA Guidelines and based on the determination that this action does not have the potential for causing a significant effect on the environment (Section 15061(b)(3)); 2. Adopting the 2021 Municipal Service Review for all 13 Special Districts and Cities providing Fire Protection, Law Enforcement, Safety & Crime and Emergency Medical Services in Santa Barbara County; LAFCO of Santa Barbara County 5 EXECUTIVE SUMMARY 3. Affirming the currently adopted Spheres of Influence of the Carpinteria/Summerland, and Montecito Fire Protection Districts, as shown on the map on pages 39 & 40, and; 4. Adopting a “zero” Sphere of Influence of the County Service Area 32 (Unincorporated Police Services), as shown on the map on page 42, and 5. Amending the Spheres of Influence of the Santa Barbara County Fire Protection District to include the four Channel Island areas not currently within the boundaries of a fire protection agency, as shown on the map on page 41. The Executive Officer commends and encourages the ongoing work and accomplishments by local fire protection, law enforcement, and emergency medical service providers to cooperatively provide efficient and effective services. Cooperative arrangements will likely continue to take many forms in the future, including mutual and automatic aid agreements, formal and informal agreements for services, and possibly the functional and/or boundary consolidation of some agencies. Agencies will also continue to explore and implement strategies to maximize revenue and control costs, such as new staffing patterns, the use of volunteers, and property benefit assessment ballot measures. LAFCO commends the agencies reviewed in this report that maintain up-to-date fiscal and operational information. State law1 requires that each agency file an audit with the State Controller and County Auditor within 12 months of the end of the fiscal year or years under examination. County Service Area 32 was the only survey requested unable to provide LAFCO with an audit because it has been inactivated since 2011. LAFCO encourages all agencies to continue to meet their responsibilities for fiscal disclosure. Twelve of the thirteen agencies surveyed maintained websites which provide basic information on the composition of their board of directors or City Council members and post agendas for upcoming meetings. These agencies are providing the public with needed information. Some agencies also post additional useful information about their operations and finances. CSA 32 is managed by the County and operates under the Sheriff’s Department which maintains a separate website. LAFCO encourages agencies without websites to establish one to improve public accessibility. All agencies are encouraged to maintain up-to-date websites that include, at a minimum, a listing of district directors, or City Council members and their terms, announcements of upcoming meetings, meeting agendas and minutes, annual budgets, performance data, and current audits. This information is useful to promote transparency and accountability, as well as allowing public oversight of agency activities. 1 Government Code section 26909(a)(2). 6 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE EXECUTIVE SUMMARY KEY FINDINGS Following are the key findings of this report: 1. Spheres of Influence and Agency Boundaries State law2 defines a "Sphere of Influence" as the plan representing LAFCO’s determination for the probable physical boundaries and service area of a local agency. One hundred percent of the County’s residents live within the boundaries of a City or Special District providing Fire Protection, Law Enforcement, and Emergency Medical Services. Map ES-1 (page 2) shows the boundaries of local service providers. The Santa Barbara County Fire Protection District (CFPD) covers the entire unincorporated and some incorporated areas. They also contract with the State agencies to provide fire service within State managed areas. These large geographic areas lie outside of the Spheres of Influence and independent agency boundaries, but those areas are sparsely populated and are primarily within State or Federal government agencies territory. Map ES-2 (page 3) also shows the location of State and Federal Responsibility Areas. Table ES-2 (page 14) lists the estimated area, population, and ISO Public Protection Classification for each agency. All three of the Fire Protection Districts have Spheres of Influence that match their district boundaries. Three Cities have Spheres of Influence that extend beyond their service boundaries: Santa Barbara, Santa Maria and Solvang. The Cities of Carpinteria and Lompoc have a small Sphere area outside of its boundaries, however, fire and law enforcement are provided by another agency for Carpinteria. All other agencies have a coterminous Sphere. These include CSA 32, Isla Vista CSD, Cities of Buellton, Goleta, and Guadalupe. The CFPD desires to annex the four Channel Islands which would need to amend its Sphere first. No Sphere of Influence change, or designation of a Future Study Area, is necessary or recommended for Carpinteria/Summerland FPD and Montecito FPD. Their Spheres of Influence already well define their probable service areas. The recommended action for these districts are to simply affirm their existing Spheres of Influence. A future action could clean- up their overlapping boundaries. Sphere expansions are recommended for and Santa Barbara County Fire Protection District. The Channel Islands may benefit from local services. The district supports this recommendation and anticipate future annexation applications to extend services to the expansion areas. Map on page 41 show the recommended Sphere amendments for Santa Barbara CFPD. 2 Government Code section 56076. LAFCO of Santa Barbara County 7 EXECUTIVE SUMMARY This Study covers approximately 2,737 acres containing lands that are serviced Fire, Law Enforcement, Crime and Safety, and Emergency Medical Service from 13 agencies. The Study areas also look at small portions with overlapping service between CFPD and City of Santa Barbara and Montecito FPD and Carpinteria/Summerland FPD. The Study Areas indicates that some areas may warrant inclusion/exclusion into their Sphere of Influence. The locations of the Study Areas are identified in a map within the agency’s profile. A designation of a “zero” Sphere of Influence is recommended for the countywide County Service Area 32 . This Special District was intended to provide support for law enforcement services provided to unincorporated residents. The District’s Sphere of Influence and boundaries are identical to the boundaries of the County of Santa Barbara. As areas are annexed into Cities these areas are detached from the district. One multi-service district provides safety, violence investigation, and survivor resources of sex assaults’ services as part of their operations: the Isla Vista Community Services District. In addition, eight Cities provide fire and police services either directly or through contracts with the County Sheriff or fire district. The IVCSD District’s Sphere of Influence is identical to its boundary, but the district has not yet established all services they wish to provide. The district is underway in developing many programs. This report primarily discusses the fire protection, law enforcement, crime and safety, and EMS services delivered by these agencies. Because the report does not address other services provided by the multi- service or Cities, no formal recommendations for Sphere of Influence updates are provided at this time. Sphere updates will be done once all future service review of the services and boundaries of the agencies have been completed. 2. Firefighting Consolidation and Cooperation Fire protection agency services have historically been on the forefront of forging cooperative efforts. This tradition has been formalized into a network of mutual and automatic aid agreements between individual agencies and through the State’s mutual aid system. Today’s fire agencies are looking closely at cooperative arrangements to maintain adequate and cost- effective services. These include functional and full consolidations, contracts for service, and governance models such as joint powers authorities. LAFCO can play a vital role in helping agencies confront multiple challenges and plan for the future. The Montecito and Carpinteria/Summerland fire districts currently operate under a borderless response arrangement in order to provide the closest, most appropriate resources regardless of jurisdictional boundaries. The option of including CFPD under the borderless agreement or consolidation/combining of the districts could be another option to provide services for the South Coast region. By having the districts collaborate creates shorter response times, a greater breadth of knowledge and experience, and optimizes coverage. 8 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE EXECUTIVE SUMMARY In 2008, the City of Solvang and Orcutt Fire Protection District were reorganized and joined the County Fire protection service. Solvang also contracts for County Sheriff services. The City of Buellton and Goleta contract to receive fire protection and law enforcement service from the County. The City of Carpinteria relies on the Carpinteria/Summerland Fire District for fire services and contract for County Sheriff services. 3. Regional Dispatch Communication Center Cooperation County Dispatch provides dispatching services, 9-1-1 call taking and non-emergency call taking and support for Santa Barbara County Sheriff, Santa Barbara County Fire and American Medical Response for the areas served by those agencies. By law all 9-1-1 calls must be answered by a law enforcement agency. As a result, fire and EMS calls received through the 9- 1-1 system cannot be directly received by the Fire or EMS Departments, but must first be routed through the appropriate law enforcement agency for the jurisdiction. The Police Departments of the Cities of Santa Barbara, Santa Maria (which provides dispatch to Guadalupe), and Lompoc provide fire dispatch for their own Fire Departments within City boundaries; and Carpinteria-Summerland and Montecito provide secondary dispatch to their Fire Departments. There is a plan to move to a regional public safety communication center in approximately three years. The new regional center would provide dispatch services for all fire agencies in Santa Barbara County and will include an ambulance and EMS resources component. The various City Council and District Boards would still need to authorized their Fire Chief to negotiate with Santa Barbara County Fire to participate in the regional fire dispatch center. The County will be the primary organization for building construction and developing governance on how the multi-agency center will operate. This shift had been urged by local agencies, and has been well received. In 2019, the County Dispatch Center handled more than 195,000 calls for service, which translates into approximately 535 calls per day. The center received 58,436 (9-1-1 calls), of which 45,258 were wireless callers. The Dispatch Center also provides dispatching services and/or support (generally during non-business hours) for a multitude of County, State and private agencies, including Probation, Animal Services, Public Works, Public Health, State Parole, District Attorney, Hope Ranch Security Patrol, California Department of Fish & Wildlife, Adult and Child Protective Services, Office of Emergency Management and others. In 2020, over 64% of all calls for service referred by the County Dispatch Center and independent City Dispatch Centers were medical in nature.3 When a medical emergency occurs, the Dispatch system alerts the corresponding agency fire and police departments, Sheriff’s office and the ambulance service and all necessary responders. As firefighters are frequently the first responders to medical emergencies, it is essential that they have medical training. With few exceptions, firefighters are trained as emergency medical technicians and many are trained as paramedics able to provide advanced life support services. LAFCO of Santa Barbara County 9 EXECUTIVE SUMMARY Table ES-3 (page 15) lists annual primary response calls for service of the fire protection agencies in the County. In 2020, about 58,000 calls for service were dispatched to agencies that provide fire protection and emergency medical services. With the exception of the Montecito Fire and Santa Maria Fire, the percentage of all calls for emergency medical service ranges from 55% to 88%. The Santa Barbara County Emergency Management Services Division anticipates major nationwide changes in the delivery of medical services in the coming years. These changes are part of a continuing trend that will change the work of Santa Barbara County first responders. 3 Primary response calls were coded by the following categories: EMS, or ME (Medical Emergency) - 44,354 calls, MVI (Motor Vehicle Injury) - 116 calls, Fire – 3,419 calls, and Rescue – 1,111 calls. 4. Law Enforcement Service Cooperation County Service Area 32 (unincorporated police services) was established to provide funds for the Sheriff’s operations in the unincorporated County and related programs. CSA 32 has been inactive since 2011. The Sheriff’s Office contracts with the Cities of Buellton, Carpinteria, Goleta, and Solvang to provide law enforcement services. Each of these contracts are individually written to meet local needs. All of the agencies served by Santa Barbara Sheriff’s Units benefit through cost efficiencies derived through shared management services, and agencies share City or County police stations and County apparatus/inventory. In 2020, over 79% of all calls for service referred by the County Dispatch Center to Sheriff’s and independent City Dispatch Centers to City Police Departments were for non-violent property crime offenses. Violent crimes make up about 20% of calls, while assault were 15%. For City of Santa Barbara and Santa Maria 2019 totals were used, because 2020 numbers were not available. Of these, the total overall highest clearance rates come from the City of Guadalupe at 45%, while the lowest was from Isla Vista area. Clearance for 2020 from the Cities of Lompoc, Santa Barbara, and Santa Maria were unavailable. In general property crimes happen most often with the lowest clearance rates for all agencies, with Santa Maria having the highest rate at 21% when using 2019 data. Law enforcement agencies, by their nature, are highly structured and operate in an efficient manner. These characteristics are detailed in this MSR for each agency. The law enforcement agencies in the County are collaborating in a number of areas through contract service arrangements, mutual aid, JPAs, and regional task forces. 10 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE EXECUTIVE SUMMARY 5. Finances The current national pandemic has reduced revenues for virtually all local government agencies. Particularly hard hit are local agencies relying on transient occupancy or sales tax. The rate of residential and commercial development has slowed in areas depriving local government of physical improvements and tax revenues. In the last decade, the State mandated the dissolution of local redevelopment agencies. This dissolution removed an important source of discretionary funds for the County and many local Cities. The pandemic has also reduced use of the airport, and set travel restriction that reduced revenue available to the agencies for all uses, including firefighting, law enforcement, and emergency medical services. Although all local agencies providing fire protection, law enforcement, and EMS services have been hurt differently by the pandemic, there are significant variations in the amount of revenue received by the agencies. Among the agencies providing these services in Fiscal Year 2019-20, the Montecito FPD received $2,204 in revenue for each resident, while the City of Guadalupe received $454 for each of its residents. The variation in revenue is due to a number of factors, including: 1) the date of a District’s formation or City Incorporation and past taxation levels; 2) differences in assessed valuation; 3) land development and property sales within the agency’s boundaries; and 4) the willingness of local voters to propose and approve tax measures. While LAFCO has little control over most of the factors listed above, LAFCO can ensure the mitigation of negative fiscal or service impacts resulting from annexations or detachments. Mitigation is supported by a local LAFCO policy4 that discourages proposals that would have adverse financial impacts because “the extension of services would be financially infeasible.” The fire districts most affected financially by potential City annexations, and district detachments, is the Santa Barbara CFPD for the Cities not being serviced by County Fire. In addition to needing adequate revenues, a local agency relies on its fund balance to provide a cushion for unforeseen expenditures or revenue shortfalls. A fund balance helps to ensure that resources are available to meet the cost of operations. As shown in Table ES-4 (page 16), the agencies reviewed in this report have fund balances ranging from 2% of annual budget to 140% of annual budget. 4 Policies and Procedures Relating to Spheres of Influence and Changes of Organization and Reorganization, Section 7- II, III, & VI Handbook. LAFCO of Santa Barbara County 11 EXECUTIVE SUMMARY All agencies strive to provide the highest quality of service possible with available resources. Out of necessity, those agencies with the least financial resources must sometimes rely on older, and fewer, fire engines and stations. They put fewer firefighters on each engine. They defer maintenance. The use of volunteer firefighters has traditionally been a way to economically provide fire protection. In Santa Barbara County, volunteers are not really relied on. This model has seen disadvantages to keeping up with training, personnel participation, and call volumes as reasons decline occurs in a volunteer structure. If vast majority of calls are medical calls. Fire Departments, typically, do far more ambulatory/paramedic work than they do true firefighting work. A study should be conducted where a separate, dedicated agency handles emergency medical calls. This could greatly reduce training costs for firefighters, as well as, equipment costs and would allow firefighters to perform strictly firefighting services. This study could discuss the applicability of a new agency as an option presenting both pros and cons. Table ES-4 (page 16) gives details on the annual revenue of agencies providing fire protection law enforcement, and emergency medical services. 6. Public Accountability and Transparency Two of the Fire Protection Districts, the one Community Services District, and two of the eight Cities are governed by directors/council members who are elected at-large by voters. Isla Vista CSD also has two members that are appointed by UCSB and the County. While some agencies regularly have contested elections, others routinely hold uncontested elections. In five of the eight Cities the Mayor is elected at-large while the Council Members are elected by Districts. The Cities of Buellton and Carpinteria is included in this group where Council Members will be elected by districts starting in 2022. The County Fire Protection District and County Service Area 32 (unincorporated police services) are dependent Special District governed directly by the Santa Barbara County Board of Supervisors. The five County Supervisors are elected from geographic divisions for four- year terms. Twelve districts reviewed in this report have prepared up-to-date fiscal and operational information. State law5 requires that each district file an audit with the State Controller, County Auditor and Local Agency Formation Commission within 12 months of the end of the fiscal year or years under examination. LAFCO was not able to review the County Service Area 32 audit, since it has been inactive since 2011. 5 Government Code section 26909(a)(2). 12 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE EXECUTIVE SUMMARY Of the 13 agencies providing Fire Protection, Law Enforcement, and Emergency Medical Services, twelve maintain websites listing information about the Board of Directors or City Council Members and postings of upcoming meeting agendas. CSA 32 does not maintain a website, although information on policing activities can be found on related County Sheriff’s website. These websites are maintained by the Cities, Fire Districts, or multi-service districts containing useful information. All agencies within the County are encouraged to establish websites if they do not now have them, and to maintain up-to-date websites which include, at a minimum, a listing of district directors/councils and their terms, announcements of upcoming meetings, meeting agendas and minutes, annual budgets, performance data, and current audits. This information is needed to promote transparency and accountability, as well as allowing public oversight of agencies activities. LAFCO of Santa Barbara County 13 EXECUTIVE SUMMARY 1 4 Table ES‐2 AREA, POPULATION AND ISO RATINGS FOR DISTRICTS PROVIDING FIRE PROTECTION, LAW ENFORCEMENT, SAFETY & CRIME AND EMERGENCY MEDICAL SERVICES Estimated Area Agencies (Square Miles) Estimated Population (2020) ISO Public Protection Classification4 F IN Carpinteria/Summerland FPD1 40 18,035 4 / 4X A L 2 Montecito FPD 21.7 9,471 3 / 3X 0 2 Santa Barbara CFPD2 2,480 186,500 n/a (not rated) 1 F 3 / 3X comparable IR E County Service Area 32 (POLICE)3 2,670 142,471 n/a L , A Isla Vista CSD 0.468 15,000 n/a W E City of Buellton 1.58 5,464 n/a (not rated) N F City of Carpinteria 2.6 13,335 (4 in City) O R C City of Goleta 7.85 32,339 n/a (not rated) E M City of Guadalupe 1.31 8,081 2 / 4X E N T City of Lompoc 11.59 43,786 3 / 3X S A , City of Santa Barbara 19.49 93,511 2 / 3X F E City of Santa Maria 22.78 107,407 3 / 3X T Y & City of Solvang 2.42 5,562 n/a (not rated) C R IM Data Sources: E , A − Estimated Area: LAFCO district maps and Santa Barbara County GIS System N − Estimated Population: 2020 DOF Table E4 Data D E M − ISO Rating: As provided by the Districts/Cities S S 1 The estimated area and population for the CSFPD is for the Santa Barbara County portion including Summerland and City of Carpinteria within the District. E R 2 The estimated area and population for the Santa Barbara CFPD is the district service area which includes the incorporated Cities of Buellton, Goleta, and Solvang. County V IC Fire is not rated for ISO, rather they use a Standards of Response Coverage analysis. Based on that analysis LAFCO interpreted a comparable classificataion. E R 3 The estimated area and population for the Santa Barbara County CSA 32 District is the Countywide area minus the incorporated Cities. E V IE W 4 The ISO Public Protection Classification, or ISO Rating, is issued by the Insurance Services Office, Inc. ISO’s Rating gauges the capability of a fire agency to respond to & structure fires. ISO collects information on a community’s public fire protection and analyzes the data using a fire suppression rating schedule. ISO then assigns a Rating from 1 S to 10, with “1” representing the best protection and “10” indicating no recognized protection. A rural area often receives a lower rating than an urban area due to the longer P H response times and a scarcity of fire hydrants. Insurance companies use ISO Ratings as a basis for determining property insurance rates. If the listing shows two numbers, E R unless otherwise noted, the first number is for properties with a credible source of water (usually hydrants) and within 5 road miles of a fire station, and the second number is E U for properties without a credible source of water. SBC Fire is not rated by ISO, which includes the Cities they provide protection service for. P D A T E EXECUTIVE SUMMARY F IN A Table ES‐3 L 2 ANNUAL PRIMARY RESPONSE CALLS FOR SERVICE FOR DISTRICTS PROVIDING FIRE PROTECTION, LAW 0 2 ENFORCEMENT, SAFETY & CRIME AND EMERGENCY MEDICAL SERVICES 1 F IR E L , A W Annual E Calls EMS Medical1 Vegetation Structure Other Haz‐Mat N F O Agencies Time Period for Fires Fires Fires2 Other R C Service E M Carpinteria/Summerland FPD CY 2020 2,013 55% 3% 0% 1% 1% 0% 26% E N T Montecito FPD CY 2020 1,679 32% 2% 5% 1% 0% 6% 55% S , A Santa Barbara CFPD CY 2020 13,321 72% 7% 0% 0% 7% 3% 4% F E T County Service Area 32 (POLICE) CY 2020 2,914 n/a% n/a% n/a% n/a% n/a% n/a% n/a% Y & Isla Vista CSD CY 2020 2,160 n/a% n/a% n/a% n/a% n/a% n/a% n/a% C R City of Buellton CY 2020 592 73% 8% 0% 0% 8% 1% 1% IM E City of Carpinteria CY 2020 2,013 55% 3% 0% 1% 1% 0% 26% , A N City of Goleta CY 2020 2,630 72% 7% 0% 0% 9% 3% 1% D E City of Guadalupe CY 2020 563 82% 8% 3% 2% 0% 1% 5% M S City of Lompoc FY 2019-2020 4,215 88% 6% 2% 1% 1% 3% 0% S E R City of Santa Barbara CY 2020 9,233 80% 5% 1% 13% 0% 1% 2% V IC City of Santa Maria CY 2020 16,600 20% 12% 2% 2% 13% 1% 28% E R City of Solvang CY 2020 609 75% 2% 0% 0% 5% 3% 1% E V IE W Total Calls & Average Percentages 58,542 64% 6% 1% 2% 4% 2% 14% & S Data Sources: P H − Calendar Year (CY) data is provided by all Santa Barbara agencies for which was provides for dispatch services. E R E − Fiscal Year (FY) data is provided by City of Lompoc dispatch service. U P 1,2 The County Fire Department listed calls differently as medical versus rescue. Fire calls were listed as one type and therefore shown in other fires in the above table. D A T NOTE: The total of all calls for primary service within Santa Barbara County referred to federal, state, City, and district firefighters in Calendar Year 2020. This table only lists calls E referred to the primary response jurisdiction. Additional calls are referred for mutual and automatic aid. 41 5 EXECUTIVE SUMMARY 1 6 Table ES‐4 ANNUAL REVENUE, FUND BALANCE, AND POPULATION OF DISTRICTS PROVIDING FIRE PROTECTION, LAW ENFORCEMENT, SAFETY & CRIME AND EMERGENCY MEDICAL SERVICES c. Fund Balance as a e. Per Capita f. Average F IN a. GF b.GF Percent of Annual d.Estimated Annual P C o o r u t n io t n y 1 o % f A Agencies Time Annual Revenue Fund Balance Revenue ("b/a" ) Population Revenue Property Tax L 2 Period ("a/d" ) 0 2 Carpinteria/Summerland FPD1 FY 19-20 $11,641,932 $8,515,770 73% 18,035 $645 14¢/$1 1 F IR Montecito FPD2 FY 19-20 $20,880,552 $12,634,116 60% 9,471 $2,204 16¢/$1 E L , Santa Barbara CFPD FY 19-20 $95,244,600 $26,520,616 28% 186,500 $510 17¢/$1 A W County Service Area 32 (POLICE) 2 FY 19-20 $157,729,500 $144,659,000 91% 142,471 N/A N/A E N Isla Vista CSD3 FY 19-20 $1,208,150 $1,072,436 88% 15,000 $80 N/A F O City of Buellton FY 19-20 $7,580,718 $8,487,257 111% 5,464 $1,387 15¢/$1 R C City of Carpinteria FY 19-20 $17,326,390 $7,732,314 44% 13,335 $1,299 9¢/$1 E M E City of Goleta FY 19-20 $30,723,142 $17,277,950 56% 32,339 $950 5¢/$1 N S T , City of Guadalupe FY 19-20 $3,675,256 $485,622 13% 8,081 $454 13¢/$1 A City of Lompoc FY 19-20 $25,323,929 $600,000 2% 43,786 $578 17¢/$1 F E T City of Santa Barbara FY 19-20 $169,254,626 $32,078,880 19% 93,511 $1,809 12¢/$1 Y & City of Santa Maria4 FY 19-20 $93,394,823 $45,904,080 49% 107,407 $869 12¢/$1 C R City of Solvang FY 19-20 $7,235,914 $10,200,000 140% 5,562 $1,300 6¢/$1 IM E , A Data Sources: N D − Annual Revenue and Fund Balance: Agency audits for Fiscal Year 19-20, unless as otherwise noted below. E M − Estimated Population: 2020 DOF Table E4 Data. S S − Average Portion of County 1% Property Tax Received: Data from the County of Santa Barbara Auditor‐Controller's Office. E R V 1 The population estimated is for the entire district, which includes the boundary of City of Carpinteria as well as portion of Santa Barbara County. IC E 2 For CSA 32, the annual revenue and fund balance data are from the County Sheriff FY 20-21 Budget Overview for FY 19-20 estimated Actual provided by the Sheriff Office. Revenue inc. Proposition 172 R E 3 The population is the estimated population served by the CSD. V IE 4 The amount listed under Annual Revenue and fund balance data are unaudited for the City of Santa Maria and include Measure U revenue for which 90% are used for public safety. W & S P H E R E U P D A T E CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS A. Scope This Chapter contains the recommended Municipal Services determinations for the fire, law enforcement, crime & safety and prehospital emergency services provided by all 13 Special Districts and Cities in Santa Barbara County. These agencies are County Service Area 32 (Unincorporated Police Services), the County’s three fire protection districts (Carpinteria/Summerland, Montecito, and Santa Barbara County Fire), one multi-service districts (Isla Vista Community Services Districts) and the eight Cities (Buellton, Carpinteria, Goleta, Guadalupe, Lompoc, Santa Barbara, Santa Maria, and Solvang). A complete review of all services provided by the multi-service Districts and Cities will be done in the future additional MSR’s. B. Summary of Recommendations Based on the recommended determinations in this chapter, the Executive Officer recommends that the Commission adopt the Municipal Service Review for all 13 agencies providing fire protection, law enforcement, crime & safety and emergency medical services in Santa Barbara County. Potentially Significant MSR Determinations The MSR determinations checked below are potentially significant, as indicated by “yes” or “X” answers to the key policy questions listed and corresponding discussion on the following pages. If most or all of the determinations are not significant, as indicated by “no” or “blank” answers, the Commission may find that a comprehensive MSR update may not be warranted. Growth and Population Shared Services Disadvantaged Unincorporated Communities Accountability Capacity, Adequacy & Infrastructure to Provide Services Other Financial Ability None at this time C. Overview The Cortese-Knox-Hertzberg Act requires LAFCO to conduct a service review of the municipal services provided in the County or other appropriate areas prior to updating the Sphere of Influence of a local agency. This chapter contains a recommended written statement of LAFCO’s LAFCO of Santa Barbara County 17 CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS determinations with respect to seven areas as required by Government Code section 56430(a). Each recommended determination applies to all 13 agencies as a regional group along with agency specific determinations for each of the following seven areas: 1. Growth and Population Projections for the Affected Area; 2. The Location and Characteristics of any Disadvantaged Unincorporated Communities within or Contiguous to the Sphere of Influence; 3. Present and Planned Capacity of Public Facilities and Adequacy of Public Services, and Infrastructure Needs or Deficiencies; 4. Financial Ability of Agency to Provide Services; 5. Status of, and Opportunities for, Shared Facilities; 6. Accountability for Community Service Needs, including Government Structure and Operational Efficiencies, and 7. Any Other Matter Related to Effective or Efficient Service Delivery, as Required by Commission Policy. Individual profiles of each of the 13 agencies are provided in Chapter Three. Essential Fire Protection, Law Enforcement, and Emergency Medical Services are also provided by the Federal and State governments personnel. LAFCO has no authority over the State and Federal entities. A brief review of their services is included in the Appendix. D. Determinations 1. GROWTH AND POPULATION PROJECTIONS FOR THE AFFECTED AREA REGIONAL The preparation of this study was produced prior to the release of 2020 Census and based on the most recent available data. The 13 local agencies currently serve an estimated Countywide resident population of 451,840. This population estimate represents close to a six percent overall increase or 0.6% annually over the last 10 years. Santa Barbara County is predominately city-centered with slightly more than 68% of the current resident population residing in one of the eight incorporated Cities. Nearly 55 percent of all City residents reside in North County. Santa Barbara County Fire Protection District serves an estimated resident population of 185,720, or approximately 41 percent of countywide population. Santa Barbara County Sheriff’s Office serves law enforcement services to an estimated resident 18 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS population of 199,171, or approximately 44 percent of countywide population. County of Santa Barbara Housing Element (2015-2023) identifies an estimated growth rate of less than 1 percent along South Coast and 9.3 percent countywide. Except for the Federally-owned lands, the structural fire protection needs of the County are met by Cities and Special Districts. Service calls for fire, law enforcement, and emergency medical providers have been increasing and are expected to continue growing as a result of population growth. Growth in demand will be affected by the availability of alternative services like primary care, telephone-based service, and demand management practices, such as better fire prevention training, fire code improvements, and building rehabilitation. The wildland interface areas where structures and development meet or intermingle with undeveloped wildland or vegetative fuel are expanding as more people are building homes in such areas, this will increase demand for effective fire service. The unincorporated population of the County, the population not living within a City, has remained constant for the past 10 years, with census population figures of 133,413 in 2010 and 142,471 estimated by Department of Finance in 2020. Growth within the Cities over the past 10 years has not changed the unincorporated portion of the population from 31 percent. Recent urban growth in Santa Barbara County has been halted by the current pandemic. When growth resumes, the City that serve the greatest percentage of the population is likely to receive much of the projected population growth. This is the City of Santa Maria. The agency serve 23%, and has constituted 90% of the county’s population growth. Visitors are an integral component in supporting Santa Barbara County’s economy as evident by sales, transient-occupancy tax revenues, and create additional and fluid demands on all 13 local agencies. AGENCY SPECIFIC The population of Carpinteria/Summerland between 2010 and 2020 increased by 317 people (1.7 percent or less than 1 percent per year). The County unincorporated surrounding areas and City of Carpinteria estimated growth rate for the same period are less than 1 percent and 0.7 percent respectively. The population of Montecito between 2010 and 2020 increased by 506 people (5.3 percent; or less than 1 percent per year). The County unincorporated surrounding areas estimated growth rate is one half of one percent for the same period. LAFCO of Santa Barbara County 19 CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS The Santa Barbara County Fire Protection District provides fire protection service to the great majority of residents in the unincorporated County. The 2020 population of the unincorporated County is 142,471. County Fire also provides fire services to the Cities of Buellton, Goleta, and Solvang. An additional 9.5% of the population (43,249) live within the fire protection boundaries of the County’s Fire Protection District. City of Guadalupe has experienced the largest percentage increase in estimated resident growth among the 13 local jurisdictions over the last 10 years rising by 12.3% from 7,080 to 8,081. City of Buellton has experienced the second largest percentage increase in estimated resident growth among the 13 local jurisdictions over the last 10 years rising by 11.6% from 4,828 to 5,464. The City of Santa Maria, has a recent history of projected growth. Between 2010 and 2040, the City is expected to grow faster than any other Santa Barbara County City; an increase of 29% from 99,553 to 141,529. The City is undergoing an update to its General Plan and reexamining its growth plans. County Service Area 32 was formed as a funding mechanism for police services for the entire unincorporated County. Santa Barbara County’s growth should have a neutral impact on this Countywide District. It is reasonable to assume growth rates for each of the 13 local jurisdictions over the next five years will parallel their respective growth rates between 2015 and 2020. This presumes the economic downturn that began as a result of the COVID 19 pandemic will continue into the near-term. 2. THE LOCATION AND CHARACTERISTICS OF ANY DISADVANTAGED UNINCORPORATED COMMUNITIES (DUC) WITHIN OR CONTIGUOUS TO THE SPHERE OF INFLUENCE. REGIONAL In 2020, the California statewide median household income (MHI) was $80,440, and 80% of that was $64,352. LAFCO staff utilized the State DAC Mapping Tool and CalEnviroScreen 4.0 to verify disadvantaged status with other applications of the definition6 to locate potential DUCs in the County. The County also prepared an update to its Integrated Regional Water Management Plan in 2019. Based on the criteria set forth by SB 244, staff’s analysis indicates that the communities of Casmalia, Cuyama, New Cuyama, Sisquoc, Garey, Devon, Mission Hills, and Isla Vista were identified as qualifying disadvantaged communities. The boundaries of the County Fire Protection District service area and Sphere of Influence cover a large portion of the County, including any disadvantaged unincorporated communities identified above. 20 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS The boundary of CSA 32 (unincorporated police services) cover the entire unincorporated County, including any disadvantaged unincorporated communities identified above. AGENCY SPECIFIC No identified disadvantaged unincorporated communities have been identified within or contiguous to the Spheres of Influence of Carpinteria/Summerland Fire Protection or Montecito Fire Protection districts providing fire protection service in Santa Barbara County. The median household income (MHI) for Isla Vista Census Designated Place was $25,675 in 2020, which qualifies the community as a disadvantaged community. Isla Vista Community Services District (IVCSD) is also within the unincorporated territory of the County. The IVCSD’s Sphere of Influence is coterminous to its service area. The MHI for Guadalupe was $49,784 in 2020, which qualifies the community as a disadvantaged community. The City of Guadalupe is an incorporated City, therefore by definition would not qualify as a disadvantaged unincorporated community. The City of Guadalupe’s Sphere of Influence is coterminous to its City limits. The MHI for Lompoc was $56,483 in 2020, which qualifies the community as a disadvantaged community. The City of Lompoc is an incorporated City, therefore by definition would not qualify as a disadvantaged unincorporated community. The City of Lompoc’s Sphere of Influence is greater than its City limits. The MHI for Santa Maria was $61,569 in 2020, which qualifies the community as a disadvantaged community. The City of Santa Maria is an incorporated City, therefore by definition would not qualify as a disadvantaged unincorporated community. The City of Santa Maria’s Sphere of Influence is greater than its City limits. All other communities analyzed in this report exceed the MHI in 2020 and would not qualify as a disadvantaged unincorporated community. 6 Government Code section 56033.5. 3. PRESENT AND PLANNED CAPACITY OF PUBLIC FACILITIES AND ADEQUACY OF PUBLIC SERVICES, AND INFRASTRUCTURE NEEDS OR DEFICIENCIES REGIONAL All of the residents of Santa Barbara County are currently within the boundaries of a City or Special District providing Fire Protection, Law Enforcement, and Emergency Medical Services. The smaller communities are within the County Fire Protection District’s boundary. The CFPD also serves the State Responsibility Areas under contract. LAFCO of Santa Barbara County 21 CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS Each agency providing Fire Protection, Law Enforcement, and Emergency Medical Services in the County provides public facilities and equipment as allowed by their financial means (see Determination 4, below). The 13 agencies reviewed in this report maintain a total of 38 fire stations, which the agencies describe as ranging from poor to excellent condition. A total of 15 police stations, ranging from poor to excellent condition. A few agencies plan to construct new stations. All agencies also maintain and replace fire apparatus as needed. An outline of the agency’s attributes, types of services, and resources that describe the adequacy of public infrastructure needs and deficiencies for each agency is found in Chapter Three. Several agency stations are in need of rehabilitation and aged apparatus are in need of replacement. The 13 agencies collectively employ 625 fire personnel and 649 law enforcement personnel. Staffing levels overall for the agencies have remained relatively constant. The relative number of sworn officers produces a ratio of 1.58 and fire personnel ratio of 1.06 for every 1,000 residents in Santa Barbara County. The Countywide average of annual calls translates to approximately 1 out of 10 residents generate one service call for services. Property crimes, on average, represented approximately 80% of all incidents among the local agencies over the last five reported years. The remaining portion of incidents during this period are simple assault at 14% and violent at 19%. Countywide clearance rates among the local agencies have significantly fluctuated over the last five reported years from an average low of 10.5% and a high of 45.4%. Property crimes are the lowest clearance rates at collective 15.9%, followed by 65.9% for assaults crimes, and 62.2% for violent crimes. The local agencies have collectively cleared on average 2,796 of the 11,700 average total crimes occurring in Santa Barbara County over the last five reported years. This produces an average Countywide clearance rate of 23.9%. The plan to move to a regional public safety communication center, in approximately three years will coordinate operations and improve responses. The annual statistical data should also be more readily available to the public. The plan was approved by the Santa Barbara County Board of Supervisors on October 19, 2019. The new regional center will provide dispatch services for all fire agencies in Santa Barbara County and will include an ambulance and EMS resources component. The County will be the primary organization for construction and developing governance on how the multi-agency center will operate. LAFCO encourages all agencies to participate and transition to a regional dispatch center system. 22 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS AGENCY SPECIFIC The County agency contracts for, and monitors, ambulance service throughout the County. This service is provided by American Medical Response (AMR), except at UCSB and in the Lompoc and Cuyama Valleys, where County Fire provides ambulance service. AMR has provided this service since 1980. An RFP process has been authorized to determine if an alternative service could be achieved with the same or better service. The Cities of Buellton, Carpinteria, Goleta, and Solvang contract for police services from the County Sherriff’s Office. Fire services is also provided by the CFPD, with the exception of Carpinteria who receives fire protection from Carpinteria/Summerland Fire District. Each City contracts independently for these services. The existing agreement expires on June 30, 2023. In August of 2021, the Cities and County entered into a new contract for law enforcement services agreement for FY 23/24 and beyond. They intend to begin negotiations no later than November 2021 for FY 22/23 Contract Costs. The Carpinteria/Summerland Fire and Montecito Fire Districts operate under a boundary drop between the two Districts, which has increased fire services for the area residents. The Fire District Management team is currently working with the County of Santa Barbara, Carpinteria/Summerland Fire and Montecito Fire Districts to potentially develop a new station. This station is being considered in the Ortega Ridge Road area in Carpinteria. The City of Lompoc and County Sheriff within the Isla Vista community have experienced the highest crime rate per 1,000 persons at 35.7 and 24.7, respectively. The clearance rates are also the lowest of all agencies reported with 12% and 10.48%, respectively. The Cities of Carpinteria and Santa Maria have improved their respective clearance rates for all crimes over the reporting years rising nearly 4%. The average clearance rates are 20.5% and 25.6%. The City of Guadalupe has the highest clearance rate at 45.3% followed by the unincorporated County at 36.2%. 4. FINANCIAL ABILITY OF AGENCY TO PROVIDE SERVICES REGIONAL The demands on a Fire Protection, Law Enforcement, and Emergency Medical Services from agencies vary due to the size and geography of the agency’s boundaries, the area’s employment base, the presence of students and tourists, the existence and length of local highways, whether the area is included within State Responsibility Area, and other factors. These factors help dictate the amount of money required to provide an adequate level of service. Nearly all funding for Fire Protection, Law Enforcement, and Emergency Medical Services LAFCO of Santa Barbara County 23 CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS provided by the eight local City agencies are generated from discretionary general tax revenues collected by the respective governing bodies, commonly referred to as “general fund” monies. General fund monies collected by the eight local agencies have increased by an average of 2.0% annually rising from an estimated total of $260.8 to $266.1 million over the last two years. Moderate increases in property tax revenues combined with slight decreases in transient- occupancy tax revenues underlie the overall increase despite decreases in sales tax revenues during this period. Public Safety Expenditures from the eight Cities decreased slightly by a composite average of 0.1% over the last two years lowering from an estimated total of $169.5 to $169.3 million. The Cities of Guadalupe, Santa Barbara, and Santa Maria decreased they budgets, all other Cities had a slight increase in budget expenditures for public safety services. Property tax assessments are the predominate funding source for the Special Districts providing fire protection, making up approximately 60 to 80 percent of total revenues. Pension and other post-employment benefit costs have increased over the last five years. Many of the agencies currently finances benefits on a pay-as-you-go basis. Montecito Fire, City of Carpinteria, and City of Goleta are the exceptions who have established a Benefit Trust and/or OPEB Trust for the purpose of reimburse or to pay pension benefits. While an agencies budget may expand due to increased service demands, the size of a budget is closely related to the availability of funds. The financial ability to provide fire protection, law enforcement, and emergency medical service from some agencies have slowed in recent years due to the national pandemic effecting tourism industry. This downturn has hurt some agencies more than others. As outlined in Chapter Three, agencies providing these services within Santa Barbara County experience a wide range of revenue. Local agencies receive between $2,204 and $80 per resident (the median being $869). The amount of revenue received by a public safety agency is often determined by factors over which agency residents have no control: assessed valuation, the date of a formation/incorporation and past taxation levels, land development and property sales within the agency’s boundaries. For a City or multi-service district, the competition are for scarce resources among local government programs. Local residents do have the ability to propose and approve tax measures to increase local services. Although passage of tax measures are increasingly more difficult. State law7 requires that an agency file an audit with the State Controller and County Auditor within 12 months of the end of the fiscal year or years under examination. All of the agencies providing Fire Protection, Law Enforcement, and Emergency Medical Services, except for one, have provided LAFCO with the most recent audit as required by State law. Because County Service Area 32 has been inactive the most recent audit was for the year ending in June 2010. 24 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS AGENCY SPECIFIC When a district annexes an area, the Property Tax Transfer Agreement with the County typically matches the annexing district’s 1% County property tax within the annexation area. On the other hand, when an area is detached from a district, through a City annexation, the district generally no longer receives any taxes from this property. The safety net for a local district is its fund balance. According to the most recent information available to LAFCO, the fund balance of the 13 agencies ranges from $485,622 to $45,904,080. On the low end of this range are the Cities of Guadalupe (13%) and Lompoc (2%). In some cases, the arrangements with City Fire and Police Departments preclude the need for a large fund balance. Because a large fund balance is more crucial for a large budget than one with a small budget, one important statistic is the ratio of an agency’s fund balance to its annual revenues. The highest fund balance/annual revenues ratios are experienced in the Cities of Solvang (140%), Buellton (111%) and Carpinteria/Summerland FPD (73%). Following these are the Isla Vista CSD (88%), Montecito FPD (60%), Goleta (56%), Santa Maria (49%), Carpinteria ( 44%), Santa Barbara County Fire (28%), and Santa Barbara City (19%). Agencies with lower revenues strive to provide the highest possible level of service with fewer resources. They must sometimes rely on older, and fewer, fire engines and patrol vehicles. The contracting Cities meet the California Occupational Safety and Health Association's "2‐in/2‐out" requirement. Some Cities provide resources for one full-time salary for a Firefighter/Paramedic position and Sheriff services includes 8,760 hours purchased and cost of the Motor Deputy. Each agency providing Fire Protection, Law Enforcement, and Emergency Medical Services maintains a schedule for conducting audits of agency revenues and expenditures and have submitted these to LAFCO. 7 Government Code section 26909(a)(2). 5. STATUS OF, AND OPPORTUNITIES FOR, SHARED FACILITIES REGIONAL Santa Barbara County Fire Department (SBCFD) acts as the Operational Area Coordinator for all fire agencies within Santa Barbara County. As the Op Area Coordinator, they are an extension of the California Office of Emergency Services (Cal OES) which coordinates the statewide response of fire and rescue, hazardous materials mutual aid resources to all hazards, emergencies, and disasters in cooperation with local, state, and federal fire and rescue agencies. Each agency providing Fire Protection, Law Enforcement, and Emergency Medical Services in the County provides dispatch services with shared services between agencies already. The plan to move to a regional public safety communication center as stated in (see Determination 3, above) LAFCO of Santa Barbara County 25 CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS will coordinate operations and improve responses. In most cases among the local agencies, due to relative distance between the jurisdictions and other communities, opportunities for shared facilities are limited. Many do not currently share facilities with other agencies or the agencies do not have any opportunities to do so. It is unlikely that a proposal would be forthcoming in the near future. Some jurisdictions have shared service arrangements, which are outlined below and described in greater detail for each agency in Chapter Three. Local firefighting agencies participate in a large number of other shared resources including fire insurance, workers compensation, the joint purchasing of equipment, fire training, mobile air support, urban search and rescue, and technical rescue. AGENCY SPECIFIC Individual local agencies have also agreed to a number of local mutual aid and automatic aid agreements with neighboring agencies including wildfires that are the responsibility of Federal or State firefighters. While a mutual aid agreement requires assistance when called, an automatic aid agreement obliges a neighboring firefighting agency to immediately and automatically respond to specific calls. The border drop between the Carpinteria/Summerland Fire and Montecito Fire Districts have increased fire services for the area residents. The option of including CFPD under the borderless agreement or consolidation/combining of the districts could be another option to provide services for the South Coast region. The Carpinteria/Summerland Fire and Montecito Fire Districts are also coordinating efforts to locate an additional fire station in the area. The Districts conducted a Fire Station Location Study in February 2021. The study identified a service level gap in the overlapping service area of the Districts. The analyses found a potential location for a shared facility. The evaluation also determined that constructing a shared facility could enable the relocation of a current fire station. The combination of a new station and a relocated station would have positive impacts on both fire districts. Dispatch services for all three Special Districts –Carpinteria/Summerland Fire, Montecito Fire, and CFPDs are provided by Santa Barbara County Sheriff’s Office. This shared arrangement provides for streamlined and timely emergency response throughout the south and northern regions while avoiding duplicative costs among the participating agencies. The City of Santa Maria also provides dispatch services for the City of Guadalupe which provides for streamlined and timely emergency response throughout the Santa Maria Valley region. Public facilities and shared services in Guadalupe may need expansion and improvement to accommodate future needs. 26 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS The Cities of Buellton, Solvang, Goleta, and Carpinteria all utilize Sheriff services to act as their Police Department to serve residents within their respective City boundaries. Unincorporated areas of the County are served by the Santa Barbara County Sheriff’s office from one of ten sub- stations in the County plus the Sheriff’s office headquarters. The Cities contract for police and fire services, except fire service for City of Carpinteria, with the County. The Cities may desire to consider alternative options for one or both of these services (see Determination 6, below). The Isla Vista CSD collaborates with the Santa Barbara Sheriff’s Office and UCPD who operates the Isla Vista Foot Patrol station. The District has MOUs with UCPD to provide services for the Safety Stations & Interpersonal Violence Investigator. The City of Lompoc coordinates fire and policing services with the Vandenberg Air Force Base for services. The operations on their Fire and Police Departments are constantly challenged by increased demands, funding limitations and evolving technology. 6. ACCOUNTABILITY FOR COMMUNITY SERVICE NEEDS, INCLUDING GOVERNMENT STRUCTURE AND OPERATIONAL EFFICIENCIES REGIONAL Santa Barbara County is served by a web of agencies providing Fire Protection, Law Enforcement, and Emergency Medical Services. This Municipal Service Review primarily looks at the 13 Agencies – four fire protection districts, one Community Services Districts, one County Service Area, and eight Cities providing these services. Services are also provided by branches of the State and Federal governments. These organizations are bound together through the State’s mutual aid system and agreements between neighboring agencies to provide mutual and automatic aid. These agreements and the natural impulse of first responders to provide service where and when it is needed help make the system work. LAFCO staff sees value in local city agencies collaborating and exploring opportunities to improve delivery of municipal services. It is still unknown whether it is feasible for the County or another local service provider to assume responsibilities within a given area. Therefore, LAFCO staff recommends that the Cities continue to discuss partnerships with the County and other neighboring agencies. If an agreement is made, in which all affected parties agree in the service responsibilities, a change of organization or formation of a new agency may be considered at that point. AGENCY SPECIFIC All 13 local agencies are managed by committed and responsive public servants dedicated to providing timely public safety services irrespective of personal welfare within their respective jurisdictions. LAFCO of Santa Barbara County 27 CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS All agencies appear to guide activities based on established qualitative goals outlined under their respective strategic or general plans. It would be appropriate for the local agencies to also establish quantitative standards in informing their decision-making as it relates to these services. These supplements would help improve the public’s understanding of how each local agency defines and measures success. It appears there has been a continued cost increase to the Cities of Buellton, Carpinteria, Goleta, and Solvang in contracting for law enforcement services from the County. Markedly, to maintain value going forward, the County should continue to carefully measure cost to help ensure these types of arrangements provide adequate cost certainty in the long term to the contracting agencies. It would seem appropriate for the Cities of Buellton, Carpinteria, Goleta, and Solvang, given the costs and related challenges associated with developing smaller stand-alone departments, to consider structural alternatives in providing law enforcement services. This includes based on a cursory review of potential alternatives – the affected local agencies exploring the feasibilities of forming a joint-powers authority with nearby neighboring Cities and/or forming a Community Services District for purposes of police protection services. Each of the agencies fully cooperated with the MSR process and responded to all requests for information. Notably, the City of Santa Maria and to a similar extent Guadalupe were unable to provide the requested law enforcement service call data due to change in data tracking practices. Similarly, the UCPD and Sheriff’s Office were unable to provide specific data needs for the Isla Vista CSD service area. The data presented reflects the Census Designated Place boundary or broader community for Isla Vista. The City of Santa Barbara service call data was not provided for unknown reasons. Two of the Fire Protection Districts, Carpinteria/Summerland Fire and Montecito Fire Districts are governed by directors who are elected at-large by voters. The County Fire Protection District is governed by the County Board of Supervisors who are elected by supervisorial division. For all Districts fire service operates with high regard and efficiency for their constituency. All of the agencies attempt to inform constituents through outreach activities. The City Councils of four Cities – Buellton, Carpinteria, Goleta, and Guadalupe are elected at- large. However, the Cities of Buellton and Carpinteria have initiated the process to transition the City from at-large to district elections for City Council seats for the November 2022 election. The City Councils of three Cities – Lompoc, Santa Barbara, and Santa Maria the Mayor is elected at-large and Council Members are by Districts. For City of Santa Barbara there are six Council Members elected by Districts with term limits of eight consecutive years a candidate can run for re-election to the City Council. 28 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS County Service Area 32 (unincorporated police services) is a dependent Special District governed directly by the Santa Barbara County Board of Supervisors. The five County supervisors are elected from geographic districts for four-year terms. Isla Vista Community Service District has a seven-member Board of Directors with four members elected at-large to staggered four-year terms, and one member elected at-large to serve a two-year term. UCSB and County both appoint the remaining two members. The Board of Supervisors appointment is for a two-year term and the Chancellor of University of California, Santa Barbara for a term of four years. Of the 13 Special Districts and Cities providing Fire Protection, Law Enforcement, and Emergency Medical Services, all of them with the exception of CSA 32, maintain websites listing information about the Board of Directors/Council Members and postings of upcoming meeting agendas. The websites also provide access to minutes and packets to staff reports. These same websites also contain a wide range of useful organizational information, including agency budgets, audits, and plans. The specific websites for each agency, or related organization, are listed in Chapter Three. One district does not maintain a website (CSA 32), this is an inactive district, although information on policing activities within the unincorporated territory the district serves can be found on related County Sheriff website. The County Service Area 32 governance information is included on the County website and additional information is contained on the Santa Barbara County Emergency Management Services Division website. Consistent with the public notice requirements of California’s Brown Act, public agendas must be posted by all public agencies at a public location a minimum of 72 hours prior to the meeting. State law also requires that agendas be posted on the agency website, if one exists. All agencies must also allow the opportunity for members of the public to directly address the legislative body on any item of interest to the public at every regular meeting. As of January 2020, Senate Bill 929 requires all independent special districts to maintain a website, unless the district passes a resolution claiming hardship for particular reasons each year. All Special Districts in this Study currently maintain a website with the exception of County Service Area 32 which is inactive. 7. ANY OTHER MATTER RELATED TO EFFECTIVE OR EFFICIENT SERVICE DELIVERY, AS REQUIRED BY COMMISSION POLICY REGIONAL The Local Agency Formation Commission of Santa Barbara County has adopted Sphere of Influence Policies and Criteria within its Policies and Procedures relating to Spheres of Influence and Changes of Organization and Reorganization. These policies and criteria were adopted, in conformance to State law, to meet local needs. These policies stipulate that the designation of Spheres of Influence shall seek to preserve LAFCO of Santa Barbara County 29 CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS community identity and boundaries and will urge the political and functional consolidation of local government agencies that cross-cut those affected communities. Adopted General Plans of the Cities and the County will be supported when defining Sphere boundaries. Duplication of authority to perform similar service functions in the same territory will be avoided. An economically sound base for financing services without including territories which will not benefit from the services will be promoted. Agricultural resources and support facilities should be given special consideration in sphere of influence designations. Sphere of influence lines may be larger or smaller than existing local agency boundaries and may lead to recommendations for changes of organization. The proposed amendments to the Spheres of Influence of the Santa Barbara County Fire Protection District and County Service Area 32 (unincorporated police services) are consistent with these policies. They are specifically designed to address service needs and the capabilities of jurisdictions related to the total system. The proposed affirmations and amendments to the Spheres of Influence of these agencies are consistent with local policies and criteria. AGENCY SPECIFIC None at this time. 30 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS A. Scope This chapter provides recommended Sphere of Influence determinations for County Service Area 32 (unincorporated police services) and the County’s three Fire Protection Districts (Carpinteria/Summerland, Montecito, and Santa Barbara County Fire). This chapter does not include recommended determinations for the Isla Vista Community Services District or the eight Cities (Buellton, Carpinteria, Goleta, Guadalupe, Lompoc, Santa Barbara, Santa Maria, and Solvang). The current report addresses the fire protection, law enforcement, crime & safety and pre-hospital emergency medical services provided by these eight Cities and one multi-service district. It discusses, but does not update, the Spheres of Influence of these agencies. Sphere updates will be provided together with future reviews of all of the services provided by the Cities and multi-service districts. B. Summary of Recommendations Based on the recommended determinations in this chapter, the Executive Officer recommends that the Commission: 1. Affirm the currently adopted Spheres of Influence of the Carpinteria/Summerland and Montecito Fire Protection Districts as shown on Map (pages 39 & 40); 2. Amend the Spheres of Influence of the Santa Barbara County Fire Protection District to include four Santa Barbara Channel Islands not currently within the boundaries of a fire protection agency, as shown on the Map on page 41, and 3. Amend the Spheres of Influence of the Santa Barbara County Service Area 32 (unincorporated police services) to represent a “Zero” Sphere of Influence, as shown on the Map on page 42. C. Overview The Cortese-Knox-Hertzberg Act states that in determining the Sphere of Influence of each local agency, LAFCO shall consider and prepare a written statement of its determinations with respect to five areas8: 8 These determinations are contained in Government Code section 56425(e). LAFCO of Santa Barbara County 31 CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS 1. The Present and Planned Land Uses in the Area, including Agricultural and Open-Space Lands; 2. The Present and Probable Need for Public Facilities and Services in the Area; 3. The Present Capacity of Public Facilities and Adequacy of Public Services that the Agency Provides or is Authorized to Provide, 4. The Existence of Any Social or Economic Communities of Interest in the Area if the Commission determines that they are Relevant to the Agency; and 5. The present and probable need for those public facilities and services of any disadvantaged unincorporated communities within the existing Sphere of Influence. This chapter contains recommended Sphere of Influence determinations for the County’s three Fire Protection Districts and County Service Area 32 (unincorporated police services). Each of the five recommended determinations applies to all 13 agencies as a group. The Executive Officer has found the Spheres of Influence of two fire protection districts to be appropriate to meet the needs of district residents. This chapter, therefore, includes the Executive Officer’s recommendation to affirm the currently adopted Spheres of Influence, without change, for the following Fire Protection Districts: Carpinteria/Summerland and Montecito Fire Districts. The Executive Officer also outlines the need for, and proposes amendments to, the Spheres of Influence of the Santa Barbara County Fire Protection District (CFPD) and County Service Area 32 (unincorporated police services). These amendments would expand the Spheres of Influence of CFPD to include the four Channel Islands, which currently need fire protection and emergency medical services or which may need these services in the future. The District agrees with this recommendation. These Sphere expansions would be a step toward ensuring that the fire protection and emergency medical service needs of all County residents and property owners are met. If these amendments are adopted by LAFCO, a proposal by the District to annex all or a portion of the expanded Sphere is anticipated. Maps of the proposed Sphere of Influence amendments to the Santa Barbara County Fire Protection District are at the end of this chapter on page 41. County Service Area 32 (unincorporated police services) is recommended to have a “Zero” Sphere of Influence, which means the District should be dissolved in the future. The District is identified in the State Controller’s office as being inactive and as such qualifies for dissolution under the streamline provisions. The District has been inactive since 2011. LAFCO, in coordination with the County and the State Controller’s Office, should take the appropriate steps to dissolve the district pursuant to G.C. 56879. 32 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS D. Determinations 1. THE PRESENT AND PLANNED LAND USES IN THE AREA, INCLUDING AGRICULTURAL AND OPEN-SPACE LANDS Firefighters in Santa Barbara County face a variety of challenges due to a variety of land uses and topographies. The present and planned land uses of the County are guided by the General Plans of the County and the eight Cities within the County. As a moderately sized County in the State of California, Santa Barbara County covers more than 2,737 square miles and is comprised of diverse natural habitats and residential communities. The eight incorporated Cities comprise 68% of the County population and about 2% of the total land area. The Housing Elements for each of the jurisdictions are in compliance with State Housing and Community Development certification. The 6th Housing Element review cycle is estimated to start in early 2023. Four of these Cities are currently undergoing revision to their General Plans which includes, Buellton, Guadalupe, Santa Maria, and Solvang. Two of the Cities will be considering General Plan Updates over the next few years which includes, Carpinteria and Santa Barbara. The City of Goleta’s General Plan was adopted in 2006 with at least 21 amendments since adoption. The City of Lompoc adopted its General Plan in 2013. Many of the Cities are located within or surrounded by some of the richest agricultural regions in the world. These are located in the Santa Maria Valley, Santa Ynez Valley, Lompoc Valley, and Carpinteria Valley. These Cities include Guadalupe, Santa Maria, Buellton, Solvang, Lompoc, and Carpinteria. Three Cities are located in the South Coast Region: Goleta, Santa Barbara, and Carpinteria. In additional to the strong agricultural economies of the Santa Maria, Santa Ynez and Lompoc Valleys, the South Coast Region is a center of tourism along the Central Coast. The County as a whole is likely to see a steady rate of growth over the next 20 years. The Cities of Buellton, Carpinteria, Goleta, and Guadalupe, along with the Carpinteria/Summerland Fire, Montecito Fire, and County Fire Protection Districts have no Sphere of Influence beyond City boundaries. These communities have limited areas for future development and will be dependent on in-fill projects. • The City of Buellton anticipates growing at a 1.3% growth rate over the next 20 years. Close to 88% of the parcel acreage is under private ownership with 90% already developed. The undeveloped area consists of 50 vacant parcels that collectively total 113 acres. • The City of Carpinteria’s projected growth rate is about 0.7%. Close to 80% of the parcel acreage is under private ownership with 98% having already been developed. The undeveloped area consists of 65 vacant parcels that collectively total 53.6 acres with some areas not developable. LAFCO of Santa Barbara County 33 CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS • The City of Goleta’s projected growth managed based on the maintenance of service levels and quality of life within the City. Most of the City or 82% of the parcel acreage is under private ownership and most of which is developed. The undeveloped area consists of 110 vacant parcels that collectively total 112 acres. • The City of Guadalupe’s projected growth rate is about 1.2%. Close to 82% of the parcel acreage is under private ownership with 97% having already been developed. The undeveloped area consists of 66 vacant parcels that collectively total 121 acres. • The City of Lompoc’s projected growth rate is about 0.45%. Close to two- fifth or 40% of the parcel acreage is under private ownership with 87% already been developed. The undeveloped area consists of 187 vacant parcels that collectively total 464 acres. • The City of Santa Barbara’s projected growth rate is about 0.2%. Close to four- fifths or 78% of the parcel acreage is under private ownership with nearly all or 93% having already been developed. The undeveloped area consists of 626 vacant parcels that collectively total 947 acres. • The City of Santa Maria’s projected growth rate is anticipated to maintain the same trend, 90% of the Countywide growth over the next ten years. Close to four- fifths or 82% of the parcel acreage is under private ownership with approximately 98% having already been developed. The undeveloped area consists of 326 vacant parcels that collectively total 212 acres. • The City of Solvang’s projected growth rate is about 1%. Close to 92% of the parcel acreage is under private ownership with 85% having already been developed. The undeveloped area consists of 62 vacant parcels that collectively total 78 acres. • The County’s growth rate, covering the same period, estimates less than one percent growth in the surrounding unincorporated areas. For the three Fire Protection Districts; Carpinteria/Summerland Fire (CSFPD) growth rate will follow the City of Carpinteria at 0.7% and unincorporated County at less than one percent. Approximately 70% of the parcel acreage is under private ownership with 80% having already been developed. The undeveloped area consists of 265 vacant parcels that collectively total 908 acres. • Montecito Fire (MFPD) growth rate is projected under the County’s plans as one half of one percent of the permitted 1989 housing stock. Approximately 86% of the parcel acreage is under private ownership with 75% having already been developed. The undeveloped area consists of 422 vacant parcels that collectively total 2,063 acres. • The County Fire Protection District is countywide, it encompasses all land use designations, including all types of urban uses as well as large areas of hillside, open space, and agricultural uses. Land uses within this District boundaries are under the jurisdiction of the County and Cities, and policies for Urban Growth Boundaries apply. Close to three- fifths or 60% of the parcel acreage is under private ownership with 59% having already been developed. The undeveloped area consists of 369 vacant parcels that collectively total 1,549 acres. • County Service Area 32 is also a countywide District encompassed by all land use designations. 34 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS • The Isla Vista Community Services District’s long-term land use, development and growth, are provided under the County’s General Plan and vision within the Isla Vista Planning Area. In March 2016, the Board of Supervisors considered but did not approve the Isla Vista Master Plan (IVMP) update. The County’s growth rate is less than 1 percent within the surrounding unincorporated Isla Vista areas. Close to 92% of the parcel acreage is under private ownership with 69% having already been developed. The undeveloped area consists of 72 vacant parcels that collectively total 57.5 acres. The land use zoning within the proposed Study Areas of the County Fire Protection District Sphere of Influence is Agriculture and Open Space. The planned use for areas might include open space. The proposed SOI area compares favorably with the existing pattern of development and would promote the efficient provision of public services, encourage the preservation of open space and agricultural land and would further discourage urban sprawl in the area. The County’s General Plan policies enable the County to effectively manage the growth and development within this area. In general, Santa Barbara County’s fire protection and law enforcement agencies have adequate Spheres of Influence and boundaries. All residents living within Santa Barbara County are within the boundaries of a local agency providing fire protection, law enforcement, and EMS services. The Executive Officer recommends amendments to the Spheres of Influence of the County Fire Protection District (CFPD) that provide fire protection and emergency medical services. This recommendation would allow the CFPD to expand into adjacent properties that are not now within the boundaries of a fire protection agency. The Executive Officer also recommends the clean-up action in the future for the CSFD and MFPD. This recommendation indicates that the area may warrant revisions in the District’s Sphere in future years following a subsequent application. Designate a zero Sphere of Influence for County Service Area 32, signaling the determination that the entities should be dissolved. A map of the Santa Barbara County Fire Protection District boundaries and the proposed Sphere of Influence amendment is at the end of the chapter on page 41. This designation is consistent with local LAFCO policy which states that “The Commission will consider area-wide needs for governmental services and evaluate individual districts serving the area as they relate to the total system of the existing local government in the community and alternative arrangements9.” 9 Policies and Procedures Relating to Spheres of Influence and Changes of Organization and Reorganization, Section 7 Policy II. LAFCO of Santa Barbara County 35 CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS 2. THE PRESENT AND PROBABLE NEED FOR PUBLIC FACILITIES AND SERVICES IN THE AREA All local fire protection, law enforcement, and emergency medical service agencies plan to meet current and future needs through annual budgets and maintenance schedules. Some agencies have adopted detailed strategic plans that pinpoint future actions required to meet community needs. The need for adequate future funding, staffing, equipment and facilities is great where significant residential or commercial growth is anticipated. Much of the urban growth anticipated in Santa Barbara County in the coming decades will occur within City boundaries. As outlined in Chapters One and Three, the local agencies anticipating the most population growth are City of Santa Maria and the unincorporated portions of Santa Barbara County in the Orcutt area. These Chapters outline the MSR Determination for the present and probable need for services in each area. Even without growth, present needs are significant throughout the County. The probable need for public services will be greater when development occurs. It’s likely that urban levels of development will be proposed in the Sphere of Influence. The future preparation of Specific/Development Plans as areas are proposed for development and by conformance to LAFCO policies requiring a comprehensive Plan for Providing Services at the time of each future annexation proposal will address the needs. The Executive Officer recommends that LAFCO affirm the current Spheres of Influence for two Fire Protection Districts, Carpinteria/Summerland Fire and Montecito Fire, without change. Of these, only the South CFPD has a current Sphere of Influence beyond its District boundaries. This District is currently considering a request to annex lands within the Sphere of Influence. The Executive Officer also recommends adopting a “Zero” Sphere of Influence of the County Service Area 32. The Sphere of Influence expansions proposed for the Santa Barbara County Fire Protection District will not add significant firefighting demands on existing District services. This District plans annexation within the expanded Spheres in the coming years, and are adequately funded and staffed to meet anticipated future demands within these potential annexation areas. 3. THE PRESENT CAPACITY OF PUBLIC FACILITIES AND ADEQUACY OF PUBLIC SERVICES THAT THE AGENCY PROVIDES OR IS AUTHORIZED TO PROVIDE The present and probable need for public facilities and services varies for each local public agency providing fire protection, law enforcement, and emergency medical services. As outlined in Chapters One and Three, the level of service provided by each agency varies according to the service area’s needs and available revenues. The existence of mutual and automatic aid agreements allows neighboring agencies to assist each other in meeting regional needs. 36 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS The dual response from both a fire truck and an ambulance help to ensure adequate response to medical emergencies, which are the majority of calls forwarded to fire agencies through dispatch communications. As outlined in Chapter Three, each of the agencies have adequate revenues, equipment, and facilities albeit the station conditions run from poor to excellent. These agencies maintain fund balances that are available to meet unexpected demands, with the Cities of Guadalupe and Lompoc on the leaner range. The Cities of Goleta and Santa Barbara, and Santa Barbara County are either underway or will be soon on constructing a new station in their communities for these services. The two Fire Districts of CSFPD and MFPD are considering a new joint station. The Executive Officer proposes an expansion of the Spheres of Influence for the County Fire Protection District. The District has the financial and organizational resources needed to provide services to these areas. Since no changes to the Sphere of Influence are proposed for the CSFPD and MFPD, the current need for services will not change significantly. 4. THE EXISTENCE OF ANY SOCIAL OR ECONOMIC COMMUNITIES OF INTEREST IN THE AREA IF THE COMMISSION DETERMINES THAT THEY ARE RELEVANT TO THE AGENCY For purposes of this review, a relevant “community of interest” is any group or entity in an unincorporated or incorporated area that shares common social or economic interests with an area served by an agency and that could be potentially annexed to that agency or added to that agencies Sphere of Influence. The communities within the Carpinteria/Summerland Fire and Montecito Fire Districts have coterminous Sphere of Influence that appear appropriate for each District. The County Fire Protection District could include the four Channel Islands. The Sphere areas would rely on the nearest agency for customers and employees if commercial development occurs. Where residential development is proposed, the agency provides places for shopping and services for the people living in those areas. Areas to recreate, schools, places of worship and cultural events would also be available to the areas in the Sphere of Influence that include development. The agency may also gain sales and property taxes advantages when these areas are annexed. The area residents also have an economic interest in the services provided as the agencies are funded through a portion of the one-percent property tax. County Service Area 32 (unincorporated police services) provides funding mechanism for services throughout the County, and serves all County residents, as its boundaries are the same as those of Santa Barbara County minus the incorporated Cities. LAFCO of Santa Barbara County 37 CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS 5. THE PRESENT AND PROBABLE NEED FOR THOSE PUBLIC FACILITIES AND SERVICES OF ANY DISADVANTAGED UNINCORPORATED COMMUNITIES WITHIN THE EXISTING SPHERE OF INFLUENCE Based on the criteria set forth by SB 244, staff’s analysis indicates that the communities of Casmalia, Cuyama, New Cuyama, Sisquoc, Garey, Devon, Mission Hills, and Isla Vista were identified as qualifying as disadvantaged communities. The boundaries of the County Fire Protection District service area and Sphere of Influence cover a large portion of the County, including any disadvantaged unincorporated communities identified. As outlined in Chapters One and Three, the local agencies that qualify for disadvantaged are discussed in greater detail. 38 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS LAFCO of Santa Barbara County 39 CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS 40 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS LAFCO of Santa Barbara County 41 CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS 42 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: AGENCY PROFILES This chapter contains a review of each of the thirteen agencies within Santa Barbara County that provide fire protection, law enforcement, safety and crime, and pre-hospital emergency medical services. These Agencies are: A. Carpinteria/Summerland Fire Protection District; B. Montecito Fire Protection District; C. Santa Barbara County Fire Protection District; D. County Service Area 32 (unincorporated police services); E. Isla Vista Community Services District; F. City of Buellton; G. City of Carpinteria; H. City of Goleta; I. City of Guadalupe; J. City of Lompoc; K. City of Santa Barbara; L. City of Santa Maria; and M. City of Solvang, Each agency profile contains a summary, background information, and data on operations and boundaries. Most profiles include tables and charts outlining formation/incorporation and duties, revenues, attributes, types of service, stations, apparatus, and calls for service. A map of the agency Sphere of Influence and boundaries is included within each agency’s profile. LAFCO of Santa Barbara County 43 437 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 44 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE A. Carpinteria/Summerland Fire Protection District Administrative Office: 1140 Eugenia Place, Suite A, Carpinteria, CA 93013 Phone: 805/684-4591 Fax: 805/684-8442 Email: g.fish@csfd.net Website: www.carpfire.com Fire Chief: Greg Fish SUMMARY The Carpinteria/Summerland Fire Protection District provides fire protection, suppression, emergency medical services, and advanced life support, urban search and rescue, water rescue, building permits and inspections and disaster and multi–Hazard Planning to approximately 18,035 people throughout forty square miles in southern Santa Barbara County that extends from the Ventura County boundary on the east to the Montecito Fire Protection District on the west. The district extends for three miles into the Pacific Ocean and from the coastline goes north to encompass the entire coastal plain and much of the Los Padres National Forest. The City of Carpinteria is included within the district. The district provides support and assists the City of Carpinteria and the County of Santa Barbara with Community Emergency Response Team Training. The district’s boundary is the same as its Sphere of Influence and there are no proposals for expansion. The district receives financial support at a rate of approximately $645 per resident and maintains a fund balance to meet future needs. The district has financial procedures in place to ensure the preparation of timely agency audits. The district has an ISO Public Protection Classification of 4 within five road miles of a fire station where there is a credible water source for fighting fires. BACKGROUND The Carpinteria/Summerland Fire Protection District was formed in 1934. It was formed as a sub-unit of the School District. Its geographic boundaries were that of the school district. The City of Carpinteria did not exist until 1968. The district provides fire suppression services from two fire stations, one in Carpinteria and the other in Summerland. The district completed an RFP process and Study for a third station to identify a mutually beneficial fire station location with Montecito Fire District. The Carpinteria/Summerland FPD overlaps the Carpinteria Sanitary District, Carpinteria Valley Water District, City of Carpinteria, County Service Areas 11 (Parks) and 32 (Law Enforcement), Montecito Water District, Santa Barbara Mosquito and Vector Control District and Summerland Sanitary District. LAFCO of Santa Barbara County 45 CHAPTER THREE: A. CARPINTERIA/SUMMERLAND FIRE PROTECTION DISTRICT 46 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: A. CARPINTERIA/SUMMERLAND FIRE PROTECTION DISTRICT The district estimated it serves a population of 14,500 people, with 13,335 living within City of Carpinteria. The district anticipates a growth rate of approximately 0.7 percent a year within its boundaries in the coming years. In 2020, it was estimated that the district serves 7,787 parcels, 3,588 in City of Carpinteria, and 300 in Summerland. OPERATIONS Carpinteria/Summerland’s firefighting force is composed of 33 uniformed fire fighters, including a Chief, Battalion Chief, Division Chief, with three shift chiefs, and six captains. All District firefighters are trained as emergency medical technicians including both ocean (surf) and swift water rescue. Most of the District’s general revenues come from ad valorem taxes on real estate and unsecured property. The district also receives revenue through inspections and fire mitigation fees for new construction. The district has created specific reserves to replace needed equipment and buildings. On June, 2020, these two funds are estimated to contain $674,478 and $296,812, respectively. The district currently maintains an ISO Public Protection Classification of 4, for properties within five road miles of a station where there is a credible source of water. Carpinteria/Summerland FPD shares Fire Chief with City of Carpinteria. The district participates in mutual aid throughout the State and maintains automatic aid agreements with the County Fire and Montecito Fire Protection Districts. The district works closely with the City of Carpinteria and the County on emergency and disaster mitigation, preparedness, response and recovery. District personnel participate in local Community Emergency Response Team (CERT). Operations personnel are scheduled using a three‐platoon structure, with each shift overseen by a Battalion Chief. Each apparatus has a Captain assigned as the company officer, along with an Engineer and at least one Firefighter. Some officers and Firefighters are also certified as Paramedics. Firefighters and officers in emergency operations work a 48‐hour on/96‐hour off shift schedule. The district conducted a fire station location study, with partnership with Montecito Fire. The analyses found a potential location for a shared facility. The evaluation also determined that constructing a shared facility could enable the relocation of a current fire station. The combination of a new station and a relocated station would have positive impacts on both fire districts. District Management is currently working with the County of Santa Barbara and the Montecito Fire District to potentially develop a new station. This station is being considered in the Ortega Ridge Road area in Carpinteria. LAFCO of Santa Barbara County 47 CHAPTER THREE: A. CARPINTERIA/SUMMERLAND FIRE PROTECTION DISTRICT The District Board of Directors is composed of five Members who are elected at-large to four- year terms. The Board meets the first Wednesday of every month at Carpinteria City Hall located at 5775 Carpinteria Avenue at 5:30 pm. The district maintains a website which includes a list of members of the Board of Directors, agendas of upcoming meetings, and minutes of past meetings. OPPORTUNITIES & CHALLENGES The Carpinteria/Summerland and Montecito fire districts currently operate under a borderless response arrangement in order to provide the closest, most appropriate resources regardless of jurisdictional boundaries. This arrangement creates shorter response times and optimizes coverage. In February 2021, Carpinteria/Summerland and Montecito fire districts had AP Triton Consulting conduct a Fire Station Location Study – Community Risk Assessment. An overview of community risk was provided to identify the risks and challenges faced by the fire districts. The analyses completed during this study revealed many important findings. Carpinteria‐Summerland FPD Findings: • CSFPD has experienced annual property tax growth of approximately 5.5% for the past five years. • CSFPD has established a Capital Project Fund and a Capital Replacement Fund. • CSFPD is making pension payments required under the Santa Barbara County Employees’ Retirement System. • The overall population is decreasing in the district. • Emergency traffic signal pre-emption is not available. • Hydrants are only inspected by Carpinteria Valley Water District on an infrequent basis and received 2.6 credits out of 7 credits from ISO. • CSFPD total response workload over the eight years was relatively unchanged until 2016, when an increase of 16.6% was experienced. • The greatest service demand is the area around Fire Station 61 in the City of Carpinteria. • Turnout times for all incident types exceed standards; however, they have improved since 2017. • Several portions of the CSFPD are beyond four travel minutes of a fire station. • Travel time for all incidents during 2019 was within six minutes, 32 seconds, 90% of the time. • Overall (all call types considered), received‐to‐arrival time was within eight minutes, 21 seconds, 90% of the time during 2019. • The second unit arrived on the scene of a structure fire within 1 minute, 59 seconds, 90% the time after the first unit's arrival (53 seconds on average). • The CSFPD stated Full Emergency Response Force (ERF) goal is not being met due to location and lack of resources. 48 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: A. CARPINTERIA/SUMMERLAND FIRE PROTECTION DISTRICT CSFPD Fire Station Findings: Station 61 • The fire station does not meet the California Health and Safety Code (CHSC Chapter 2, Sections 1600‐1622) for seismic standards for critical infrastructure (fire station). • The fire station's flooring has numerous carpeted areas, and the fire crews do not practice footwear exchange processes. This type of flooring is conducive to retaining debris and biological matter brought back from incidents. • The vehicle exhaust system was not connected to the first out engine exhaust pipe. • The walls and ceiling of the apparatus bays have vehicle exhaust residue. • Firefighter protective turnout equipment is stored in the apparatus bay. Station 62 • The fire station is very old and does not meet the California Health and Safety Code (CHSC Chapter 2, Sections 1600‐1622) for seismic standards for critical infrastructure (fire station). The sleeping area is the old‐style dorm room where all personnel sleep in the same room. The station is located next to Interstate 101 and is increasingly close to the new widening project's exit ramp. A sound wall has been constructed right behind the station, but there will be increased noise, vehicle exhaust, and particulates, as well as the increased risk factor for errant vehicles leaving the freeway and entering the station. The station's proximity to the new freeway alignment increases the risk of firefighters' health and safety. • The fire station's flooring has numerous carpeted areas, and the fire crews do not practice footwear exchange processes. This type of flooring is conducive to retaining debris and biological matter brought back from incidents. • The vehicle exhaust system was not connected to the first out engine exhaust pipe. • The walls and ceiling of the apparatus bays have vehicle exhaust residue. • Firefighter protective turnout equipment is stored in the apparatus bay. Findings Impacting both Fire Districts: • The wildland‐urban interface mitigation efforts in both districts are very proactive towards reducing risks. • Neither district possesses or staffs a ladder truck, although both indicate one is required for first alarms. • SBSO was unable to provide call‐transfer times from the PSAP to the Montecito Dispatch center. • Overall, 2019 performance by the Montecito secondary PSAP's performance from the time they receive the call from SBSO response units is notified was within 1 minute, 1 second, 90% of the time. LAFCO of Santa Barbara County encourages the District and the Montecito Fire Protection District to consider options for sharing a third fire station and other services. Generally, both districts rely on automatic aid to provide the minimum number of personnel needed for effective incident operations beyond a low‐risk response. The fire districts operations under the boundary drop service are operational decisions and not subject to government code Section 56134 regarding fire protection service contracts or agreements outside a public agency’s jurisdictional boundaries. LAFCO of Santa Barbara County 49 CHAPTER THREE: A. CARPINTERIA/SUMMERLAND FIRE PROTECTION DISTRICT Governance Structure Options The border drop between the two Districts have increased fire services for the area residents. The option of including CFPD under the borderless agreement or consolidation/combining of the districts could be another option to provide services for the South Coast region. LAFCO staff sees value in local agencies collaborating and exploring opportunities to improve delivery of municipal services. It is still unknown whether it is feasible for the County or another local service provider to assume responsibilities within this area. Therefore, LAFCO staff recommends that the district continue to discuss possible partnerships with the County and other neighboring agencies. If an agreement is made, in which all affected parties agree in the transfer of responsibilities, a change of organization may be considered at that point. Regional Collaboration The Santa Barbara Sheriff’s Office is the primary 9‐1‐1 call answer point for the Carpinteria/Summerland Fire Protection District. It answers the 9‐1‐1 call, queries the caller to determine nature and location, and then transfers the information to the secondary public safety answer point (PSAP) at South Coast Dispatch, which dispatches CSFPD units. All 9‐1‐1 calls are received by the Santa Barbara County 9‐1‐1 Public Safety Center (SBCPSC) and transferred to dispatch for either fire district. All county telecommunicators provide Emergency Medical Dispatch for EMS responses before transferring to South Coast Dispatch. If the South Coast Dispatch location is unable to operate, SBCPSC provides backup services in the event of a failure. The South Coast Public Safety Dispatch Center has provided this service since August 1, 2010. There is a plan to move to a regional public safety communication center in approximately three years. The plan was approved by the Santa Barbara County Board of Supervisors on October 19, 2019. The new regional center will provide dispatch services for all fire agencies in Santa Barbara County and will include an ambulance and EMS resources component. The County will be the primary organization for construction and developing governance on how the multiagency center will operate. The district provides mutual aid within District boundaries for fighting wildfires that are the responsibility of Federal or State firefighters. Mutual aid is also provided outside District boundaries when the district’s assistance is requested. While mutual aid reimbursements are received by all fire protection districts and departments, they are particularly important to finances because of its limited funding sources. 50 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: A. CARPINTERIA/SUMMERLAND FIRE PROTECTION DISTRICT SPHERE OF INFLUENCE & BOUNDARIES The Sphere of Influence for the Carpinteria/Summerland Fire Protection District’s boundaries are coterminous with fire district service area. The district currently has no Sphere of Influence beyond the boundary it serves. A map of the District’s Sphere of Influence and boundaries can be seen at the beginning of this profile. While no significant changes are anticipated to District boundaries within Santa Barbara County, conversations and prior recommendations were given to direct staff to work with the district to consider a Sphere of Influence expansion and boundary adjustment with the Ventura County Fire Protection District to include the entire Rincon Point area within the district. While Santa Barbara County is the “Principal County” for the consideration of Sphere of Influence amendments, or changes of organization and reorganization, LAFCO of Santa Barbara County would likely seek direction from the LAFCO in Ventura County for proposals regarding Rincon Point. Sphere of Influence Study Areas For study purposes, LAFCO staff has prepared the following table and map that included five parcels to be considered as the Study Areas for the Sphere of Influence. The Study Areas are used to help analyze and identify which properties should be added or excluded from the Sphere of Influence. A summary of the Study Areas is listed in the table below: Table A-1: Carpinteria/Summerland Fire Study Areas Study Description Acres Existing Prime Constraints Area Zoning AG Land 005-491-002 0.79 1 Single-Family Residential No Unknown 005-491-006 0.95 Res-1.0 005-491-007 1.02 005-491-008 0.66 005-030-021 2.44 Totals 6.04 The Study Areas are described in more detail below and include: a map that focuses on the particular area and the recommendation made by LAFCO Staff. The discussion addresses the size and location of the area, current zoning and other relevant information. The staff recommendation for each area is based upon the information in Municipal Service Review, information provided by the District. These five parcels are within both the Carpinteria/Summerland and Montecito Fire Districts service area and Sphere of Influence. All LAFCO of Santa Barbara County 51 CHAPTER THREE: A. CARPINTERIA/SUMMERLAND FIRE PROTECTION DISTRICT parcels are within the majority of the Montecito Fire boundary and within Tax Rate Area 059017. SOI Study Area #1 – APN 005-491-002, 006, 007, and 008 & 005-030-021 (Located in SB County; Within SOI). These five parcels total 6.04 acres located south of East Valley Road (Hwy 192) to Freehaven Drive at the end of Macadamia Lane. A total of 6 parcels overlaps between the Montecito Fire and Carpinteria/Summerland Fire Districts which are developed residential lots. The two fire districts have dropped boundaries and the nearest available engine arrives when needed. Parcel 005-491-005 is split by the two fire districts with the majority of the area within the CSFPD and having the secured property tax allocation being applied to Carpinteria/Summerland Fire District. Parcel 005-030-021 is also split by the two fire districts with the majority of the area within the MFPD and having the secured property tax allocation being applied to Montecito Fire District. The boundary overlap would require a clean-up action to have the boundary follow lines of assessment. Detachment/ SOI APNs 005-491-002, 005-491-006, 005-491-007, Figure A-1 005-491-008, & SOI Study Area #1 005-030-021 Study Area Existing SOI 1 District Line 6.04 acres Residential LAFCO Staff Recommendation. The SOI and eventual detachment should be cleaned up at some point in Study Area One. Staff recommendation is maintaining the existing Sphere of Influence and note the clean-up actions necessary at some point in the future. Because both fire district have dropped the boundary to respond to calls, the need to adjust this boundary is not urgent. The proper property tax is already being allocated for the correct agency. 52 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: A. CARPINTERIA/SUMMERLAND FIRE PROTECTION DISTRICT BOUNDARIES Jurisdictional Boundary Carpinteria/Summerland-Fire Carpinteria/Summerland FPD’s existing boundary spans jurisdictional boundary spans 40 square miles with 95% being approximately 40 square miles in size and covers 23,991 acres unincorporated and under the land (parcels and excluding public rights-of-ways) of contiguous use authority of the County of Santa Barbara. The remainder of the areas with slightly less than five-one hundreds in City of jurisdictional boundary lies within Carpinteria. Nearly 95% of the jurisdictional service boundary is the City of Carpinteria. unincorporated and under the land use authority of the County of Santa Barbara. The remaining portion of jurisdictional service lands approximately 5% of the total is incorporated and under the land use authority of the City of Carpinteria. Overall, there are 11,612 registered voters within the jurisdictional boundary. Carpinteria/Summerland Fire | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters City of Carpinteria 1,192 5.0% 5,105 8,966 Summerland 365 1.5% 300 1,329 Other unincorporated 22434 93.5% 2,382 1,317 Totals 23,991 100.0% 7,787 11,612 Carpinteria/Summerland Fire | Boundary Breakdown By Land Use Authority Total % of Total Total Number of Land Use Authority Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters County of Santa Barbara 22,799 95.0% 2,682 2,646 City of Carpinteria 1,192 5.0% 5,105 8,966 Totals 23,991 100.0% 7,787 11,612 Total assessed value (land and structure) is set at $7.0 billion as of April, 2021, and translates to a per acre value ratio of $292,229. The former amount further represents a per capita value of $388,737 based on the estimated service population of 18,035. Carpinteria/Summerland Fire District receives 10 million dollars in annual property tax revenue generated within its jurisdictional boundary. The jurisdictional boundary is currently divided into 7,787 legal Close to three-fourths of the parcels and spans 23,991 acres the remaining jurisdictional acreage jurisdictional boundary is under consists of public right-of-ways. Approximately 70% of the parcel private ownership, and of this amount approximately one-half acreage is under private ownership with 80% having already been has been developed. developed and/or improved to date, albeit not necessarily at the highest density as allowed under zoning. The remainder of private acreage is entirely undeveloped and consists of 265 vacant parcels that collectively total 908 acres. LAFCO of Santa Barbara County 53 CHAPTER THREE: A. CARPINTERIA/SUMMERLAND FIRE PROTECTION DISTRICT Carpinteria/Summerland Fire Protection District Formation, Revenues, Attributes, Types of Service, and Resources District Formation and Duties Formation Date 1934 Fire Protection District Law of 1987, Health & Safety Code, Legal Authority section 13800 et seq. Five Directors elected to four-year terms through at-large elections. If the number of candidates equals the number of Board of Directors eligible seats, or if there are no candidates, the Board of Supervisors shall make these appointments pursuant to Elections Code section 10515. Agency Duties Fire protection, suppression, emergency medical services, and advanced life support, urban search and rescue, water rescue, building permits and inspections and disaster and multi–Hazard Planning POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2010 population of Carpinteria to be 13,029. Santa Barbara County Association of Governments prepared a Regional Growth Forecast for 2050 in 2019. That report used a conservative trend-base allocation methodology estimating the City of Carpinteria population as 13,900 by 2020 and Carpinteria unincorporated areas estimated at 4,700. Summerland’s population is estimated at 1,505 persons. Between 2010 and 2020, the population of Carpinteria/Summerland area increased by 317 people (1.7 percent or less than 1 percent per year). However, since 2000, the City’s estimated population has decreased by 549 persons. In contrast, the County’s population increased by 11.6 percent between 2000 and 2020. Overall, City of Carpinteria represents about 3 percent of the County’s population. Demographics for the City are based on an age characteristics report prepared by SBCAG in 2017. Because CSFPD largest portion of population comes from the City, these statistics are cited herein, which identified the largest age group represented in Carpinteria as 35 to 54 group at 28 percent. Approximately 27 percent of the population was in the 65 or older years age group and 20 percent in the 20 to 34 years range. Approximately 25 percent of the residents were under the age of 19. According to the 2010 U.S. Census, approximately 71.7 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic group in Carpinteria, comprised 48.7 percent of the total population. 54 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: A. CARPINTERIA/SUMMERLAND FIRE PROTECTION DISTRICT Projected Growth and Development The City of Carpinteria General Plan serves as the City’s vision for long-term land use, development and growth, and provides the City’s vision within its Planning Area. The City’s General Plan was adopted in 2003, although the Housing Element is updated every 8 years in accordance with state regulations and spans the 2015-2023 planning period. The City is currently underway with a General Plan/LCP update with the intent to complete it over the next 2-years. The current City of Carpinteria Housing Element (2015-2023) identifies an estimated growth rate of 0.7 percent within the City. The County’s Housing Element, covering the same period estimates less than one percent growth in the surrounding unincorporated Summerland areas, which faces several constraints. The County’s General Plan covers the Summerland and surrounding hills side areas. The following population projections within the City are based on the Department of Finance Table E4 estimate and SBCAG regional forecast. Table A-2. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Carpinteria/Summerland District 17,733 18,246 18,035 19,200 19,300 City of Carpinteria 13,044 13,557 13,335 14,500 14,600 County 423,895 441,963 451,840 501,500 513,300 * Assumes trend-based land use capacity within the City. SBCAG regional forecast model. ** DOF Table E4 projections. Disadvantaged Unincorporated Communities Senate Bill (SB) 244 of 2011 requires LAFCO to identify and consider disadvantaged unincorporated communities (DUCs) when preparing MSRs and Sphere updates for Cities and Special Districts that provide sewer, water, or structural fire protection services. A DUC is defined by the Water Code as one in which the median annual household income (MHI) is 80 percent of the statewide average. Incorporated communities are also defined as disadvantaged when the MHI falls below 80 percent. In 2020, the statewide MHI was $80,440, 80 percent of that is $64,352. The MHI for Carpinteria Valley was $76,521 in 2020, which does not qualify the community as a disadvantaged community. In addition, review of the State DAC Mapping Tool and CalEnviroScreen 4.0 was used to verify disadvantaged status with other applications of the definition. CalEnviroScreen is a screening tool used to help identify communities disproportionately burdened by multiple sources of pollution and with population characteristics that make them more sensitive to pollution. The County prepared an update to its Integrated Regional Water Management Plan in 2019. This was in part for the purposes of grants for the Central Coast Funding Area for which disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. In all cases, the Carpinteria/Summerland Fire Protection District’s Sphere of Influence does not qualify LAFCO of Santa Barbara County 55 CHAPTER THREE: A. CARPINTERIA/SUMMERLAND FIRE PROTECTION DISTRICT under the definition of disadvantaged community for the present and probable need for public facilities and services nor are the areas contiguous to the Sphere of Influence qualify as a disadvantaged community. SERVICES Overview Carpinteria/Summerland Fire Protection District (CSFPD) provides fire suppression (structural, vehicle, and vegetation fires) and prevention, Basic Life Support (BLS) for medical emergencies, rescue, hazardous materials response, fire inspection, education, and burning permit services. The District is staffed by 35 full-time staff. The Carpinteria/Summerland and Montecito fire districts currently operate under a borderless response arrangement in order to provide the closest, most appropriate resources regardless of jurisdictional boundaries. Together, CSFPD and MFPD maintain a minimum daily staffing of 16 operations personnel (firefighters, company officers, etc.). When including a shift Battalion Chief from each District, the total minimum assigned to emergency operations is 18 personnel per day. The District’s primary prevention strategy is the weed abatement and chipping program which is aimed at minimizing brush fires. Each year personnel inspect parcels within District boundaries and notify property owners of the need to rid the property of noxious weeds. In addition, the District offers fire prevention and safety instruction in local schools and a hazardous materials awareness program and participates in a task force with various County departments which addresses blighted, neglected and hazardous properties. The CSFPD Chief acts as staff to the Board of Directors as well as Fire Chief and Department Head in the City of Carpinteria. Initial fire safety inspections are completed on all new commercial facilities, and random inspections are performed thereafter. Significant high-risk hazards within the Carpinteria-Summerland Fire Protection District include: • Highway 101 secondary transportation corridor for transportation between Northern and Southern California; • Union Pacific Rail lines which dissect the Fire District; • Significant earthquake and tsunami induction zones; • Veneco Oil Company the on-shore processing of natural gas; • Numerous commercial nurseries with pesticide/herbicides and insecticides; • 800 structures within the Wildland Urban Interface high fire hazard areas. 56 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: A. CARPINTERIA/SUMMERLAND FIRE PROTECTION DISTRICT Carpinteria/Summerland Fire Protection District Formation, Revenues, Attributes, Types of Service, and Resources Attributes District area (est. square miles): City of Carpinteria 2.6 Entire District 40.0 Population (2020 estimated): City of Carpinteria 13,335 Entire District 18,035 Assessed Valuation (FY 21-22: District portion) $7,010,874,700 Number of stations 2 Dispatch South Coast Public Safety Dispatch Center ISO Public Protection Classification: Within 5 miles of a Station and with a Credible Source of 4 Water Without a Credible Source of Water 4X Regular Financial Audits Annual Annual Revenue Per Capita, Entire District (FY 19-20) $645 Average Portion of County 1% Property Tax Received 14¢/$1 Ending Total Fund Balance (June 2020) $8,515,770 Change in Total Fund Balance (from June 2015 to June 2020) 51% Total Fund Balance/Annual Revenue Total (FY 19-20) 73% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing 2020 DOF Data; Assessed Valuation and Portion of County Property Tax Received are from County of Santa Barbara Auditor- Controller’s Office; Fund Balance Information from District Audit; Other information from District. Types of Services Fire X Technical Rescue X Basic Life Support (EMT) X Advanced Life Support (Paramedic) X Ambulance - LAFCO of Santa Barbara County 57 CHAPTER THREE: A. CARPINTERIA/SUMMERLAND FIRE PROTECTION DISTRICT Carpinteria/Summerland Fire Protection District Formation, Revenues, Attributes, Types of Service, and Resources Stations Address Acquired/Built Condition Size 911 Walnut Ave, Carpinteria 1961 Fair 7,530 sqft 2375 Lillie Ave, Summerland 1925 Poor 2,760 sqft 1140 Eugenia Place, Carpinteria 1982 Good 1,850 sqft Administration Building According to the 2021 AP Triton Study as of 2020, Station 61 is 59 years of age, while Station 62 is 95 years old. Neither fire station meets the seismic standards of the California Health & Safety Code (CHSC Chapter 2, Sections 1600–1622). Combined, the two fire stations are capable of up‐ staffing 28 personnel in an emergency situation and a total of six apparatus bays. The building is adjacent to Interstate 101, which is currently being widened. The structure shows excessive cracks in the floors and walls. The facility is located over a fault system. The 101‐freeway widening project will include a new sound‐wall constructed along the back of the fire station. The fire station apparatus bay is designed for early 1900‐style fire vehicles, causing the ceiling and bay door entry to be low, resulting in the fire district to design and purchase low‐profile fire engines that limit the use of the vehicle in other areas of the District. On the exterior, the station has additional covered space for a reserve fire engine. The site does not have employee parking and relies on surface street parking for on‐duty personnel. Vehicle storage areas are at a maximum, with vehicles being stored outside and with no room for additional response vehicles. The vehicle exhaust system is new to the station, while the firefighter turnout gear is stored in the apparatus area. The apparatus bay walls did show vehicle exhaust stain. The fire station's sleeping quarters are configured in a dormitory‐style, where all of the on‐duty personnel sleep in the same open space. There is one bathroom/shower area, and the station does not have such facilities for women. The District has attempted to update the station when able, but the building has reached its maximum life expectancy. Fire Station 62 is no longer conducive to providing a safe and healthy or efficient and effective facility and lacks the necessary features to accommodate a diverse workforce. 58 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: A. CARPINTERIA/SUMMERLAND FIRE PROTECTION DISTRICT Apparatus Two Type I Engines Engines Two Type III Engines One Type VI Engine 4x4 Ford F‐250 Rescue Utility 4x4 Ford F-150 Water rescue truck 4x4 Chevrolet Silverado 4x4 Chevrolet Silverado Utility Polaris 4x4 UTV Yamaha Wave runner watercraft Chevrolet Tahoe Chief vehicle Command Two 4x4 Ford F-250 4x4 Ford F-150 Chevrolet Tahoe Staff/support Ford Interceptor Ford Explorer; Chevrolet Tahoe; Ford Explorer The District operates two Type 1 structural engines (staffed daily), two Type 3 engines, and one Type 6 wildland engine. Squad 61 is staffed daily. CSFPD has two frontline structural engines that are four and seven years of age, with both rated to be in “Excellent” condition. The District also maintains a 2009 Type 1 engine, a 2006 water rescue pickup truck, and a 2007 Yamaha Wave runner FX (for water rescues). Total Staffing Personnel Per 1,000 population Full time fire suppression 33 1.8 Temporary fire suppression 0 0 Volunteer/Paid call Firefighters 0 0 Non-safety regular 2 0.1 Carpinteria/Summerland FPD has a total of 35 permanent employees. Positions include those of Fire Chief, Battalion Chief, Captain, Engineer, Firefighter/Paramedic, Firefighter, Fire Marshal, Wildland Specialist, Fire Prevention Officer, Executive Assistant and Administrative Assistant. (“FTEs”). LAFCO of Santa Barbara County 59 CHAPTER THREE: A. CARPINTERIA/SUMMERLAND FIRE PROTECTION DISTRICT Staffing Experience/Tenure (average) Years in Industry Year w/ District Fire Chief (1) 33+ 3 Battalion Chiefs (3) 30 12.6 Captains (7) 18 14.5 Firefighters/Engineer (21) 10 5.3 Non-safety regular (2) 8 8.5 The Carpinteria/Summerland Fire Department protects the unincorporated areas of Summerland and City of Carpinteria which utilizes its own station, apparatus, and staffing. The Carpinteria/Summerland and Montecito fire districts currently operate under a borderless response arrangement in order to provide the closest, most appropriate resources regardless of jurisdictional boundaries. Carpinteria/Summerland Fire Protection District Formation, Revenues, Attributes, Types of Service, and Resources Total Calls for Service -Carpinteria/SummerlandFPD 2200 2100 2000 s lla C 1900 la t o T 1800 1700 1600 CY 2015 CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 Stations 61 & 62 Source: CSFP Data. Note: Information is for the entire District. Also, this table tabulates calls referred to the District for primary response. Additional calls are referred, and responded to, for mutual and automatic aid. 60 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: A. CARPINTERIA/SUMMERLAND FIRE PROTECTION DISTRICT Calls for Service -Carpinteria/Summerland FPD CY -2020 1200 54.7% 1000 800 26.2% 600 400 200 6.7% 5.8% 2.3% 0% 2.3% 0.9% 1.2% 0% 0 Calls Source: CSFP Data. Note: Information is for the entire District. FINANCES The District prepares an annual budget and financial statement, which includes details for each of its government and capital project and replacement funds. The District maintains a separate capital fund for replacement needs, meaning that charges for services are intended to pay for the costs of providing such services. District Revenues 2018-2019 2019-2020 Amount % of Total Amount % of Total Property tax $9,480,983 58.8% $9,998,971 85.9% Licenses, permits, and fees $64,682 0.4% $91,432 0.8% Investment income $219,545 1.4% $104,151 0.9% Rental income $16,500 0.1% $18,000 0.2% $5,934,328 36.8% $509,250 4.3% Aid from Other Government Agencies Charges for services $326,180 2.0% $281,095 2.4% Miscellaneous $88,248 0.5% $639,033 5.5% Revenue total $16,130,466 100.0% $11,641,932 100.0% Source: Carpinteria/Summerland FPD, Financial Statements and Supplementary Information, June 30, 2019 and 2020, Statement of Revenues, Expenditures and Changes in Fund Balances – All Government Fund types. LAFCO of Santa Barbara County 61 CHAPTER THREE: A. CARPINTERIA/SUMMERLAND FIRE PROTECTION DISTRICT Fiscal Indicators Select fiscal indicators are shown graphically below. Over the past three fiscal years, the District’s expenditures have increased in comparison to its revenues. The increase in expenditures was primarily due to the Thomas Fire. The District’s reserve balances have sufficient funds to absorb relatively small revenue imbalances. The line graph below shows the current financial trend in millions. These indicators provide a measurement of the agency’s financial condition over time. CARPINTERIA/SUMMERLAND FIRE Fiscal Trends-Carpinteria/SummerlandFPD 18 16 14 12sn o 10 illiM 8 n i tn 6u o m 4A 2 0 2017-18 2018-19 2019-20 Revenue Expenditure Reserve Property Tax This indicator is important for fire and related services as they 10 are heavily reliant upon property tax revenues. As this revenue source is relatively stable and lags about two years behind 9.5 sn o illiM c d h ep an ic g t e t s h i e n s m ta a b r i k li e t t y c o o f n a d n i t a io ge n n s, c t y h 's i s r e in v d en ic u a e t o b r a c se a . n potentially n 9i tn u o m 8.5A 8 7.5 2015-16 2016-17 2017-18 2018-19 2019-20 A Service Obligation ratio of one or more indicates if Service Obligation revenues were sufficient to pay for operations. It is calculated by operating revenues divided by operating expenditures. 1.3 Fiscal Operating Operating 1.2 Year Revenues Expenditures Ratio 2015 $ 8,791,177 $ 8,325,117 1.0 1.1 2016 $ 9,288,355 $ 8,982,338 1.0 2017 $ 9,688,993 $ 9,546,232 1.0 1 2018 $ 11,351,621 $ 9,628,653 1.2 0.9 2019 $ 16,130,466 $ 16,114,095 1.0 2015 2016 2017 2018 2019 2020 2020 $ 12,159,188 $ 10,619,711 1.1 62 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTE R THREE: A. CARPINTERIA/SUMMERLAND FIRE PROTECTION DISTRICT Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2017 2018 2019 2020 Trend Funded ratio (plan assets as a % of plan liabilities) 74% 73% 75% 75% Net liability, pension (plan liabilities - plan assets) $ 6,617,331 $ 7,595,683 $ 7,510,128 $ 8,100,834 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of 0% 2019 year of OPEB reporting plan liabilities) Net liability, OPEB $ 2,849,019 (plan liabilities - plan assets) The net liability amounts are essentially unfunded liabilities of the agency. The figure below shows if the agency has enough assets (other than capital) to cover the liabilities. A declining trend indicates liabilities continuing to exceed agency assets. Coverage of Net Post-Employment Liabilities 20 1.5 )la tip 1 1 5 0 5 0 1 .5 a c n a h t re h to ( ste ssA y se itilib a iL te N % a sa 0 0 cn e g 2015 2016 2017 2018 2019 2020 A 2015 2016 2017 2018 2019 2020 Agency Assets (other than capital) $4,805,721 $5,571,131 $5,177,234 $6,839,207 $12,735,813 $TBD Net Liabilities (pension & OPEB) $8,619,929 $10,208,487 $11,249,651 $14,462,671 $14,108,018 $TBD Pension Obligations and Payments The District is part of the Santa Barbara County Employees’ Retirement System. General employees and firefighters are members of General Plan 5A and Safety Plan 4A, respectively. The District maintains sufficient liquidity to ensure its ability to meet short-term obligations, while also providing for long-term needs of the District. The District is projecting relatively significant pension cost increases over the next several years, including a roughly 8% cost increase projected for FY 2019-20, exclusive of any accelerated pension funding the District may opt to make through a budget amendment. LAFCO of Santa Barbara County 63 CHAPTER THREE: A. CARPINTERIA/SUMMERLAND FIRE PROTECTION DISTRICT OPEB Obligations and Payments The District has adopted a pay-as-you-go basis for funding retiree medical benefits. The District’s plan for its OPEB obligations offers retirees the same health plans as active District employees, as well as enhanced senior plans for retirees on Medicare. Retiree premiums are rated separately from active District employees; as such, the District does not have a retiree premium implicit rate subsidy The District provides a monthly insurance premium subsidy of $15 (whole dollars) per year of credit service from the 401(h) account for Eligible Retired Participants participating in a District- sponsored health insurance plan. If an Eligible Retired Participant does not participate in the District-sponsored health then the maximum monthly amount paid is $4 (whole dollars) per year of credited service. a member is eligible for a disability retirement benefit, the member can receive a monthly health plan subsidy of $187 (whole dollars) per month or a subsidy of $15 (whole dollar) per month per year of service, whichever is greater. Survivors of Eligible Retired Participants (Spouses and Dependents) continue to receive a subsidy proportionate to their percentage of the retiree’s pension benefit (if any).and its employees have not negotiated changes to OPEB benefits for new employees, significantly reducing the District’s liability going forward. Asset Maintenance and Repair The District’s budget includes improvement budgeting through its Capital Replacement Fund #3634. In FY 2018/2019, the District budgeted $296,812 and reduced that to $266,527 for FY 2019/2020 and in FY 20-21 total expenditures for equipment capital replacement were $196,000. CSFPD maintains and uses the Zoll X Series device with multiple features as its ALS‐level cardiac monitor defibrillator and Zoll and Defibtech AEDs. The demand for EMS represents the highest call volumes and the organization provided advanced life support, which is likely the costliest item necessary for delivering this level of care being a cardiac monitor/defibrillator. Other assets include CSFPD maintains a substantial inventory of equipment necessary for rescue and extrication incidents. This includes two sets of Holmatro™ extrication tools that include cutters, spreaders, and rams along with a Hurst® extrication tool in reserve. Capital Improvements The District does not have a capital improvement plan (CIP) at this time. The District is working towards an update that would regularly identify and prioritizes improvements and costs. The AP Triton report 2021 Summary includes a list of major improvements including station upgrades and maintenance, vehicle and engine replacements, equipment needs, and a new station or relocation to meet State and National standards. 64 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: A. CARPINTERIA/SUMMERLAND FIRE PROTECTION DISTRICT Long-term Liabilities and Debts The District entered into a five-year non-cancelable lease agreement for commercial office space located in Carpinteria. The total rental expense, including common area operating expenses, for the year ended June 30, 2019 was $76,912. In April 2018, lease was extended through June 30, 2021. The District also has a schedule of capital assets for equipment in the amount of $583,533 payable from the District’s General Fund, Capital Projects Fund, and Capital Replacement Fund as of June 30, 2019. The independent auditor’s report for fiscal year 2018-2019 stated that the District had made all payments on all debt on time. Opportunities for Shared Facilities The District has identified a potential need to construct an additional fire station in the western portion of the District, with partnership with Montecito Fire. The District reports that this project has been delayed due to financial constraints, which are partially due to the District’s lack funding options. District Management is currently working with the County of Santa Barbara and the Montecito Fire District to develop a new station. This station is being considered in the Ortega Ridge Road area in Carpinteria. ORGANIZATION Governance Carpinteria/Summerland Fire District’s governance authority is established under the Fire Protection District Law of 1987 (“principal act”) and codified under Public Health and Safety Code Sections 13800. This principal act empowers Carpinteria/Summerland FPD to provide a moderate range of municipal services. A list comparing active and latent powers follows. Active Service Powers Latent Service Powers - Fire Protection Ambulance - Rescue - Emergency Medical - Hazardous Material - Weed Abatement Governance of Carpinteria/Summerland Fire District is independently provided through its five- member Board of Directors that are elected at-large to staggered four-year terms. Carpinteria/Summerland Fire District holds meetings on the first Wednesday of the month. The meetings are held in the Council Chambers at the Carpinteria City Hall located at 5775 Carpinteria Avenue, Carpinteria, California at 5:30 p.m. A current listing of Board of Directors along with respective backgrounds follows. LAFCO of Santa Barbara County 65 CHAPTER THREE: A. CARPINTERIA/SUMMERLAND FIRE PROTECTION DISTRICT Carpinteria/Summerland Fire | Current Governing Board Roster Member Position Background Years on District Suzy Cawthon President Business 8 Jena Jenkins Vice President Verbal Comm 2 Lisa Guravitz Treasurer Nurse 3 John Nicoli Director Rent Stabilization Board 3 Randy McGlade Director Finance 1 Website Transparency The table, on the next page, is not an exhaustive inventory of website criteria required under current law. Rather, it identifies key components, required by the Government Code and/or recommended by the California Special Districts Association and other organizations, for websites to enhance transparency and accountability. Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in advance on their websites. Government Code Section 6253 requires that agencies post content most requested by constituents and most often requested via Public Record Act requests. Because of the difficulty for LAFCO staff to verify this information, these criteria are not included in the website checklist. However, agencies should address these criteria to comply with current website requirements. Carpinteria/Summerland Fire Protection District Website Checklist website accessed 6/9/21 http://carpfire.com Required Yes No Government Code Agency maintains a website with current contact §53087.8 information? (required for independent Special Districts by 1/1/2020) X Government Code Agency has created an Enterprise System Catalog and X §6270.5 posted it to website? Government Code Agency has current agenda posted to website §54954.2 homepage and is accessible through a prominent, X direct link? Government Code Agency’s website provides information on compensation of §53908 elected officials, officers and X employees or has link to State Controller’s Government Compensation website? 66 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: A. CARPINTERIA/SUMMERLAND FIRE PROTECTION DISTRICT The following criteria are recommended for agency websites by a number of governance associations and organizations. Yes No Description of services? X Service area map? X Board meeting schedule? X Budgets (past 3 years)? X Audits (past 3 years)? X List of elected officials and terms of office? X List of key agency staff with contact information? X Meeting agendas/minutes (last six months)? X Notes: Carpinteria/Summerland Fire is an independent board-governed district. Refer to www.carpfire.com for the required checklist items. Survey Results AP Triton interviewed a wide variety of internal and external stakeholders. The purpose of these interviews was to gain a better understanding of issues, concerns, and options regarding the emergency service delivery system, opportunities for shared services, and expectations from community members. The observations were in the form of “people inputs,” some of which are perceptions. The report identifies a series of observations, recommendations, and needs. A summary is provided in this report for the questions related to level of service satisfaction, and adequacy of staffing, equipment and funding. Each related question and answers provided follow below, not all question and answers are provided here (refer to the AP Triton Study for a complete list): Which of these expectations are not being met to your satisfaction? • Unexpected challenges that are not within our control, i.e., a wind event, dispatch issue, etc. • The relationship between the Fire District and the MERRAG is impacted due to a reduced need for the work they had done as volunteers. • Maintaining the Community Resilience to Wildfire Program. • Due to the expansion of Highway 101, current response times need to be decreased. What do you think the Fire District does particularly well? • Fighting fire is done exceptionally well. • Provides a high quality of service. • Wood/brush Chipping Program. • The District takes a neighborly approach with the community and represents the community well. • Great communication between the District and the community. • Willingness to be flexible based on the needs of the community. Do you believe the first arriving response units should be staffed and equipped to take appropriate actions given the emergency? • Yes! • The District is currently doing this. • The most‐trained group should arrive first. LAFCO of Santa Barbara County 67 CHAPTER THREE: A. CARPINTERIA/SUMMERLAND FIRE PROTECTION DISTRICT • It is overkill when a Firefighter, Paramedic, and AMR show up. Are there services that you think the Fire District should be providing that they are not now? • Improve response time. • Believe they have done an excellent job. • Very satisfied; they have maintained what we have with a Joint agreement that does not compromise our integrity. What are your thoughts on how to improve fire‐based service in the region? • Controlled fire breaks in the wildland areas. • Focusing on the current dispatch center situation. • Abolish the line between City and County—an interesting attempt to address the issue. • The objective is to eliminate all borders. • Closest resource response. What opportunities, in your view, are available to improve the service and capabilities of the Fire District? • Evaluate the hole in the Eastern side of the District. • Focus on our response area’s demographics i.e., elderly population with many livings alone; consider expanding services to better fit their needs. • Increase public outreach by providing ongoing updates to the community. • Learn skills so we can better keep our community at ease when there is an emergency. • Improve response‐time to the East portion of the District. How would you improve fire‐based services in the Operations Area /South County? • Single dispatch. • Improve the existing ambulance contract. • Include the County fire within the border drop. • Having a Type 1 helicopter available. • Have a Community Wildland Fire Protection Plan County‐wide? • Closest resource across the board. • Merge Montecito, Carp/Summerland, and Santa Barbara; possibly the entire Santa Barbara County coast. • Borders have been dropped, why not merge together? • Response should be based on the need. • Should not be doubling or tripling our efforts. The table on the next page includes a list of questions asked of area residents by LAFCO to assess if satisfactory fire services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. 68 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: A. CARPINTERIA/SUMMERLAND FIRE PROTECTION DISTRICT Carpinteria/Summerland Fire Protection District Questionnaire, Revenues, Types of Service, and Resources Carpinteria/Summerland Fire | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of fire, - - - police, EMS services? 2. Overall, are adequate staffing and equipment - - - provided with the level of fire, police, EMS service? 3. Do you feel an adequate level of funding is - - - provided given the level of service? 4. Personnel arrived in a timely manner and were - - - professional? 5. Personnel was knowledgeable, answer questions, - - - and were informative? No responses were provided by the public related to Carpinteria/Summerland Fire Protection District at this time. LAFCO of Santa Barbara County 69 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 70 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE B. Montecito Fire Protection District Address: 595 San Ysidro Road, Santa Barbara, CA 93924 Phone: 805/969-7762 Email: ktaylor@Montecitofire.com Website: www.Montecitofire.com (Montecito Fire) Fire Chief: Kevin Taylor SUMMARY The Montecito Fire Protection District serves the area between the City of Santa Barbara and Carpinteria Valley. This District was formed in 1917 to provide fire, rescue, and emergency services and operate under Fire Protection District Law of 1987 (Health and Safety Code, Section 13800 et seq.). The District protects approximately 9,471 residents within 4,224 parcels over an area of 21.7 square miles, ranging from three miles out into the Pacific Ocean to more than 2710-foot elevation. Several portions of the district along the coast and the eastern part of the district have slower response time, however, the overall district results in an ISO Public Protection Classification of 3 within 5 road miles of a fire station where there is a credible source of water. The District shares a northern border with a State and Federal Responsibility Area. The District’s main source of funding is property taxes, making up about 95% of total revenue. The District receives approximately 16% of total general property tax collected within its boundaries. The remaining 5% of funding comes from mutual aid reimbursements, interest income, and contractual fees for dispatch and first response services. The District also maintains Board-approved reserves for Catastrophic and Economic Uncertainties, totaling $7,040,000, which can be used to weather short term funding lows. The District receives a portion of the County’s 1% base property tax of 16¢/$1. The District receives financial support at a rate of approximately $2,204 per resident and maintains a fund balance to meet future needs. The most recent audit accepted by the District was for the June 30, 2020. The District’s boundary and Sphere of Influence are the same and there are no proposals for expansion. LAFCO of Santa Barbara County 71 CHAPTER THREE: B. MONTECITO FIRE PROTECTION DISTRICT 72 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: B. MONTECITO FIRE PROTECTION DISTRICT BACKGROUND The Montecito Fire Company was organized in 1917 in the rural and mountainous area in southern Santa Barbara County. The Montecito Fire Protection District currently staffs two stations within Montecito. Station One, the Headquarters station, houses a First out Engine company as well as a Paramedic Rescue. Station Two houses three or four personnel 24 hours a day. The District serves approximately 21.7 square miles with an estimated 2020 population of 9,471. The District is unlikely to experience a large population increase in the near future. The District maintains two stations with Headquarters located at 595 San Ysidro Road. Station Two is located at 2300 Sycamore Canyon Road near Cold Springs. The District is also considering a third station in partnership with the Carpinteria Summerland Fire District in the Ortega Ridge Road area in Carpinteria. An Environmental Impact Report was prepared in 2016 to study the acquisition and construction of a station to improve response times in the community’s east end. The District anticipates a growth rate of less than 1 percent a year within its boundaries in the coming years. In 2020, it was estimated that the District serves 4,224 parcels. The Montecito FPD overlaps the Montecito Sanitary District, Montecito Water District, County Service Areas 32 (Law Enforcement), and Santa Barbara Mosquito and Vector Control District. OPERATIONS Montecito’s firefighting force is composed of 41 uniformed firefighters, including a Chief, Division Chief-Operations, Battalion Chief – Fire Marshal, 3 Shift Battalion Chiefs, and 6 Captains. All District firefighters are trained and certified at least at the State Fire Marshal level. Most of the District’s general fund revenues come from ad valorem taxes on real estate and unsecured property. The District has created specific reserves to replace equipment and buildings. On June 30, 2021, these two funds had balances of $2,619,000 and $6,424,000 respectively. Montecito Fire Protection District provides traditional fire protection, first‐response EMS, special operations, and dispatch and communication services. MFPD’s engine companies may be either BLS or ALS, depending on staffing availability. The squad is staffed and equipped to provide ALS at all times. In specific situations in which a private ambulance is unavailable or delayed, MFPD will utilize its ambulance to transport patients. The District currently maintains an ISO Public Protection Classification of 3 for properties within five road miles of a station where there is a credible source of water. The District Board of Directors is composed of five Members who are elected at-large to four- year terms. The Board meets the fourth Monday of every month (if the fourth Monday is a holiday, the meeting is held on the fourth Tuesday) at District Headquarters located at 595 San Ysidro Road LAFCO of Santa Barbara County 73 CHAPTER THREE: B. MONTECITO FIRE PROTECTION DISTRICT at 2:00 pm. The District maintains a website which includes a list of members of the Board of Directors, agendas of upcoming meetings, and minutes of past meetings. OPPORTUNITIES & CHALLENGES The Montecito and Carpinteria/Summerland fire districts currently operate under a borderless response arrangement in order to provide the closest, most appropriate resources regardless of jurisdictional boundaries. This arrangement creates shorter response times and optimizes coverage. In February, 2021, Montecito and Carpinteria/Summerland fire districts had AP Triton Consulting conduct a Fire Station Location Study – Community Risk Assessment. An overview of community risk was provided to identify the risks and challenges faced by the fire districts. The analyses completed during this study revealed many important findings. Montecito FPD Findings: • The Montecito Fire Protection District has seen an average growth in property tax of 4% annually over the past five years, indicating continuous growth within the District. • The MFPD has a funding stream sufficient to provide adequate staffing for its two fire stations. • MFPD has implemented a capital replacement program and has provided a reserve fund to pay for apparatus and equipment. • MFPD has recognized and taken measures to minimize the financial impact of the unfunded actuarial liability of its employees’ pensions. • The WUI Interactive Story Map on MFPD’s website provides excellent information on the wildfire mitigation efforts to reduce risk in their community. • In the months following the Thomas wildfire in December, 2017, Montecito experienced an 85% reduction in population due to evacuations. This resulted in a decrease in emergency medical type incidents of 26%, fire incidents by 55.6%, and other types by 14.6%. • The greatest service demand is the area around Fire Station 91 in the center of the District and a significant area along the coast. There is an area of significant density southwest of Fire Station 91 and another to Westmont College's northwest. • MFPD’s adopted response performance to the standards the District adopted in 2015 do not fully align with NFPA. • Turnout times for all incident types meet MFPD’s objectives. During 2019, turnout time was within one minute, 57 seconds, 90% of the time. • Several portions of the district along the coast and the eastern part of the district are beyond four fire station travel minutes. • For priority incidents within the MFPD service area. Overall, received‐to‐arrival time was within eight minutes, 18 seconds, 90% of the time during 2019. • The MFPD stated Full Emergency Response Force (ERF) goal is not being met due to location and lack of resources. • The overall population is decreasing in the District. 74 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: B. MONTECITO FIRE PROTECTION DISTRICT MFPD Fire Station Findings: Station 91 • The fire station's flooring has numerous carpeted areas, and the fire crews do not practice footwear exchange processes. This type of flooring is conducive to retaining debris and biological matter brought back from incidents. • The vehicle exhaust system was not connected to the first out engine exhaust pipe. • The walls and ceiling of the apparatus bays have vehicle exhaust residue. • Firefighter protective turnout equipment is stored in the apparatus bay. Station 92 • The fire station's flooring has numerous carpeted areas, and the fire crews do not practice footwear exchange processes. This type of flooring is conducive to retaining debris and biological matter brought back from incidents. • The vehicle exhaust system was not connected to the first out engine exhaust pipe. • The walls and ceiling of the apparatus bays have vehicle exhaust residue. • Firefighter protective turnout equipment is stored in the apparatus bay. Findings Impacting both Fire Districts: • The wildland‐urban interface mitigation efforts in both districts are very proactive towards reducing risks. • Neither district possesses or staffs a ladder truck, although both indicate one is required for first alarms. • SBSO was unable to provide call‐transfer times from the PSAP to the Montecito Dispatch center. • Overall, 2019 performance by the Montecito secondary PSAP's performance from the time they receive the call from SBSO response units is notified was within 1 minute, 1 second, 90% of the time. LAFCO of Santa Barbara County encourages the District and the Carpinteria/Summerland Fire Protection District to consider options for sharing a third fire station and other services. Generally, both districts rely on automatic aid to provide the minimum number of personnel needed for effective incident operations beyond a low‐risk response. The fire districts operations under the boundary drop service are operational decisions and not subject to government code Section 56134 regarding fire protection service contracts or agreements outside a public agency’s jurisdictional boundaries. Governance Structure Options The border drop between the two Districts have increased fire services for the area residents. The option of including CFPD under the borderless agreement or consolidation/combining of the districts could be another option to providing services for the South Coast region. LAFCO staff sees value in local agencies collaborating and exploring opportunities to improve delivery of municipal services. It is still unknown whether it is feasible for the County or another LAFCO of Santa Barbara County 75 4 CHAPTER THREE: B. MONTECITO FIRE PROTECTION DISTRICT local service provider to assume responsibilities within this area. Therefore, LAFCO staff recommends that the District continue to discuss possible partnerships with the County and other neighboring agencies. If an agreement is made, in which all affected parties agree in the transfer of responsibilities, a change of organization may be considered at that point. Regional Collaboration The Santa Barbara Sheriff’s Office is the primary 9‐1‐1 call answer point for the Montecito Fire Protection District. It answers the 9‐1‐1 call, queries the caller to determine nature and location, and then transfers the information to the secondary public safety answer point (PSAP) at South Coast Dispatch, which dispatches MFPD units. All 9‐1‐1 calls are received by the Santa Barbara County 9‐1‐1 Public Safety Center (SBCPSC) and transferred to dispatch for either fire district. All County telecommunicators provide Emergency Medical Dispatch for EMS responses before transferring to South Coast Dispatch. If the South Coast Dispatch location is unable to operate, SBCPSC provides backup services in the event of a failure. The South Coast Public Safety Dispatch Center has provided this service since 1917. There is a plan to move to a regional public safety communication center in approximately three years. The plan was approved by the Santa Barbara County Board of Supervisors on October 19, 2019. The new regional center will provide dispatch services for all fire agencies in Santa Barbara County and will include an ambulance and EMS resources component. The Regional Fire/EMS Dispatch Center Cooperative Agreement was executed on June 28, 2021. The County will be the primary organization for building construction and developing governance on how the multiagency center will operate. The District provides mutual aid within District boundaries for fighting wildfires that are the responsibility of Federal or State firefighters. Mutual aid is also provided outside District boundaries when the District’s assistance is requested. SPHERE OF INFLUENCE & BOUNDARIES The Sphere of Influence and District boundaries are the same and have been virtually unchanged since District formation. Twelve detachments have occurred since formation with the last detachment occurring in 1995. No changes are anticipated. A map of the District’s Sphere of Influence and boundaries can be seen at the beginning of this profile. 76 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: B. MONTECITO FIRE PROTECTION DISTRICT Sphere of Influence Study Areas For study purposes, LAFCO staff has prepared the following table and map that included two parcels to be considered as the Study Areas for the Sphere of Influence. The Study Areas are used to help analyze and identify which properties should be added or excluded from the Sphere of Influence. A summary of the Study Areas is listed in the table below: Table B-1: Montecito Fire Study Areas Study Description Acres Existing Prime Constraints Area Zoning AG Land 005-491-005 1.00 1 Single-Family Residential No Unknown 005-030-021 2.44 Res-1.0 Totals 3.44 The Study Areas are described in more detail below and include: a map that focuses on the particular area and the recommendation made by LAFCO Staff. The discussion addresses the size and location of the area, current zoning and other relevant information. The staff recommendation for each area is based upon the information in Municipal Service Review, information provided by the District. These two parcels are split by the Montecito and Carpinteria/Summerland Fire Districts. Both parcels are within the majority of the Montecito Fire boundary and within Tax Rate Area 059016 and 059017, respectively. SOI Study Area #1 – APN 005-491-005 & 005-030-021 (Located in SB County; Within SOI). These two parcels total 3.44 acres located south of East Valley Road (Hwy 192) to Freehaven Drive. A total of 6 parcels overlaps between the Montecito Fire and Carpinteria/Summerland Fire Districts which are developed residential lots. The two fire districts have dropped boundaries and the nearest available engine arrives when needed. Parcel 005-491-005 is split by the two fire districts with the majority of the area within the CSFPD and having the secured property tax allocation being applied to Carpinteria/Summerland Fire District. Parcel 005-030-021 is also split by the two fire districts with the majority of the area within the MFPD and having the secured property tax allocation being applied to Montecito Fire District. The boundary overlap would require a clean-up action to have the boundaries follow lines of assessment. LAFCO of Santa Barbara County 77 CHAPTER THREE: B. MONTECITO FIRE PROTECTION DISTRICT Detachment/ SOI Figure B-1 APNs 005-491-005 SOI Study Area #1 & 005-030-021 Study Area Existing SOI District Line 1 3.44 acres Residential LAFCO Staff Recommendation. The SOI, annexation and eventual detachment should be cleaned up at some point in Study Area One. Staff recommendation is maintaining the existing Sphere of Influence and note the clean-up actions necessary at some point in the future. Because both fire district have dropped the boundary to respond to calls, the need to adjust this boundary is not urgent. The proper property tax is being allocated to the appropriate agency. BOUNDARIES Jurisdictional Boundary Montecito Fire’s jurisdictional boundary spans 21.7 square miles Montecito Fire Protection District’s existing boundary spans with 100% being unincorporated approximately 21.7 square miles in size and covers 8,572 acres and under the land use authority of the County of San Barbara. (parcels and excluding public rights-of-ways) all within a contiguous area. All of the jurisdictional service boundary 100% is unincorporated and under the land use authority of the County of Santa Barbara. Overall, there are 6,051 registered voters within the jurisdictional boundary. Montecito Fire | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters Montecito Fire 8,572 100.0% 4,224 6,051 Totals 8,572 100.0% 4,224 6,051 78 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: B. MONTECITO FIRE PROTECTION DISTRICT Montecito Fire | Boundary Breakdown By Land Use Authority Total % of Total Total Number of Land Use Authority Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters Co. of Santa Barbara 8,572 100.0% 4,224 6,051 Totals 8,572 100.0% 4,224 6,051 Total assessed value (land and structure) is set at $11.7 billion as of April, 2021, and translates to a per acre value ratio of $1.3 million. The former amount further represents a per capita value of $1,236,300 based on the estimated service population of 9,471. Montecito Fire District receives an annual property tax revenue of $17.6 million generated within its jurisdictional boundary in fiscal year 20-21. The jurisdictional boundary is currently divided into 4,224 legal More than four-fifths of the parcels and spans 8,572 acres the remaining jurisdictional acreage jurisdictional boundary is under private ownership, and of this consists of public right-of-ways. More than four- fifths or 86% of amount approximately 75% has the parcel acreage is under private ownership with 75% having been developed. already been developed and/or improved to date, albeit not necessarily at the highest density as allowed under zoning. The remainder of private acreage is entirely undeveloped and consists of 422 vacant parcels that collectively total 2,063 acres. The jurisdictional boundary does not qualify as a disadvantaged unincorporated community. Montecito Fire Protection District Formation, Revenues, Attributes, Types of Service, and Resources District Formation and Duties Formation Date 1917 Fire Protection District Law of 1987, Health & Safety Legal Authority Code, section 13800 et seq. Five Directors elected to four-year terms through at- large elections. If the number of candidates equals the number of eligible seats, or if there are no candidates, Board of Directors the Board of Supervisors shall make these appointments pursuant to Elections Code section 10515. Agency Duties Fire prevention and suppression / emergency medical response and transport services, search and rescue, building permit and inspections, public education, vegetation management and dispatch. LAFCO of Santa Barbara County 79 CHAPTER THREE: B. MONTECITO FIRE PROTECTION DISTRICT POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2010 population of Montecito to be 8,965. Between 2010 and 2020, the population of Montecito increased by 506 people (5.3 percent; or less than 1 percent per year). However, since 2010, the District’s estimated population has actually decreased by 67 persons. In contrast, County’s population increased by 21 percent between 2000 and 2010, or two percent per year. Demographics for the District are based on an age characteristics report prepared by SBCAG in 2017, which identified the largest age group represented in Montecito as 55 and older at 42 percent. Approximately four percent of the population was in the 35 to 54 years age group and 12 percent in the 20 to 34 years range. Approximately 23 percent of the residents were under the age of 19. According to the 2010 U.S. Census, approximately 89.3 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic group in Montecito, comprised 8.2 percent of the total population. Projected Growth and Development The County of Santa Barbara’s General Plan serves the Montecito area outlining the vision for long-term land use, development and growth, and provides the vision within its Planning Area. The County’s General Plan was updated in 2016, although the Housing Element is updated every 8 years in accordance with state regulations and spans the 2015-2023 planning period. The County has also adopted a Montecito Community Plan last updated in 1995. The current County of Santa Barbara Housing Element (2015-2023) identifies an estimated growth rate of one half of one percent of the permitted 1989 housing stock unless specifically exempted by ordinance in the surrounding unincorporated Montecito area. The County’s General Plan covers the Montecito-Carpinteria-Summerland and surrounding hillside areas along the South Coast. The following population projections within the District are based on the Department of Finance Table E4 estimate and SBCO Land Use annual growth rate forecast 2010- 2040. Table B-2. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Montecito Fire District 8,965 9,000 9,471 9,575 10,000 County 423,895 441,963 451,840 507,564 520,011 * Assumes trend-based land use capacity within the District. SBCO annual growth rate model. ** DOF Table E4 projections. 80 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: B. MONTECITO FIRE PROTECTION DISTRICT Disadvantaged Unincorporated Communities Senate Bill (SB) 244 of 2011 requires LAFCO to identify and consider disadvantaged unincorporated communities (DUCs) when preparing MSRs and Sphere updates for Cities and Special Districts that provide sewer, water, or structural fire protection services. A DUC is defined by the Water Code as one in which the median annual household income (MHI) is 80 percent of the statewide average. Incorporated communities are also defined as disadvantaged when the MHI falls below 80 percent. In 2020, the statewide MHI was $80,440, 80 percent of that is $64,352. The MHI for Montecito was $136,619 in 2020, which does not qualify the community as a disadvantaged community. In addition, review of the State DAC Mapping Tool and CalEnviroScreen 4.0 was used to verify disadvantaged status with other applications of the definition. CalEnviroScreen is a screening tool used to help identify communities disproportionately burdened by multiple sources of pollution and with population characteristics that make them more sensitive to pollution. The County prepared an update to its Integrated Regional Water Management Plan in 2019. This was in part for the purposes of grants for the Central Coast Funding Area for which disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. In all cases, the Montecito Fire Protection District’s Sphere of Influence does not qualify under the definition of disadvantaged community for the present and probable need for public facilities and services nor are the areas contiguous to the Sphere of Influence qualify as a disadvantaged community. SERVICES Overview The Montecito Fire Protection District provides fire suppression (structural, vehicle, and vegetation fires) and prevention, Advanced Life Support (ALS) for medical emergencies, rescue, hazardous materials response, fire inspection, education, burning permit, and dispatch services. The District is staffed by 48 full-time staff. The Montecito and Carpinteria/Summerland fire districts currently operate under a borderless response arrangement in order to provide the closest, most appropriate resources regardless of jurisdictional boundaries. Together, MFPD and CSFPD maintain a minimum daily staffing of 16 operations personnel (firefighters, company officers, etc.). When including a shift Battalion Chief from each District, the total minimum assigned to emergency operations is 18 personnel per day. LAFCO of Santa Barbara County 81 CHAPTER THREE: B. MONTECITO FIRE PROTECTION DISTRICT Montecito Fire Protection District Formation, Revenues, Attributes, Types of Service, and Resources Attributes District Area (estimated square miles) 21.7 Population (2020 estimated) 9,471 Assessed Valuation (FY 21-22) $11,708,990,441 Number of Stations 2 Dispatch 24hr at Station 91 ISO Public Protection Classification: 3 Within 5 miles of a Station and with a Credible Source of Water 3X Without a Credible Source of Water Regular Financial Audits Annual Annual Revenue Per Capita (estimated FY 19-20) $2,204 Average Portion of County 1% Property Tax Received 16¢/$1 Ending General and Special Fund Balance (June 2020) $12,634,116 Change in General Fund Balance (from June 2015 to June 2020) 48% Total Fund Balance/Annual Revenue Total (FY 19-20) 51% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing 2020 DOF Data; Assessed Valuation and Portion of County Property Tax Received are from County of Santa Barbara Auditor-Controller’s Office; Fund Balance Information from District Audit; Other information from District. Types of Services Fire X Technical Rescue X Basic Life Support (EMT) X Advanced Life Support (Paramedic) X Ambulance Only when AMR is saturated 82 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: B. MONTECITO FIRE PROTECTION DISTRICT Montecito Fire Protection District Formation, Revenues, Attributes, Types of Service, and Resources Station Address Acquired/Built Condition Size 595 San Ysidro Road, Montecito 1992 Good 10,387 sqft 2300 Sycamore Canyon, Montecito 2003 Good 8,089 sqft According to the 2021 AP Triton Study, MFPD’s fire stations are newer, with a combined average age of nearly 23 years. Both stations have seismic protection, although neither has a security system nor facilities for decontamination and biohazard disposal. Station 91 Station 91 has a maximum of four apparatus bays. Auxiliary vehicles are parked at the rear of the station and exposed to the environment. There is limited street and driveway parking for visitors or staff. There is no room for expansion of the station. The interior of the fire station side has carpet traveling to the dorm room areas. The fire station side has tile and grout areas in the bathroom and kitchen areas. According to the Battalion Chief responsible for Facilities and Logistics, new flooring is planned for the travel areas and potentially the dorm room. The workout room is small and over‐crowded with equipment. Turnout gear storage is in the apparatus bays. The vehicle exhaust system was recently installed and was not fully operational at the time of the site visit. The walls of the apparatus bay did show vehicle exhaust stain. The breathing air compressor does not have piping to the exterior air supply and currently relies on the Battalion Chief vehicle apparatus bay area's ambient air source. Station 92 Station 92 consists of two stories and two bays with a single‐vehicle depth. The station is co‐ located with apparatus maintenance facilities designed for light to medium maintenance of vehicles. The station has a large parking area in the rear. The vehicle exhaust system was recently installed but was not fully operational at the time of the site visit. The walls of the apparatus bay did show vehicle exhaust stain. Turnout gear is stored in a separate room in accordance with the NFPA 1500 Standard guidance. Upstairs flooring is a blend of hard and carpet floorings. LAFCO of Santa Barbara County 83 CHAPTER THREE: B. MONTECITO FIRE PROTECTION DISTRICT Apparatus Four Type I Engines Engines Two Type III Engines Two Type VI Engines One Type II USAR Ambulance One Medic Ford chassis Six Chevrolet Tahoe vehicles Command Two 4x4 Ford F-250 4x4 Ford F-150 Two Chevrolet Pickup Staff Two Ford Pickup Staff The District operates two Type 1 frontline engines (with two Type 1 engines in reserve). The District’s fleet also includes four wildland apparatus—two Type 3s and two Type 6s. Each of the frontline engines has a condition rating of “Excellent.” MFPD also maintains a 2018 1000 cc UTV, in excellent condition, for off-road incidents. Total Staffing Personnel Per 1,000 population Full time fire suppression 44 4.6 Temporary fire suppression 0 0 Volunteer/Paid call Firefighters 0 0 Non-safety regular 4 0.1 Montecito FPD has a total of 48 permanent employees. Positions include those of Fire Chief, Battalion Chief, Captain, Engineer, Firefighter/Paramedic, Firefighter, Fire Marshal, Wildland Specialist, Fire Prevention, Dispatchers and Administrative Assistant. (“FTEs”). Staffing Experience/Tenure Years in Industry Year w/ District Full time fire suppression 44 10 Temporary fire suppression - - Volunteer/Paid call Firefighters - - Non-safety regular 4 4 84 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: B. MONTECITO FIRE PROTECTION DISTRICT The Montecito Fire Department protects the unincorporated areas of Montecito which utilizes its own station, apparatus, and staffing. MFPD and CSFPD districts currently operate under a borderless response arrangement. Together, MFPD and CSFPD maintain a minimum daily staffing of 16 operations personnel. Montecito Fire Protection District Formation, Revenues, Attributes, Types of Service, and Resources Total Calls for Service -Montecito FPD 1400 1200 1000 s 800 lla C la 600 t o T 400 200 0 CY 2017 CY 2018 CY 2019 CY 2020 Station 91 Station 92 Source: MFP Data. Note: Information is for the entire District. Also, this table tabulates calls referred to the District for primary response. Additional calls are referred, and responded to, for mutual and automatic aid. LAFCO of Santa Barbara County 85 CHAPTER THREE: B. MONTECITO FIRE PROTECTION DISTRICT Calls for Service -Montecito FPD CY -2020 1000 54.7% 900 800 700 600 31.9% 500 400 300 200 6% 4.5% 100 2.3% 0.5% 0% 0 Medical Vegetation Structure Fire Other Fire Haz/Mat EMS Other Emergency Fire Calls Source: MFP Data. Note: Information is for the entire District. FINANCES The District prepares an annual budget and financial statement, which includes details for each of its government funds. District Revenues 2018-2019 2019-2020 Amount % of Total Amount % of Total Property Assessments $17,130,784 64% $18,024,039 86.3% Interest Income $555,004 2% $366,175 1.8% Intergovernmental: State $8,462,837 32% $1,022,095 4.9% Rental income $6,450 0.0% $12,900 0.06% Sale of assets $4,600 0.0% $7,800 0.04% Other Revenue $649,164 2% $1,447,543 6.9% Revenue Total $26,808,839 100.0% $20,880,552 100.0% Source: Districts Annual Report for the Fiscal Years Ending June 30, 2019 and 2020, Statement of Revenues, Expenditures and Changes in Fund Balances – All Statement of Activities. 86 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: B. MONTECITO FIRE PROTECTION DISTRICT Fiscal Indicators Select fiscal indicators are shown graphically below. Over the past three fiscal years, the District’s expenditures have increased alongside its revenues. The increase in expenditures was primarily due to increased spending as a result of the Thomas Fire and Debris Flow. The District maintains two General Fund Reserves: Economic Uncertainties and Catastrophic Event. The Economic Uncertainties Reserve is equal to at least three months of operating expenditures and is utilized for the temporary transfer of funds for annual operating cash flow purposes, and to offset unforeseen property tax revenue decreases. The Catastrophic Event Reserve can be utilized to ensure against significant one-time outlays due to significant loss in the tax base or large-scale fire suppression. The line graph below shows the current financial trend in millions. These indicators provide a measurement of the agency’s financial condition over time. MONTECITO FIRE DISTRICT Fiscal Trends-MontecitoFPD 30 25 20sn o 15 illiM n i tn 10u o m A 5 0 2017-18 2018-19 2019-20 Revenue Expenditure Reserve Property Tax This indicator is important for fire and related services as they 18.5 are heavily reliant upon property tax revenues. As this revenue source is relatively stable and lags about two years behind 17 1 1 . 7 8 5 sn o illiM c d h ep an ic g t e t s h i e n s m ta a b r i k li e t t y c o o f n a d n i t a io ge n n s, c t y h 's i s r e in ve d n ic u a e t o b r a c se a . n potentially n 16.5i tn 16 u o m 15.5A 15 14.5 14 2015-16 2016-17 2017-18 2018-19 2019-20 LAFCO of Santa Barbara County 87 CHAPTER THREE: B. MONTECITO FIRE PROTECTION DISTRICT A Service Obligation ratio of one or more indicates if Service Obligation revenues were sufficient to pay for operations. It is calculated by operating revenues divided by operating expenditures. 1.5 Fiscal Operating Operating Year Revenues Expenditures Ratio 1 2015 $ 15,903,623 $ 15,513,256 1.0 2016 $ 17,522,935 $ 18,392,593 0.9 0.5 2017 $ 18,639,879 $ 16,751,021 1.1 2018 $ 20,591,205 $ 18,544,790 1.1 0 2019 $ 26,808,839 $ 23,713,908 1.1 2015 2016 2017 2018 2019 2020 2020 $ 20,880,552 $ 19,664,227 1.1 Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2017 2018 2019 2020 Trend Funded ratio (plan assets as a % of plan liabilities) 77% 75% 77% 77% Net liability, pension (plan liabilities - plan assets) $ 18,462,053 $ 21,524,106 $ 21,248,085 $ 22,903,886 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of 77.9% 2020 year of OPEB reporting plan liabilities) Net liability, OPEB $ 3,521,734 (plan liabilities - plan assets) The net liability amounts are essentially unfunded liabilities of the agency. The figure below shows if the agency has enough assets (other than capital) to cover the liabilities. A declining trend indicates liabilities continuing to exceed agency assets. Coverage of Net Post-Employment Liabilities 40 2 )la tip 1 2 3 0 0 0 tn u o m A 0 1 1 . . 5 5 a c n a h t re h to ( ste ssA y se itilib a iL te N % a sa 0 0 cn e g 2015 2016 2017 2018 2019 2020 A 2015 2016 2017 2018 2019 2020 Agency Assets (other than capital) $17,151,241 $ 20,057,563 $24,097,702 $28,155,768 $33,989,378 $31,886,168 Net Liabilities (pension & OPEB) $14,355,976 $ 13,578,051 $22,300,747 $23,023,558 $23,662,462 $25,107,990 Pension Obligations and Payments The District participates in the California Public Employees Retirement System (CalPERS), a multiple-employer public employee defined benefit pension plan. All full-time and certain part- time employees that meet the CalPERS membership eligibility requirements can participate in CalPERS. The District is required to contribute an actuarially determined employer contribution rate for both Safety and Miscellaneous member groups. The employer contribution rate is established annually and may be amended by CalPERS. 88 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: B. MONTECITO FIRE PROTECTION DISTRICT In addition to employer cost contributions, the District makes unfunded liability payments annually to help make up the shortfall in the pension plan - this is actuarily determined by CalPERS. In May 2021, the District Board approved the issuance of a Pension Obligation Bond of $8,263,240 and a supplemental pension contribution of $7,700,000 to obtain a CalPERS funded ratio of 95%. The repayment term on the POB is 7 years, with final payment scheduled for February 2028. The District also established an Irrevocable Section 115 Benefit Trust in May 2017. The purpose of the pension trust is to maintain local control over funds set-aside exclusively to reimburse or pay pension benefits. The total balance in pension trust was $6,720,000 on June 30, 2021. OPEB Obligations and Payments The District provides retiree healthcare benefits for employees who retire with CalPERS pension benefits. The District pays for medical, dental, and vision premiums for the lifetime of the retiree and their eligible dependents. The District offers the same medical, dental and vision plans to its retirees as to its active employees with the exception that once a retiree becomes eligible for Medicare, he or she must join a Medicare Supplemental plan. The District pays 100% of the retiree medical premiums, up to a maximum of $2,725 per month for 2021, and 100% of the premiums for retiree dental and vision coverage. At the OPEB liability measurement date of June 30, 2020, the following employees were covered by the benefit terms: 42 active employees and 56 retired employees. The District manages its OPEB liabilities by participating in the Public Agency Retirement System (PARS) Post-Retirement Trust Program (OPEB Trust), which is a single employer irrevocable trust to prefund OPEB liabilities. Trust assets can be used to reimburse the District for retiree health care benefits or pay for health care benefits. Contributions to the OPEB plan are based on pay-as-you-go financing requirements with an additional amount contributed to the OPEB Trust to prefund benefits at the discretion of the Board. The total balance in the OPEB Trust was $14,117,000 on June 30, 2021. Asset Maintenance and Repair Station 92 is co‐located with apparatus maintenance facilities designed for light to medium maintenance of vehicles. MFPD utilizes the Physio‐Control Lifepak 15 as its ALS‐level cardiac monitor defibrillator and Zoll and Defibtech AEDs. The demand for EMS represents the highest call volumes and the organization provides advanced life support, which is likely the costliest item necessary for delivering this level of care being a cardiac monitor/defibrillator. Other assets include MFPD utilizes Stryker products for patient movement, including one Power‐Pro XT powered stretcher, a Rugged auxiliary stretcher, and a Stair‐PRO stair chair for deployment of ALS ambulance. MFPD maintains a large inventory of extrication equipment that includes a Hurst® 421 hydraulic spreader, cutter, and ram and a Hurst® CS 358 cutter/spreader. In addition, the District carries a variety of powered hand tools (e.g., “Sawzall,” air chisel, rotary saw, etc.), struts, and chocks. L AFCO of Santa Barbara County 89 CHAPTER THREE: B. MONTECITO FIRE PROTECTION DISTRICT The District maintains two General Fund Reserves: Economic Uncertainties and Catastrophic Event. The Economic Uncertainties Reserve is equal to at least three months of operating expenditures and is utilized for the temporary transfer of funds for annual operating cash flow purposes, and to offset unforeseen property tax revenue decreases. The Catastrophic Event Reserve can be utilized to ensure against significant one-time outlays due to significant loss in the tax base or large-scale fire suppression. Capital Improvements The District does not have a capital improvement plan (CIP) at this time. The District has a Capital Projects Construction Fund #3653 which accounts for the construction of major capital projects not being financed by the General Fund, such as the acquisition of land for the development of a new fire station. The District has a Capital Reserve Fund #3652, which addresses expenditures for the acquisition of apparatus, vehicles and large equipment. The funding target is maintained at a level that allows the District to acquire vehicles and apparatus on a pay-as-you go basis. Total expenditures for capital assets were $1,447,300 in FY19-20 and $75,300 in FY20-21. The ending fund balance was$3,048,443 on June 30, 2021. The AP Triton report 2021 Summary includes a list of major improvements such as station upgrades and maintenance, vehicle and engine replacements, equipment needs, and a new station or relocation to meet State and National standards. Long-term Liabilities and Debts In May 2021, the District Board approved the issuance of a Pension Obligation Bond (POB) with a principal amount of $8,263,240. Proceeds from the sale were used to reduce existing unfunded accrued liabilities with the District’s pension plans held with CalPERS. The bonds were issued as a direct placement with a bank at a 1.75% interest rate, over a seven-year period terminating in February 2028. Principal and interest payments will be paid from the District’s General Fund on a semi-annual schedule. The District has no other outstanding debts or loans. Opportunities for Shared Facilities The District, in partnership with the Carpinteria Summerland Fire District, conducted a Fire Station Location Study in February 2021. The study identified a service level gap in the eastern portion of the District. The analyses found a potential location for a shared facility. The evaluation also determined that constructing a shared facility could enable the relocation of a current fire station. The combination of a new station and a relocated station would have positive impacts on both fire districts. District Management is currently working with the County of Santa Barbara and the Carpinteria/Summerland Fire District to potentially develop a new station. The station is being considered in the area of Ortega Ridge Road in Carpinteria. 90 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: B. MONTECITO FIRE PROTECTION DISTRICT ORGANIZATION Governance Montecito Fire District’s governance authority is established under the Fire Protection District Law of 1987 (“principal act”) and codified under Public Health and Safety Code Sections 13800. This principal act empowers Montecito FPD to provide a moderate range of municipal services. A list comparing active and latent powers follows. Active Service Powers Latent Service Powers - Fire Protection None - Rescue - Emergency Medical - Hazardous Material - Ambulance Governance of Montecito Fire District is independently provided through its five-member Board of Directors that are elected at-large to staggered four-year terms. Montecito Fire District holds meetings on the fourth Monday of the month. If the fourth Monday is a holiday, the meeting will be held on the fourth Tuesday. The meetings are held in the District Headquarters located at 595 San Ysidro Road, Santa Barbara, California at 2:00 p.m. A current listing of Board of Directors along with respective backgrounds follows. Montecito Fir8e0 | Current Governing Board Roster Member Position Background Years on District Michael Lee President Businessman 5 Sylvia Easton Vice President Real Estate 6 Judith Ishkanian Secretary Educator 2 John Powell Director Businessman 9 Peter Van Duinwyk Director Educator 7 Website Transparency The table, on the next page, is not an exhaustive inventory of website criteria required under current law. Rather, it identifies key components, required by the Government Code and/or recommended by the California Special Districts Association and other organizations, for websites to enhance transparency and accountability. Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in advance on their websites. Government Code Section 6253 requires that agencies post content most requested by constituents and most often requested via Public Record Act requests. Because LAFCO of Santa Barbara County 91 CHAPTER THREE: B. MONTECITO FIRE PROTECTION DISTRICT of the difficulty for LAFCO staff to verify this information, these criteria are not included in the website checklist. However, agencies should address these criteria to comply with current website requirements. Montecito Fire Protection District Website Checklist website accessed 6/9/21 http://montecitofire.com Required Yes No Government Code Agency maintains a website with current contact §53087.8 information? (required for independent Special Districts by 1/1/2020) X Government Code Agency has created an Enterprise System Catalog and X §6270.5 posted it to website? Government Code Agency has current agenda posted to website §54954.2 homepage and is accessible through a prominent, X direct link? Government Code Agency’s website provides information on compensation of §53908 elected officials, officers and X employees or has link to State Controller’s Government Compensation website? The following criteria are recommended for agency websites by a number of governance associations and organizations. Yes No Description of services? X Service area map? X Board meeting schedule? X Budgets (past 3 years)? X Audits (past 3 years)? X List of elected officials and terms of office? X List of key agency staff with contact information? X Meeting agendas/minutes (last six months)? X Notes: Montecito Fire is an independent board-governed district. Refer to www.montecitofire.com for the required checklist items. Survey Results AP Triton in 2021 conducted a Fire Station Location Study in which they interviewed a wide variety of internal and external stakeholders as part of third-party survey. The purpose of these interviews was to gain a better understanding of issues, concerns, and options regarding the emergency service delivery system, opportunities for shared services, and expectations from community members. The observations and summary of report can be found in the Montecito Fire Protection District profile. AP Triton in 2021 also conducted a follow-up community survey specifically for Montecito Fire District. The list of 40 questions along with nearly 900 responses were intended to provide the district with a better understanding of community expectations, needs and level of satisfaction. A summary is provided in this report for the questions related to level of service satisfaction, and adequacy of staffing, equipment and funding. Each related question and answers provided follow 92 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: B. MONTECITO FIRE PROTECTION DISTRICT below, not all question and answers are provided here (refer to the AP Triton Community Survey for a complete list): Have you or a member of your family had an occasion where you required the services of MFD (if “Yes,” check all that apply? Answer Choices Responses Yes, an incident involving a fire 19.64% 173 Public Safety Education 4.88% 43 Public Assistance Services 3.18% 28 Emergency Medical Services 22.47% 198 Fire Safety Inspection 12.71% 112 Fire Investigation 1.70% 15 Wildland Fuel Treatment Program 4.54% 40 Yes, another type of services 12.71% 112 No. 42.11% 371 If your answer to Q2 was “Yes,” please rate your level of satisfaction from 1-5, with 5 meaning extremely satisfied and 1 meaning extremely dissatisfied Answer Choices Responses 5-Extremely Satisfied 59.02% 445 4 4.38% 33 3 1.46% 11 2 0.40% 3 1-Extremely Dissatisfied 1.59% 12 N/A 33.16% 250 Total 100% 754 Weighted Average 1.22 1.22 A series of prioritization of services were asked. Q17 compares Fire Suppression or Emergency Medical Services (select which one of these has the highest priority over the other)? Answer Choices Responses Fire Suppression 54.02% 417 Emergency Medical Services 45.98% 355 Q7 list concerns regarding the fire department and Q40 offered the community to add any additional comments? A select few have been illustrated here that relate to the LAFCO Survey listed below. Responses 6. Thank you. I have so appreciated your courtesy and professional attitude. 29. When allowable, more face time with community members; such as, "Coffee with a firefighter"; or firefighters in pairs walking into businesses to say hello, introduce themselves and asking if they have any questions about the department or its duties. 34. The current ambulance system seems adequate. Certainly, fires and emergency medical are the most important. I witnessed an emergency medical response at a neighbor's house. All who came were totally professional and very caring and polite. All good! 43. I hope there are no cut backs so there is enough staffing and equipment. 44. Keep up the professionalism and good work! 66. Funding. You need more funding. LAFCO of Santa Barbara County 93 CHAPTER THREE: B. MONTECITO FIRE PROTECTION DISTRICT 73. Maybe need more people, equipment, resources. 257. Not really, I think they are doing a pretty good job. Maybe better communication and more patrolling while winds are high at the higher risk areas. 505. Would like to see in the public education process the cost of fire department per home, versus other communities, versus fire damage, etc. 533. They seem to do their job exceptionally well. Whenever I have gone into the fire station on San Ysidro, they have gone out of their way to get me the information I’ve asked for. when I had a gas leak at my home, they arrived within minutes of being called and I was awes with the speed with which they took care of the situation. 602. Only concern would be that they do not have enough funding to meet personnel and equipment needs. 638. Concern with the apparent determined effort to make a new station in the east side, concern with the ongoing costs of staff, training, equipment versus the slightly reduced response time for the east side. The table on the next page includes a list of questions asked of area residents by LAFCO to assess if satisfactory fire services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. Montecito Fire Protection District Questionnaire, Revenues, Types of Service, and Resources Montecito Fire | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of fire, - - - police, EMS services? 2. Overall, are adequate staffing and equipment - - - provided with the level of fire, police, EMS service? 3. Do you feel an adequate level of funding is - - - provided given the level of service? 4. Personnel arrived in a timely manner and were - - - professional? 5. Personnel was knowledgeable, answer - - - questions, and were informative? No responses were provided by the public related to Montecito Fire Protection District at this time. 94 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE C. Santa Barbara County Fire Protection District Headquarters Office: 4410 Cathedral Oaks Road, Santa Barbara, CA 93110 Phone: 805/681‐5500 Fax: 805/681‐5563 Email: mark.hartwig@sbcfire.com Website: www.sbcfire.com Fire Chief: Mark Hartwig SUMMARY The Santa Barbara County Fire Protection District provides fire protection and emergency medical services throughout the County as well as the Cities of Buellton, Solvang, and Goleta. The District’s 2,480 square miles contain just under 200,000 people. The District is supported with annual revenues and fund balances both in excess of $89 million. The District has financial procedures in place to ensure the preparation of timely agency audits. The District provides a high level of firefighting/rescue and paramedic medical services. The District is not rated with an ISO Rating rather they use a Standards of Response Coverage analysis. The District operates out of 16 fire stations that are equipped with 57 first-out fire engines, seven reserve Type 1 engines, five reserve Type 3 engines, one reserve truck, 157 other vehicles, and two helicopters, to protect approximately 127,400 structures. They also protect 687,579 acres of forest, designated as State Responsibility Acreage (SRA land), which the County Fire Department has the responsibility for protecting under contract with CAL FIRE. The District currently has a coterminous Sphere of Influence consistent with its service boundary. In this report, the Executive Officer proposes an expansion of the Santa Barbara CFPD’s Sphere to include four of the Santa Barbara Channel Islands. The District agrees with this recommendation. BACKGROUND The Santa Barbara County Fire Protection District is located in the unincorporated area of the County as well as the Cities of Buellton, Solvang, and Goleta. The unincorporated areas include the communities of Casmalia, Cuyama, Gaviota, Hope Ranch, Los Alamos, Los Olivos, Mission Canyon, Mission Hills, Orcutt, Santa Ynez, Sisquoc and Vandenberg Village as well as private lands in the forest. The District was formed in 1932, and also contracts with the California Department of Forestry and Fire Protection (CAL FIRE) to provide services. The District operates out of 16 fire stations. Battalion 1 encompasses Goleta, Santa Barbara, Mission Canyon, and UCSB. Battalion 2 encompasses Orcutt, Sisquoc, Los Alamos, and New Cuyama. Battalion 3 encompasses Solvang, Buellton, Santa Ynez, Mission Hills, and Gaviota. The Fire Department responds to all types of emergencies, including: fire, medical, rescue, hazardous materials incidents, water rescue, and natural and environmental disasters. LAFCO of Santa Barbara County 95 CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT 96 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT The County Fire Protection District overlaps the Community Service Districts of Casmalia, Cuyama, Isla Vista, Los Alamos, Los Olivos, Mission Hills, Santa Rita Hills, Santa Ynez, and Vandenberg Village. Other Districts include Cachuma RCD, Carpinteria Valley Water District, Cuyama Valley R&P, Embarcadero Municipal Improvement District, Goleta Sanitary, Goleta Water, Goleta West Sanitary, Guadalupe Lighting, Isla Vista R&P, Laguna Sanitation, Lompoc Valley Medical Hospital, Mission Canyon Lighting, Santa Barbara Mosquito and Vector Control District, North County Lighting, San Antonio Basin Water, Santa Maria Valley WCD, Santa Ynez River WCD, Santa Barbara Metropolitan Transit District, and Santa Maria Airport District. County Service Areas include 3 (Goleta Valley), 4 (North Lompoc), 5 (Orcutt), 12 (Mission Canyon), 31 (Isla Vista), 32 (Law Enforcement), and 41 (Rancho Santa Rita). All seven Cemetery District (Carpinteria, Goleta, Guadalupe, Lompoc, Los Alamos, Oak Hill, and Santa Maria) overlap. OPERATIONS The Santa Barbara CFPD is on firm financial footing. As of June, 2020, the District had invested $3,313,700 in a broad range of capital assets including land, structures and improvements and equipment. To upgrade the Firehawk, $2,736,200 was allocated. As of this same date, the District had no long-term debt and the District’s fund balance increased to approximately $26 million. The District receives the majority of its revenues in the form of property taxes – approximately $58 million, or almost 61% of its Fiscal Year 2019-20 revenues. The County Fire Department provides Advance Life Support (ALS) ambulance service at three stations: No. 17 at UCSB, No. 34 at Vandenberg Village and No. 27 at New Cuyama. County Fire also provides paramedic services at all stations, except No’s 12, 13, and 15, although those stations are expected to provide paramedic services by July 1, 2022. All firefighters are qualified to give basic life support as emergency medical technicians (EMTs), and are defibrillator qualified. Each fire station is staffed around the clock with a minimum of 3 firefighters and a Type I (structure) engine. Specialized equipment such as Type III (wildland) fire engines, water tenders, paramedic rescue ambulances, technical rescue and water rescue equipment are strategically placed throughout the County and are cross‐staffed with existing engine personnel. In addition to fire station response capabilities, the Department staffs and responds with helicopters, bulldozers and hand crews to fire, pre‐fire, flood, and other disasters. The District participates in mutual aid throughout the State and maintains an automatic aid agreement with Montecito FPD and the Carpinteria/Summerland FPD. Santa Barbara County is located in California Mutual Aid Region I, which includes San Luis Obispo, Ventura, Los Angeles, Orange, and Santa Barbara Counties. Fire agencies within the county respond to mutual aid requests statewide through the CAL OES mutual aid system. LAFCO of Santa Barbara County 97 CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT The Santa Barbara CFPD is not rated under an ISO Public Protection Classification. The department had Citygate in 2012 preform a Standards of Response Coverage analysis that considered Commission on Fire Accreditation International recommendations and National Standards for Station Deployment and Staffing. This type of analysis considers the County’s ability to deploy and meet the emergency risks presented and the community’s expectations. In Calendar Year 2020, the District received 14,154 calls for services, including mutual and automatic aid calls. Of these calls, 72% were for medical emergencies and 7% were for structural and other fires. The Fire Department operates out of sixteen fire stations. All fire stations deliver fire and emergency medical services and a specialty station at the airport for Air Operations is located adjacent to Station 32 in Santa Ynez. The department staffs daily 62 firefighting personnel on duty operating 16 fire engines (three or four firefighters each), one ladder truck (three firefighters), one ladder truck cross=staffed in Solvang, three paramedic rescue-ambulances (each with one firefighter/EMT and one firefighter/paramedic), two rural water tenders (one firefighter each) and three Battalion Chiefs (one person for each battalion). In addition, Santa Barbara County also cross staffs (using fire engine staff) units for wildland responses, water tenders (large capacity vehicles carrying water for fire suppression) in areas where fire hydrants are not available, and one ambulance in Cuyama Valley. The Santa Barbara County Board of Supervisors are elected to four-year terms and represents the Fire District. The Board of Supervisors meets on Tuesdays of every month at Board Chambers. The District maintains a website which includes a list of Board members and agendas for upcoming Board meetings. OPPORTUNITIES & CHALLENGES The County Fire Department faces similar challenges as all fire District face, which is adequate funding for implementation of Capital Improvement Programs, retaining qualified personnel, and increasing revenue resources or develop new sources to fund fire services. County Fire has implemented much of the recommendations from the Citygate report that addressed field operations and staffing, headquarter programs, and operations and capital replacement. The Board of Supervisors have increased funding and allocated a larger percentage portion of property tax. Citygate prepared an update in 2021 to their report that identified the significant progress towards implementing the recommendations and set new goals. The CFPD is affected by aging fire stations, operational costs, and changes to state laws and regulations that may introduce new requirements without additional funding. These issues are common with other fire service providers in Santa Barbara County. The following section discusses these challenges and identifies possible opportunities to ensure the delivery of fire 98 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT services in an efficient and effective manner. American Medical Response (AMR) provides ambulance services to Santa Barbara County, except at UCSB and in the Lompoc and Cuyama Valleys, where County Fire provides ambulance service. The County extended the current contract to continue providing ambulance services which AMR has done since 1980. An RFP process has been authorized to determine if an alternative service could be achieved with the same or better service. Governance Structure Options The option of including CFPD under the borderless agreement along with Montecito and Carpinteria/Summerland Fire or consolidation/combining of the districts could be another option to providing services for the South Coast region. LAFCO staff sees value in local agencies collaborating and exploring opportunities to improve delivery of municipal services. It is still unknown whether it is feasible for the County or another local service provider to assume responsibilities within this area. Therefore, LAFCO staff recommends that the Districts continue to discuss possible partnerships with the County and other neighboring agencies. If an agreement is made, in which all affected parties agree in the transfer of responsibilities, a change of organization may be considered at that point. Regional Collaboration Santa Barbara County Fire Department (SBCFD) acts as the Operational Area Coordinator for all fire agencies within Santa Barbara County. As the Op Area Coordinator, they are an extension of the California Office of Emergency Services (Cal OES) which coordinates the statewide response of fire and rescue, and hazardous materials mutual aid resources to all hazards, emergencies, and disasters in cooperation with local, state, and federal fire and rescue agencies. In addition, as a Contract County, SBCFD provides auto-aid and mutual aid wildland resources to fires throughout the state. Our agency regularly responds strike teams of engines, bull dozers, hand crews and overhead to support Cal Fire. In the last 5 years, SBCFD has assisted Cal Fire on 304 incidents in both southern and northern California. Within the County, all fire agencies combined to provide auto/mutual aid for a totaled of 1,435 times in 2019 and as a member of the statewide OES mutual aid system, SBCFD alone has assisted Cal OES 65 times in the last five years. There is a plan to move to a regional public safety communication center in approximately three years. The plan was approved by the Santa Barbara County Board of Supervisors on October 19, 2019. The new regional center will provide dispatch services for all fire agencies in Santa Barbara County and will include an ambulance and EMS resources component. The County will be the LAFCO of Santa Barbara County 99 CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT primary organization for construction and developing governance on how the multi-agency center will operate. SPHERE OF INFLUENCE & BOUNDARIES The Sphere of Influence for the County Fire Protection District’s boundaries are contiguous with those of the service area. The District currently has no Sphere of Influence beyond its boundaries. A map of the District’s Sphere of Influence and boundaries can be seen at the beginning of this profile. While no significant changes are anticipated to District boundaries within Santa Barbara County, conversations are continuing between the District and LAFCO staff concerning sphere boundary adjustments. The District is interested in expansion westward into the Channel Islands. This area contains Channel Islands National Park with State and Federal Responsibility Areas. This potential Sphere of Influence amendment and future annexation are seen as a way to reallocate a portion of the property taxes from the General Fund to the Fire District. Sphere of Influence Study Areas For study purposes, the CFPD and LAFCO staff prepared a map that included four island areas to be considered as the Study Areas for the Sphere of Influence. The Study Areas are used to help analyze and identify which properties should be added or excluded from the Sphere of Influence. A summary of the Study Areas is listed in the table below: Table C-1: Santa Barbara County Fire Study Areas Study Description Acres Existing Prime Constraints Area Zoning AG Land 1 San Miguel Island 123,534 Suburban Residential Yes Fire Haz. Santa Rosa Island (some) Agriculture/Rural Res. AG Land, Santa Cruz Island Santa Barbara Unknown Island Santa Barbara 2 826.24 Airport No Unknown Airport 073-450-003 Totals 124,360.24 The Study Areas are described in more detail on the following pages and include: a map that focuses on the particular area, the recommendation made by LAFCO Staff. The discussion addresses the size and location of the area, current zoning and other relevant information. The staff recommendation for each area is based upon the information in Municipal Service Review 100 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT and by the District and County. The five islands (San Miguel, Santa Rosa, Santa Cruz, Anacapa and Santa Barbara) were made into the Channel Islands National Park in 1980. The islands are close to the shore, but they have been relatively undeveloped. The park covers 249,561 acres of which 79,019 acres are federal land. Anacapa Island is within Ventura County. The remaining four islands are divided into nine parcels totaling 123,534.3 acres. Four parcels are in private ownership within the State Responsibility Area and five parcels are in public ownership within the Federal Responsibility Area. All four islands are within the boundary of the Channel Islands National Park. All nine parcels are within Tax Rate Area 097000. SOI Study Area #1 – San Miguel, Santa Rosa, Santa Cruz, & Santa Barbara Islands (Located in SB County; Not within SOI). These islands include 123,534 acres located just west of County mainland. A total of 9 parcels exists, of which 5 are vacant lots. The area is estimated at 8% buildout under existing zoning. A total of 7 people reside in the area. The National Park Service does not provide other fire protection services such as emergency medical services, rescue, structural firefighting, hazardous materials emergencies, and fire prevention. The combined assessed property value is $6,848,293. These parcels are designated "Agriculture" by the County with a few designated as Channel Island National Park (CINP). If annexed in the future, a portion of the property taxes generated by the parcels contained within the territory would be allocated to the District. The parcels would not pay additional taxes; rather, a portion of the existing property taxes allocated to the County General Fund would be reallocated to the District. The portion of the property taxes allocated to the schools would not be affected by such an annexation. Figure C-1 Proposed SOI SOI Study Area #1 Study Area Existing SOI County Limit 1 Other 123,534 acres Agricultural/National Park LAFCO of Santa Barbara County 101 CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT LAFCO Staff Recommendation. The SOI should include Study Area One. Staff recommendation is to add Study Area 1. The four Channel Islands are located within the County boundary covered by County Service Area 32, Mosquito and Vector Control District, Cachuma Resource Conservation District, and County Flood Control. The area is within Supervisorial District 2. Improved service may be achieved if these properties were within the CFPD. SOI Study Area #2 – Santa Barbara Airport (Located in SB County; Within SOI). The City of Santa Barbara Airport is served by the City Fire Department. The area includes 826.24 acres located just south of Goleta and west of UCSB Campus. Consists of 1 parcel with airport terminal and associated facilities. Figure C-2 SOI Study Area #2 Study Area Existing SOI 2 Detachment/ District Limit SOI City Limit APN 073-450-003 826 acres Santa Barbara Airport LAFCO Staff Recommendation. The SOI should remain in Study Area Two. Staff recommendation is to maintain Study Area 2. The County Fire Department serves as back-up and under mutual aid for calls outside of the airport terminals. The above actions are recommended by LAFCO staff and have been requested by the CFPD. The Sphere of Influence further defines the roles and responsibilities of the agencies with regard to future services. Figure C-1 shows the recommended Sphere of Influence. 102 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT BOUNDARIES Jurisdictional Boundary Santa Barbara County FPD’s Santa Barbara CFPD’s existing boundary spans approximately jurisdictional boundary spans 2,480 square miles with 99.5% being 2,480 square miles in size and covers 1,559,496 acres (parcels and unincorporated and under the land public rights-of-ways) within one contiguous area. Nearly all of use authority of the County of Santa Barbara. The remainder of the the jurisdictional service boundary, approximately 99.5%, is jurisdictional boundary lies within unincorporated and under the land use authority of the County a City under contract. of Santa Barbara. The remaining portion of jurisdictional lands approximately 0.5% of the total is incorporated and under the land use authority of the Cities of Buellton, Goleta, Solvang, Santa Barbara, and Lompoc. Overall, there are 94,471 registered voters within the jurisdictional boundary. County Fire Protection | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters City of Buellton 837 0.05% 2,168 3,729 City of Goleta 5,075 0.3% 10,142 22,441 City of Solvang 1,254 0.08% 2,361 4,407 City of Santa Barbara 826 0.05% 1 1 City of Lompoc 785 0.05% 1 0 unincorporated 1,550,719 99.5% 42,503 63,893 Totals 1,559,496 100.0% 57,176 94,471 County Fire Protection | Boundary Breakdown By Land Use Authority Total % of Total Total Number of Land Use Authority Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters Co of Santa Barbara 1,550,719 99.5% 42,503 63,893 City of Buellton 837 0.05% 2,168 3,729 City of Goleta 5,075 0.3% 10,142 22,441 City of Solvang 1,254 0.08% 2,361 4,407 City of Santa Barbara 826 0.05% 1 1 City of Lompoc 785 0.05% 1 0 Totals 1,559,496 100.0% 57,176 94,471 Total assessed value (land and structure) is set at $33.9 billion as of April, 2021, and translates to a per acre value ratio of $21,751. The former amount further represents a per capita value of $181,881 based on the estimated service population of 186,500. Santa Barbara CFPD receives annual property tax revenue generated within its unincorporated jurisdictional boundary and contracts for services with three Cities that generate other revenue. LAFCO of Santa Barbara County 103 CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT The jurisdictional boundary is currently divided into 57,176 legal Close to three-fifths of the parcels and spans over 1.5 million acres the remaining jurisdictional jurisdictional boundary is under acreage consists of public right-of-ways. Close to three- fifths or private ownership, and of this amount approximately 59% has 60% of the parcel acreage is under private ownership with 59% been developed. having already been developed and/or improved to date, albeit not necessarily at the highest density as allowed under zoning. The remainder of private acreage is entirely undeveloped and consists of 369 vacant parcels that collectively total 1,549 acres. Some areas within the jurisdictional boundary qualifies as a disadvantaged unincorporated community. This includes the communities of Casmalia, Cuyama, New Cuyama, Sisquoc, Garey, Devon, Mission Hills, and Isla Vista. This study proposes that the Sphere of Influence extend into Channel Island National Park primarily open space lands to the west of the current District boundaries within the mainland. This expansion will fill needed services between the State and Federal Responsible Areas of the Santa Barbara CFPD. A discussion of this proposed expansion area is included in the first determination recommended in Chapter Two. A map of the District’s Sphere of Influence and boundaries, and the proposed Sphere expansion, can be seen at the beginning of this profile. The Sphere of Influence amendment is supported by the Santa Barbara CFPD. With the designation of this Sphere of Influence, the District will explore the preparation of a proposal to annex this area into the District. Santa Barbara County Fire Protection District Formation, Revenues, Attributes, Types of Service, and Resources District Formation and Duties Formation Date 1932 Fire Protection District Law of 1961, Health & Safety Legal Authority Code, section 13800 et seq. Five Directors appointed to four-year terms by the Board of Directors Santa Barbara County Board of Supervisors Agency Duties Fire Protection / Emergency Medical Services POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2010 population of Santa Barbara County to be 423,895. Santa Barbara County Association of Governments prepared a Regional Growth Forecast for 2050 in 2019. That report used a conservative trend-base allocation methodology estimating the County’s unincorporated/other population as 143,000 by 2020. The Santa Barbara CFPD also 104 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT serves the Cities of Buellton, Goleta, and Solvang with a combined population of 43,500 for a total of 186,500 persons receiving fire service. Between 2010 and 2020, the population of unincorporated/other and the combined Cities increased by 12,346 people (6.6 percent; or less than 1 percent per year). However, since 2010, the County’s estimated population has actually increased by 6.1 percent. This population will likely increase substantially in coming years due to the pressure to grow in this coastal area. Demographics for County Fire represents the three Cities and unincorporated portion of the County based on an age characteristics report prepared by SBCAG in 2017, which identified the largest age group represented in the 55 and older group at 49.3 percent. Approximately 31.3 percent of the population was in the 35 to 54 years age group and 49.3 percent in the 20 to 34 years range. Approximately 31.4 percent of the residents were under the age of 19. According to the 2010 U.S. Census, approximately 85.4 percent of the total County population identified themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic group in County, comprised 46 percent of the total population. Projected Growth and Development The County of Santa Barbara’s General Plan serves as the County’s vision for long-term land use, development and growth, and provides the County’s vision within its Planning Area. The County’s General Plan was adopted in 2016, although the Housing Element is updated every 8 years in accordance with state regulations and spans the 2015-2023 planning period. The County has also adopted various Community Plans for the unincorporated areas. The current County of Santa Barbara Housing Element (2015-2023) identifies an estimated growth rate of less than 1 percent along South Coast and 9.3 percent countywide. In Santa Ynez Valley covering Santa Ynez River to the Woodstock Ranch and Oak Trails subdivisions, and east from the western outskirts of the City of Buellton to the Rancho Estates neighborhood in the surrounding unincorporated areas, the growth rate is anticipated at the rate that can be sustained by available resources. The following population projections within the City are based on the Department of Finance Table E4 estimate and SBCAG regional forecast. LAFCO of Santa Barbara County 105 CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT Table C-2. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* CFPD 173,374 181,418 185,720 195,200 198,300 City of Buellton 4,828 4,965 5,464 6,200 6,400 City of Goleta 29,888 30,846 32,223 33,700 34,300 City of Solvang 5,245 5,449 5,562 6,200 6,300 County 423,895 441,963 451,840 501,500 513,300 * Assumes trend-based land use capacity within the City. SBCAG regional forecast model. ** DOF Table E4 projections. Disadvantaged Unincorporated Communities Senate Bill (SB) 244 of 2011 requires LAFCO to identify and consider disadvantaged unincorporated communities (DUCs) when preparing MSRs and Sphere updates for Cities and Special Districts that provide sewer, water, or structural fire protection services. A DUC is defined by the Water Code as one in which the median annual household income (MHI) is 80 percent of the statewide average. Incorporated communities are also defined as disadvantaged when the MHI falls below 80 percent. In 2020, the statewide MHI was $80,440, 80 percent of that is $64,352. The MHI for County of Santa Barbara was $87,700 in 2020, which does not qualify the community as a disadvantaged community. In addition, review of the State DAC Mapping Tool and CalEnviroScreen 4.0 was used to verify disadvantaged status with other applications of the definition. CalEnviroScreen is a screening tool used to help identify communities disproportionately burdened by multiple sources of pollution and with population characteristics that make them more sensitive to pollution. The County prepared an update to its Integrated Regional Water Management Plan in 2019. This was in part for the purposes of grants for the Central Coast Funding Area for which disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. In the study of the other cases, the communities of Casmalia, Cuyama, New Cuyama, Sisquoc, Garey, Devon, Mission Hills, and Isla Vista were identified as qualifying as disadvantage communities. Therefore, the County Fire Protection District service area and Sphere of Influence does qualify under the definition of disadvantaged community for the present and probable need for public facilities and services in the areas stated above, however, these areas are contiguous and being served by the district. SERVICES Overview The Santa Barbara County Fire Protection District serves 16 Stations that provides fire suppression (structural, vehicle, and vegetation fires) and prevention, Basic Life Support (BLS) for medical emergencies, rescue, hazardous materials response, fire inspection, education, and burning permit services. The District is staffed by 268 full-time staff and supplemented by 16 part-time and 61 seasonal wildland fire crew members. 106 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT All 16 fire stations throughout the County, staffed 24 hours a day, 365 days a year who respond to approximately 15,000 incidents on an annual basis. A typical station is a dedicated Advanced Life Support station, staffed either by one captain, one engineer, one firefighter/EMT, and one firefighter/paramedic for a 3.0 company. Typical station apparatus includes a Type 1 engine, Type 3 engine, and a Type 1 reserve engine. Stations No.’s 17, 27, and 34 also have a rescue ambulance. Nearby stations also provide additional response on multi-company incidents. Santa Barbara County Fire Protection District Formation, Revenues, Attributes, Types of Service, and Resources Attributes District area (est. square miles) 2,480 Population (2020 estimated) 186,500 Assessed Valuation (FY 21-22: District portion) $33,920,878,268 Number of stations 16 Dispatch Co FIRE ISO Public Protection Classification: Within 5 miles of a Station and with a Credible Source of Water N/A Without a Credible Source of Water N/A Regular Financial Audits Annual Annual Revenue Per Capita (FY 19-20) $510 Average Portion of County 1% Property Tax Received 17¢/$1 Ending Total Fund Balance (June 2020) $26,520,616 Change in Total Fund Balance (from June 2015 to June 2020) 62% Total Fund Balance/Annual Revenue Total (FY 19-20) 28% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing 2020 DOF Data; Assessed Valuation and Portion of County Property Tax Received are from County of Santa Barbara Auditor- Controller’s Office; Fund Balance Information from District Audit; Other information from District. Note: Ending Fund Balance includes a portion designated for capital ($12,274,143) Types of Services Fire X Technical Rescue X Basic Life Support (EMT) X Advanced Life Support X (Paramedic) Ambulance X LAFCO of Santa Barbara County 107 CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT Santa Barbara County Fire Protection District Formation, Revenues, Attributes, Types of Service, and Resources Station Address Acquired/Built Condition Size Co Station 11- 6901 Frey Way, 1967 Poor 6,880 sqft Goleta Co Station 12- 5330 Calle Real, 1996 Good 5,560 sqft Goleta Co Station 14- 320 Los Carneros, 1970 Fair 3,000 sqft Goleta Co Station 13- 4570 Hollister, 1958 Poor 5,560 sqft Santa Barbara Co Station 15- 2491 Foothill, 1970 Fair 1,440 sqft Santa Barbara 600 sqft dorm Co Station 17- UCSB, Mesa Rd, 1968 Poor 8,000 sqft Bldg. 547, Santa Barbara Co Station 21- 335 Union Ave, 1970 Poor 3,825 sqft Orcutt Co Station 23- 5003 Depot Ave, 1990/2006 Fair 2,080 sqft Santa Maria 1,800 sqft house Co Station 24- 99 Centennial, 1958 Fair 3,360 sqft Los Alamos Co Station 26- 1596 Tiffany Park, 1980 Poor 4,544 sqft Orcutt Co Station 27- 41 Newsome St, 1952 Fair/under 9,800 sqft New Cuyama repair Co Station 30- 1644 Oak St, 1969 Fair 10,872 sqft Solvang Co Station 31- 168 W Hwy 246, 1965 Fair 4,656 sqft Buellton Co Station 32- 906 Airport Rd, 1989 Good 5,646 sqft Santa Ynez Co Station 34- 3510 Harris Grade, 2008 Good 7,961 sqft Lompoc Co Station 38- 17200 Calle 1989 Good 5,646 sqft Mariposa Reina, Gaviota *The typical life span of a fire station is 50 years. SBC has nine stations at the end of their functional life. Station 11 (Built 1967) A two-acre site with one fire station and two duplexes, rear of the station has a hose drying rack and parking for District personnel, station is set up for return at the rear of the station, that 108 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT apparatus is able to utilize. Station needs air conditioning and security fencing. This station needs to increase in size due to current apparatus, equipment needs, and future growth. Station does not meet current building code or ADA requirements. Dorm rooms and restrooms upstairs need to be reconfigured and updated to current building code. Based on the Standards of Coverage, there could be an opportunity to sell or trade this valuable parcel for a parcel located more in the center of Goleta. Station 12 (Built 1996) A newer fire station with two bays and a nice, functional layout, but needs additional parking. Traffic issues when responding or leaving station. Entrance driveway should be widened to make the turn into the station easier. Room to add a separate Physical Fitness Room and Turnout Gear storage on the side of the station. Station needs a new roof soon, interior paint, new flooring, and appliances, as well as new heating, ventilation, and air conditioning (HVAC) system. Station 13 (Built 1958) This site also includes duplexes, while Vegetation Management and GIS personnel are in one duplex and Sheriff special operation personnel utilize the other duplex. Station is undersized and typical of a fire station built over 60 years ago. Station 13 and the duplexes have exceeded their useful life. The station is undersized and not functional. The restrooms have recently been remodeled. A complete replacement is needed for the overall structure. Station 14 (Built 1970) An older, undersized fire station with a two-bay station that is only one bay deep. Like many of the District’s aging facilities, Station 14 has been remodeled in many areas. Overall, the station is very undersized and needs to be replaced to comply with current building codes. Station 15 (Built 1970) An older undersized station that is not compliant with current building codes. Several remodels have been performed to cosmetically update the station. Crew dormitory was built behind the station currently with no air conditioning, just heating. Further evaluation is needed about replacement because of lot size. It is unclear how much of the 10.3 acres is buildable. Station 17 (Built 1968) The building is a shared facility with University of California at Santa Barbara (UCSB) Police Department and owned by UCSB. It is over 52 years old and on the university’s wish list for replacement for the last 10 years. The fire-shared portion is undersized for five personnel, six pieces of equipment, and current day apparatus requirements. Station badly needs new apparatus doors. Because the station is not owned by the District and there are plans to move the station, large remodel projects should not be attempted. LAFCO of Santa Barbara County 109 CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT Station 21 (Built 1970) The station was built for on-call firefighters and very undersized and does not meet current building or ADA standards. It is a 50-year-old station previously owned by the Orcutt Fire Protection District. Lot is also very small and located in a residential neighborhood. District recently commissioned a study to add a second story. The study did not recommend a remodel due to the small lot size and not meeting best practices of allowing for drive through of the fire apparatus. Large remodel projects should not be attempted with this station. The station should be relocated to a more strategic location. Station 23 (Built 190 engine bay/2006 housing unit) An older corrugated steel apparatus building, with a new (2016) triple-wide prefabricated modular structure fire station building. Its useful life is approximately 25 years. Station should have a separate physical fitness room, turnout storage room and cleaning room, and workshop/storage room. Eventually, a permanent fire station should be constructed. Station 24 (Built 1958) Sits on a large parcel that includes duplexes for the Battalion 2 headquarters and the Heavy Equipment Annex. The station interior has been remodeled in several areas and is small for four personnel. Remodel in progress to enlarge the office, day room, and dorms. Structure is beyond its useful life and should be replaced. Previous plans to replace the entire complex at once or in phases should be reconsidered and planned for. Station 26 (Built 1980) Station utilized a single-family dwelling shell that blends in well to this residential neighborhood, but is not constructed to last 50 years with 24/7 occupancy. Showing signs of wear and tear and is undersized for four firefighters. If the station is not relocated, there is additional lot space to perform a major remodel to enlarge the station. Station 27 (Built 1952) This Station was not evaluated as part of the 2020 Citygate Facility Assessment. New station is under construction. The estimated completion date is summer 2022. Station 30 (Built 1969) Station is adjoined as part of Solvang City Hall complex. The station was originally an on-call firefighter facility and reconfigured to accommodate career firefighting and EMS delivery. Station needs to be reconfigured to support operational needs and future personnel growth. The station configuration does not support good turnout time as personnel sleep on the second floor and there is no fire pole or quick egress to fire apparatus. 110 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT Station 31 (Built 1965) Station 31 sits on a large parcel with duplexes. The station is over 55 years old, with several remodels performed over the last 20 years. There is a large patio area being placed in the rear. Station is not positioned for quick response access as it sits approximately 1,000 feet off Highway 246. Due to overall age, a complete rebuild is recommended to bring the fire station up to compliance with current building codes. Short term, a security fence is also needed. There is adequate lot size to rebuild the fire station to functional size with a Battalion Chief. Station 32 (Built 1989) Station 32 is set back approximately a quarter mile from Highway 246. It is in close proximity to Santa Ynez airport, which also allows personnel from the station to respond quickly when needed for Air Operations emergency response. Station needs a bathroom remodel, new roof, and driveway resurface. Security fencing and gate needs to be reconfigured. A separate facility is needed to house Air Support Unit Operations personnel. Station 34 (Built 2008) A station is a shared facility with the Sheriff’s office. This is a purpose-built facility situated in a prime location to respond to the communities of Vandenberg Village, Mission Hills, and the City of Lompoc. Station needs a gasoline fueling station and hose rack. Station 38 (Built 1989) Station 38 is situated in a remote location off the Highway 101 Freeway in Gaviota. Extreme weather has caused accelerated aging and decay. The portion of the long driveway owned by Chevron is cracked and in disrepair. Main water line feeding the station should be replaced to ensure the water supply is not tainted and future water supply is maintained if the Chevron plant is decommissioned. A split fuel tank should be added so vehicles can be filled with gasoline in this remote location. Security gates and fencing should be reconfigured. LAFCO of Santa Barbara County 111 CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT Apparatus Twenty-Two Type I Engines Engines Nineteen Type III Engine Three Ladder Trucks Ambulance Six Paramedic Ambulance Water Tenders Two Tactical (1500 gals) Two Support (3000 gals) Helicopter One Type 1 Firehawk One Type 2 Huey Command Twelve Battalion vehicles Six Executive staff vehicles One Aircraft mechanic truck Four Type 2 Fire Bulldozers Two Haz Mat response trucks Type 2 USAR Medium Rescue (OES) Seventeen Utility pickup truck Utility Four Water Rescue Water Craft One inflatable Boat One Breathing support unit Three Oil Spill trailer One Foam trailer One Type 3 incident command trailer Four crew buggies Four transport truck & trailers Construction One Grader C One Front End loader One Excavator One Dump Truck Seven Type I Engines and five Type III are auxiliary located at different stations for protection during the fire season. 112 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT Total Staffing Personnel Per 1,000 population Full time fire suppression 268 0.14 Part Time fire suppression 16 0.008 Seasonal/Fire Crew 62 0.03 Non-safety regular 4 0.002 County Fire has a total of 268 permanent employees. Positions include those of Fire Chief, Deputy Chief, Chief Financial Officer, Division Chief, Battalion Chief, Captain, Engineer, Firefighter/Paramedic, Firefighter, Fire Marshal, Wildland Specialist, Fire Prevention Officer, Public Information Officer, Heavy Equipment Operators, Oil & Gas Inspectors, Vegetation Management Program Captains, Duty Officers, Finance Manager, Accountant, Cost Analyst, Financial Office Professional, Human Resources Manager, Human Resources Technician, Department Business Specialist, Administrative Office Professional, Administrative Professional, Public Education Specialist, and Storekeeper. (“FTEs”). Staffing Experience/Tenure Years in Industry Year w/ District Full time fire suppression N/A 12.2 Part Time fire suppression N/A N/A Seasonal/Fire Crew N/A N/A Non-safety regular N/A 10.5 The County Fire Department protects the unincorporated areas which utilizes its own station, apparatus, and staffing. LAFCO of Santa Barbara County 113 CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT Santa Barbara County Fire Protection District Formation, Revenues, Attributes, Types of Service, and Resources Total Calls for Service -Santa Barbara County FPD 2500 2000 s 1500lla C la t 1000o T 500 0 CY 2017 CY 2018 CY 2019 CY 2020 Station 11 Station 12 Station 13 Station 14 Station 15 Station 17 Station 21 Station 23 Station 24 Station 26 Station 27 Station 30 Station 31 Station 32 Station 34 Station 38 Source: County FP Data. Calls for Service -County Fire Dept CY 2020 12000 72% 10000 8000 6000 4000 2000 7% 6% 6.4% 2.1% 2.5% 4% 0 Medical Fire Rescue Pub Service Alarms Haz/Mat Other Emergency Calls Source: County FP Data. 114 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT FINANCES The District prepares an annual budget and financial statement, which includes details for each of its government funds. The District maintains a separate capital fund for replacement services, meaning that charges for services are intended to pay for the costs of providing such services. Budgeted District Revenues 2018-2019 2019-2020 Amount % of Total Amount % of Total Property tax $55,442,000 62% $58,052,000 61% Use of Money & Property $0 0% $53,000 0.05% Licenses, permits, and fees $20,000 0.02% $20,000 0.02% Charges for services $24,383,300 27.3% $26,487,000 27.8% Miscellaneous $93,000 0.1% $500,800 0.5% Decreases to Fund Balance $8,287,900 9.2% $9,013,300 9.4% Aid from Other Government Agencies $1,003,200 1.1% $672,500 0.7% Other Revenue $213,200 0.28% $446,000 0.5% Revenue total $89,442,600 100.0% $95,244,600 100.0% Source: Santa Barbara CFPD, Financial Statements and Supplementary Information, June 30, 2019 and 2020, Statement of Revenues, Expenditures and Changes in Fund Balances – All Government Fund Types. Fiscal Indicators Select fiscal indicators are shown graphically below. Over the past three fiscal years, the District’s expenditures and revenues have remain relatively flat. The District’s reserve balances have sufficient funds to absorb relatively small revenue imbalances. The line graph below shows the current financial trend in millions. These indicators provide a measurement of the agency’s financial condition over time. L AFCO of Santa Barbara County 115 CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT Fiscal Trends-SB County Fire 100 80 sn o 60 illiM n i tn u 40 o m A 20 0 2017-18 2018-19 2019-20 Revenue Expenditure Reserve SB CFPD Property Tax This indicator is important for fire and related services as they 70 are heavily reliant upon property tax revenues. As this revenue source is relatively stable and lags about two years behind 5 6 0 0 sn o illiM c d h ep an ic g t e t s h i e n s m ta a b r i k li e t t y c o o f n a d n i t a io ge n n s, c t y h 's i s r e in ve d n ic u a e t o b r a c se a . n potentially n 40 i tn u 30 o m A 20 10 0 2015-16 2016-17 2017-18 2018-19 2019-20 A Service Obligation ratio of one or more indicates if Service Obligation revenues were sufficient to pay for operations. It is calculated by operating revenues divided by operating expenditures 1.15 Fiscal Operating Operating 1.1 Year Revenues Expenditures Ratio 2015 $ 63,316,823 $ 58,053,918 1.1 1.05 2016 $ 72,181,771 $ 63,361,771 1.1 1 2017 $ 77,874,277 $ 68,384,917 1.1 2018 $ 84,632,513 $ 80,506,728 1.0 0.95 2019 $ 84,408,677 $ 80,736,337 1.0 2015 2016 2017 2018 2019 2020 2020 $ 86,802,799 $ 84,856,457 1.0 116 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHA PTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2017 2018 2019 2020 Trend Funded ratio (plan assets as a ) 75% 77% 79% 75% Net liability, pension (plan liabilities - plan assets) $ 12,581,221 $ 14,274,276 $ 15,147,934 $ 15,622,411 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of 18.5% 2020 year of OPEB reporting plan liabilities) Net liability, OPEB $ 1,689,079 (plan liabilities - plan assets) The net liability amounts are essentially unfunded liabilities of the agency. The figure below shows if the agency has enough assets (other than capital) to cover the liabilities. A declining trend indicates liabilities continuing to exceed agency assets. Coverage of Net Post-Employment Liabilities 25 1.5 )la 20 tip 1 1 5 0 5 tn u o m A 0 1 .5 a c n a h t re h to ( ste ssA y se itilib a iL te N % a sa 0 0 cn e g 2015 2016 2017 2018 2019 2020 A 2015 2016 2017 2018 2019 2020 Agency Assets (other than capital) $9 ,739,000 $ 10,231,000 $19,984,000 $15,016,000 $20,404,000 $23,624,000 Net Liabilities (pension & OPEB) $12,658,604 $13,383,363 $13,890,508 $15,674,121 $16,713,977 $17,311,490 Pension Obligations and Payments The District maintains sufficient liquidity to ensure its ability to meet short-term obligations, while also providing for long-term needs of the District. The majority of the balance of negative unrestricted net position is primarily the result of the County’s unfunded net pension ($788,048) and OPEB liabilities ($109,251) as of June, 2020. However, this amount was offset by positive unrestricted net position of $13,029 from the County’s General Fund. As part of the County, the District participates in the County’s pension plan with Santa Barbara County Employees’ Retirement System (SBCERS). OPEB Obligations and Payments On March 1, 2016, the County adopted a resolution approving an OPEB (401(h) Account) Funding Policy. This policy provides for funding the OPEB Plan at 4% of Covered Payroll for the 401(a) Pension Plan. This funding policy went into effect on July 1, 2016. Employees are not required to contribute to the OPEB Plan. Funding Policy adopted an ongoing rate of 4% of covered payroll for the 401(a) Pension Plan. L AFCO of Santa Barbara County 117 CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT Asset Maintenance and Repair The County fleet maintenance shop manages Santa Barbara County Fire Department fleet maintenance program. When large items and highly technical issues arise, the unit is sent to a fire equipment repair shop for specific make of apparatus. The 2012 Citygate Report identified a mobile mechanic position could be established to do minor repairs and preventative maintenance in fire stations, which is commonly done in departments covering large areas such as the County. The Fire Department fleet was found to be in good working order. Capital Improvements The County’s capital improvement plan (CIP) is updated regularly and identifies and prioritizes system improvements and costs includes the County Fire Department. The 2020-25 CIP Summary includes over $25.7 million of maintenance and upgrades to two fire stations (Station 27-New Cuyama & Station 26-Orcutt) along with over $20 million for regional fire communication center over the next 3-years. The District will be developing a comprehensive CIP in FY 2021-22 to forecast/access future capital needs and identify potential funding sources. Long-term Liabilities and Debts The County Fire Department has one long-term debt obligation. In 2014, the District took on $2,134,433 for the construction of Station 34 at a rate of 2.33% which should be completed by 2024. Opportunities for Shared Facilities The County FD does not currently share facilities with other agencies outside of Sheriff’s Department, nor have any opportunities to do so have been identified by staff or in the preparation of this report. The future Regional Dispatch Center would be an opportunity in the future. ORGANIZATION Governance Santa Barbara Fire protection District’s governance authority is established under the Fire Protection District Law of 1961 (“principal act”) and codified under Public Health and Safety Code Sections 13800. This principal act empowers CFPD to provide a moderate range of municipal services. A list comparing active and latent powers follows. Active Service Powers Latent Service Powers - Fire Protection None - Rescue - Emergency Medical - Hazardous Material 118 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT - Ambulance Governance of Santa Barbara County FD is dependently provided by the County of Santa Barbara and through its five-member Board of Supervisors that are elected by supervisorial division to staggered four-year terms. Santa Barbara County FD holds meetings as needed and as part of regular meetings held by the Board of Supervisors. A current listing of Board of Supervisors along with respective backgrounds follows. Santa Barbara County Fire | Current Governing Board Roster Member Position Background Years on Board Das Williams, 1st District Supervisor Legislator 5 Gregg Hart 2nd District Supervisor Educator 2 Joan Hartmann, 3rd District Vice-Chair Educator/ 5 government Bob Nelson 4th District Chair Educator 1 Steve Lavagnino, 5th District Supervisor Aerospace/ 11 government Website Transparency The table, on the next page, is not an exhaustive inventory of website criteria required under current law. Rather, it identifies key components, required by the Government Code and/or recommended by the California Special Districts Association and other organizations, for websites to enhance transparency and accountability. Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in advance on their websites. Government Code Section 6253 requires that agencies post content most requested by constituents and most often requested via Public Record Act requests. Because of the difficulty for LAFCO staff to verify this information, these criteria are not included in the website checklist. However, agencies should address these criteria to comply with current website requirements. LAFCO of Santa Barbara County 119 CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT SB County Fire Protection District Website Checklist website accessed 6/9/21 http://sbcfire.com Required Yes No Government Code Agency maintains a website with current contact §53087.8 information? (required for independent Special Districts by 1/1/2020) X Government Code Agency has created an Enterprise System Catalog and X §6270.5 posted it to website? Government Code Agency has current agenda posted to website §54954.2 homepage and is accessible through a prominent, X direct link? Government Code Agency’s website provides information on compensation of §53908 elected officials, officers and employees or has link to State X Controller’s Government Compensation website? The following criteria are recommended for agency websites by a number of governance associations and organizations. Yes No Description of services? X Service area map? X Board meeting schedule? X Budgets (past 3 years)? X Audits (past 3 years)? X List of elected officials and terms of office? X List of key agency staff with contact information? X Meeting agendas/minutes (last six months)? X Notes: County Fire is a board-governed district of the County of Santa Barbara with the consent of the Cities that it overlays. Refer to www.sbcfire.com for the required checklist items. Survey Results The table, on the next page, includes a list of questions asked of area residents to assess if satisfactory fire services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. The County Fire Department website has a performance survey for residents to submit comments about level of satisfaction. The website was relaunch two-years ago. The performance survey is very under-utilized with only a handful of responses provided over the years. 120 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: C. SANTA BARBARA COUNTY FIRE PROTECTION DISTRICT Santa Barbara County Fire Protection District Questionnaire, Revenues, Types of Service, and Resources Santa Barbara County Fire | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of fire, - - 1 police, EMS services? 2. Overall, are adequate staffing and equipment - 1 - provided with the level of fire, police, EMS service? 3. Do you feel an adequate level of funding is - 1 - provided given the level of service? 4. Personnel arrived in a timely manner and were 1 - - professional? 5. Personnel was knowledgeable, answer 1 - - questions, and were informative? A total of 1 response by the community and 0 responses by staff answered the survey questions. The community rated 40% satisfactory and 40% unsatisfactory, with 20% undecided. No additional comments were provided. LAFCO of Santa Barbara County 121 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 122 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE D. County Service Area 32 (unincorporated police services) Administrative Office: 4434 Calle Real, Santa Barbara, CA 93110 Phone: 805/681‐4100 Non-Emergency: 805/683‐2724 Email: info@sbsheriff.org Website: www.sbsheriff.org Administrator: Bill Brown, Sheriff SUMMARY The County Service Area 32 (police services) was intended to provide an accounting mechanism to help fund law enforcement services from non-property tax sources in the unincorporated areas of the County. The District has no separate staff and functions as a source of revenue for the Sheriff’s office. The formation included the entire County including the incorporated areas declared to be within a zone of zero benefit. In 1995, the incorporated areas were detached. It is governed by the Board of Supervisors and administered by the County Sheriff. The District was formed in 1979 and received unincorporated area revenues generated in the unincorporated County area. The District operates under the County Service Area Law. Prior to realignment and Proportion 172, the County used Fund 2230 to demonstrate that the cost of Sheriff patrol services did not exceed total non-property tax discretionary revenues (e.g., Sales Tax, TOT, etc.). The fund was closed and all activities were rolled into the County’s General Fund. The district's boundaries and Sphere of Influence are coterminous. As land is annexed to a City, it is detached from the district. In this report, the Executive Officer proposes an adoption of a “Zero” Sphere of Influence for the District which means the District should be dissolved in the future. The District is identified in the State Controller’s office as being inactive and as such qualifies for dissolution under the streamline provisions. BACKGROUND The County Service Area 32 (unincorporated police services) provided an accounting mechanism to help fund law enforcement services in the unincorporated area. While many of these areas are located within the Spheres of Influence of the Cities, no significant annexation to these Cities, and resulting detachment from the District, is anticipated in the near future. The District was formed in 1979 to help fund services. The District has been inactive since 2011. Today, CSA No. 32 provides no services and has no budget, fund balance, funding sources, or expenditures. The District has been listed on the State Controller office inactive list since Statue (SB 448) went into effect in 2017. LAFCO of Santa Barbara County 123 CHAPTER THREE: D. COUNTY SERVICE AREA 32 124 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: D. COUNTY SERVICE AREA 32 The district has a population estimated at 142,471. As areas are annexed into the Cities, property is detached from the district. Unincorporated areas may add up to 3,000 residents in coming decades according to the County. This would not include the community of Orcutt of 29,000 people (which is within the City of Santa Maria’s Sphere of Influence). The County Service Area 32 overlaps the Community Service Districts of Casmalia, Cuyama, Isla Vista, Los Alamos, Los Olivos, Mission Hills, Santa Rita Hills, Santa Ynez, and Vandenberg Village. Other Districts include Cachuma RCD, Carpinteria Sanitary, Carpinteria Valley Water District, Carpinteria-Summerland Fire, Cuyama Valley R&P, Embarcadero Municipal Improvement District, Goleta Sanitary, Goleta Water, Goleta West Sanitary, Guadalupe Lighting, Isla Vista R&P, Laguna Sanitation, Lompoc Valley Medical Hospital, Mission Canyon Lighting, Montecito Fire, Montecito Sanitary, Montecito Water, Santa Barbara Mosquito and Vector Control District, North County Lighting, San Antonio Basin Water, Santa Maria Valley WCD, Santa Ynez River WCD, Santa Barbara County Fire, Santa Barbara Metropolitan Transit District, Santa Maria Airport District, and Summerland Sanitary. County Service Areas include 3 (Goleta Valley), 4 (North Lompoc), 5 (Orcutt), 11 (Carpinteria Valley), 12 (Mission Canyon), 31 (Isla Vista), and 41 (Rancho Santa Rita). All seven Cemetery District (Carpinteria, Goleta, Guadalupe, Lompoc, Los Alamos, Oak Hill, and Santa Maria) overlap. OPERATIONS On April 7, 2011, the District fund was eliminated and transferred to the General Fund ending the need for CSA 32. The fund balance was at $55,365,524 at the time of close out. This fund balance is almost thirty percent of the size of the Sheriff’s FY 2020-21 annual operating budget. The District has no long-term debt. The County Service Areas received revenues of over $1.9 million in Fiscal Year 2009-10 and nearly $72 million in Special Revenue with 50% received from taxes. Under the decision in City of Santa Barbara v. County of Santa Barbara, the county was not permitted to fund sheriff’s patrol in the unincorporated areas through general fund property tax revenue. In the opinion of the Court of Appeal, the County Service Area Law was intended to address inequities between residents of incorporated and unincorporated areas respecting rendition and receipt of various municipal type services. Following the Court of Appeal opinion, the Superior Court issued a writ of mandate directing the Board of Supervisors to either abandon the establishment of a county-wide service area for extended police protection, or determine to establish the area pursuant to G. C. 25210. (4)(c) and the judgement. That is, Cities are defined as zones of “zero benefit” and their portion of property tax revenues cannot be allocated to the “extended services” of Sheriff’s patrol. The Board, by resolution, established CSA 32 with the following zones of zero benefit: Cities of Carpinteria, Santa Barbara, Lompoc, Santa Maria, and Guadalupe. The City of Solvang, Buellton and Goleta were not incorporated until 1985, 1992, and 2002 respectively. Solvang and Buellton when incorporated were placed in the zero-benefit zone, until in 1995 all incorporated Cities were detached from CSA 32 under Resolution 95-4. LAFCO of Santa Barbara County 125 CHAPTER THREE: D. COUNTY SERVICE AREA 32 OPPORTUNITIES & CHALLENGES The statue and the court decision preclude the County from using general fund property taxes to fund Sheriff’s patrol services. However, under the statue the Board of Supervisors has the discretion to fund Sheriff’s patrol services through the CSA or outside the CSA. The court decision does not restrict the Board’s discretion, except with respect to property taxes. Proposition 172 was approved in November 2, 1993, which enacted Article XIII Sec 35 of the California Constitution. The Local Public Safety Fund was established and regulated by G.C. 30051 at seq. Under G.C. 30052, the State Controller allocates to each “qualified county” funds in proportion to its share of total taxable sales in all qualified counties during a calendar year. The amounts so allocated shall be available only for public safety services and shall be allocated in each qualified county. Other tax revenue generated from unincorporated areas of the County (e.g., sales tax, transient occupancy tax) may be used to fund Sheriff’s patrol through CSA 32. Other funds such as motor vehicle registration revenue and franchise fee revenue are not property taxes subject to the restrictions of the court decision and the County Service Area Law. Potentially a greater accountability, by the Sheriff for patrol costs and activities and a better demonstration of compliance with the court judgement, could be achieved if these revenues and expenditures were accounted for in a reactivated CSA 32 fund that clearly only received non- property tax discretionary revenues. Governance Structure Options In 2017, Senate Bill 448 (Wieckowski) was passed to streamline the process for LAFCOs to dissolve inactive Special Districts. The new legislation requires the State Controller’s Office to create a list of inactive districts annually and to notify applicable LAFCOs in which the inactive Special Districts are located. In accordance with G.C. Section 56879, the Commission could adopt a resolution initiating dissolution of inactive districts meeting the above definition. Unless evidence is provided that qualifies the district as being active, the Commission as a reasonable course of action could dissolve the district. An inactive district is defined as a district that meets all the following criteria as set forth in G.C. Section 56042, as follows: a) The Special District is as defined in G.C. Section 56036, which specifies a Special District as “an agency of the state, formed for general law or special act, for the local performance of governmental or proprietary functions...” b) The Special District has no financial transactions in the previous fiscal year. 126 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: D. COUNTY SERVICE AREA 32 c) The Special District has no assets and liabilities. d) The Special District has no outstanding debts, judgments, litigation, contracts, liens, or claims. Based on the County Auditor’s Office determination that CSA No. 32 is inactive, LAFCO, in coordination with the County and the State Controller’s Office, should take the appropriate steps to dissolve the district pursuant to G.C. 56879. Further, because CSA No. 32 has no assets, liabilities, outstanding debts, judgments, contracts, or claims, there is no need to designate a successor agency for the district. Regional Collaboration The Cities of Buellton, Solvang, Goleta, and Carpinteria all utilize Sheriff services to act as their Police Department to serve residents within their respective City boundaries. Unincorporated areas of the County are served by the Santa Barbara County Sheriff’s office from one of ten sub- stations in the County plus the Sheriff’s office headquarters. The Sheriff’s Department maintains a police force of approximately 742 personnel and runs a range of community engagement efforts. Community efforts such as the Response Team focus on crime prevention and neighborhood safety. The efforts of the police force have contributed to lower crime rates and low citizen complaints. The department has an annual budget of over $70 million for countywide law enforcement which accounts for approximately 43% of the County’s General Fund budget. SPHERE OF INFLUENCE & BOUNDARIES The jurisdictional boundary for CSA No.32 encompasses a total of 1.7 million acres (2,670 square miles) and is located entirely within the County of Santa Barbara boundary. Currently, the CSA No. 32 SOI is coterminous with the district boundary. The designation of a zero Sphere of Influence by LAFCO indicates the Commission’s position that this agency should be reorganized in the future through either a consolidation or dissolution proceeding. LAFCO of Santa Barbara County 127 CHAPTER THREE: D. COUNTY SERVICE AREA 32 BOUNDARIES Jurisdictional Boundary County Service Area 32 ’s existing boundary spans County Service Area 32’s approximately 2,670 square miles in size and covers 1,705,847 jurisdictional boundary spans 2,670 square miles with 100% being acres (parcels and public rights-of-ways) countywide. All of the unincorporated and under the land jurisdictional service boundary 100% is unincorporated and use authority of the County of Santa Barbara. under the land use authority of the County of Santa Barbara. Overall, there are 63,893 registered voters currently within the unincorporated jurisdictional boundary. CSA 32 Police | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters Zones of Benefit (Zero) 39,570 2.2% 83,113 174,487 unincorporated 1,705,847 97.8% 49,347 63,893 Totals 1,745,417 100.0% 45,462 238,380 Total assessed value (land and structure) is set at $40.1 billion as of April, 2021, and translates to a per acre value ratio of $23,493. The former amount further represents a per capita value of $281,298 based on the estimated service population of 142,471. CSA No. 32 does not receive any annual property tax revenue generated within its jurisdictional boundary however, could receive some sale tax and other revenue if it were to be re-activated. CSA 32 Police | Boundary Breakdown By Land Use Authority Total % of Total Total Number of Land Use Authority Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters County of Sant Barbara 1,705,847 100.0% 49,347 63,893 Totals 1,705,847 100.0% 49,347 63,893 The jurisdictional boundary is currently divided into 49,347 legal Close to one-half of the parcels and spans over 1.7 million acres the remaining jurisdictional boundary is under jurisdictional acreage consists of public right-of-ways. Close to private ownership, and of this amount approximately four- one-half or 50% of the parcel acreage is under private ownership fifths has been developed. with over four-fifths or 86% having already been developed and/or improved to date, albeit not necessarily at the highest density as allowed under zoning. The remainder of private acreage is entirely undeveloped and consists of 2,219 vacant parcels that collectively total 6,759 acres. Some areas within the jurisdictional boundary qualifies as a disadvantaged unincorporated community. This includes the communities of Casmalia, Cuyama, New Cuyama, Sisquoc, Garey, Devon, Mission Hills, and Isla Vista. 128 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: D. COUNTY SERVICE AREA 32 County Service Area 32 (unincorporated police services) Formation, Revenues, Attributes, Types of Service, and Resources District Formation and Duties Formation Date 1979 County Service District Law of 1965, Government Legal Authority Code, section 25210 et seq. Five Supervisors elected to four-year terms through Board of Supervisors supervisorial districts. Agency Duties Law Enforcement Services POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2010 population of Santa Barbara County to be 423,895. County Service Area 32 serves the unincorporated areas only. The combined City population totaled 290,482 leaving CSA 32 population served as 133,413. Between 2010 and 2020, the population within CSA 32 increased by 9,058 people (6.3 percent; or less than 1 percent per year). However, since 2010, the County’s estimated population has actually increased by 27,945 persons. Demographics for the unincorporated County is based on an age characteristics report prepared by SBCAG in 2017, which identified the largest age group represented in the 20 to 34 years range at 83.9 percent and the 55 and older group at 24.8 percent. Approximately 19.6 percent of the population was in the 35 to 54 years age group. Approximately 22.2 percent of the residents were under the age of 19. According to the 2010 U.S. Census, approximately 69.6 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic group in the unincorporated County, comprised 42.8 percent of the total population. Projected Growth and Development The County’s General Plan covers the unincorporated and surrounding areas and serves as the County’s vision for long-term land use, development and growth, and provides the County’s vision within each Planning Area or Community Plan. The County’s General Plan was adopted in 2016, although the Housing Element is updated every 8 years in accordance with state regulations and spans the 2015-2023 planning period. LAFCO of Santa Barbara County 129 CHAPTER THREE: D. COUNTY SERVICE AREA 32 The current County’s Housing Element that covers the same period estimates less than 1 percent along South Coast and 9.3 percent countywide. The following population projections within the County are based on the Department of Finance Table E4 estimate and SBCAG regional forecast. Table D-1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* CSA 32 133,413 140,158 142,471 149,100 151,300 County 423,895 441,963 451,840 507,564 520,011 * Assumes trend-based land use capacity within the City. SBCAG regional forecast model. ** DOF Table E4 projections. Disadvantaged Unincorporated Communities Senate Bill (SB) 244 of 2011 requires LAFCO to identify and consider disadvantaged unincorporated communities (DUCs) when preparing MSRs and Sphere updates for Cities and Special Districts that provide sewer, water, or structural fire protection services. A DUC is defined by the Water Code as one in which the median annual household income (MHI) is 80 percent of the statewide average. Incorporated communities are also defined as disadvantaged when the MHI falls below 80 percent. In 2020, the statewide MHI was $80,440, 80 percent of that is $64,352. The MHI for County of Santa Barbara was $87,700 in 2020, which does not qualify the community as a disadvantaged community. In addition, review of the State DAC Mapping Tool and CalEnviroScreen 4.0 was used to verify disadvantaged status with other applications of the definition. The County prepared an update to its Integrated Regional Water Management Plan in 2019. This was in part for the purposes of grants for the Central Coast Funding Area for which disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. In the study of the other cases, the communities of Casmalia, Cuyama, New Cuyama, Sisquoc, Garey, Devon, Mission Hills, and Isla Vista were identified as qualifying as disadvantage communities. Therefore, the County Service Area 32 service area and Sphere of Influence does qualify under the definition of disadvantaged community for the present and probable need for public facilities and services in the areas stated above however, these areas are contiguous and being served by the district. 130 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: D. COUNTY SERVICE AREA 32 SERVICES Overview The County Service Area 32 (unincorporated police services) provided an accounting mechanism to help fund law enforcement services in the unincorporated area. In 2011, the District fund was eliminated and transferred to the General Fund ending the accounting mechanism. County Service Area 32 (unincorporated police services) Formation, Revenues, Attributes, Types of Service, and Resources Attributes District area (est. square miles) 2,670 Population (2020 estimated) 142,471 Assessed Valuation (FY 21-22) $40,076,934,525 Number of stations 10 Dispatch Sheriff ISO Public Protection Classification: Within 5 miles of a Station and with a Credible Source of Water N/A Without a Credible Source of Water N/A Regular Financial Audits None Annual Revenue Per Capita (FY 09-10) N/A Average Portion of County 1% Property Tax Received N/A Ending Total Fund Balance (June 2020) $144,659,000 Change in Total Fund Balance (from June 2015 to June 2020) 23% Total Fund Balance/Annual Revenue Total (FY 19-20) 91% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing 2020 DOF Data; Assessed Valuation and Portion of County Property Tax Received are from County of Santa Barbara Auditor- Controller’s Office; Fund Balance Information Not available; Other information from Sheriff Office. Types of Services Fire - Technical Rescue - Basic Life Support (EMT) - Advanced Life Support (Paramedic) - Ambulance - Funding Mechanism (police) X LAFCO of Santa Barbara County 131 CHAPTER THREE: D. COUNTY SERVICE AREA 32 County Service Area 32 (unincorporated police services) Formation, Revenues, Attributes, Types of Service, and Resources Station Address Acquired/Built Condition Size CSA 32 has No Station, but the N/A N/A N/A following stations below are under the Sheriff services The following stations are operated by the Sheriff’s Department. For stations located within an agency under this service review that either contract or receive law enforcement services by the Sheriff’s Department greater detail will be provided under that profile. • Buellton Police Department, 140 W. Highway 246, Buellton • Carpinteria Police Department, 5775 Carpinteria Ave., Carpinteria • Goleta Storefront at the Camino Real Marketplace, 7042 Market Place Dr, Goleta • Isla Vista Foot Patrol, 6504 Trigo Rd., Isla Vista • Lompoc, 3500 Harris Grade, Lompoc • New Cuyama Valley, 70 Newsome St, New Cuyama • Santa Barbara Headquarters, 4434 Calle Real, Santa Barbara • Santa Maria, 812-A West Foster Rd, Santa Maria • Santa Ynez Valley Station/Solvang Police Department, 1745 Mission Dr, Solvang • Santa Ynez Band of Chumash Indian’s Reservation, 100 Via Juana, Santa Ynez Apparatus Motorcycle Patrol Patrol Squad Patrol Vehicle (K9) Unmarked Car (Decoy, Surveillance) Command Urban Search and Rescue (USAR) Command Aircraft Rescue Rescue Air & Light 4x4 Truck Utility (SUV, Multi-purpose) Utility Boat CSA 32 does not fund or utilize vehicles; however, the above list was provided by the Sheriff’s office. 132 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: D. COUNTY SERVICE AREA 32 Total Staffing Personnel Per 1,000 population Full time patrol 260 1.8 Temporary patrol 0 0 Volunteer/Paid 150 1.0 Non-safety regular 53 0.4 County Service Area 32 does not provide staffing or services. It was formed to assist the County Sheriff as a funding mechanism for the unincorporated area. Sheriff’s Office has a total of 742 permanent employees (“FTEs”). Administration Support has 53, Custody Operations has 334, Law Enforcement has 317 and Court Services has 36 employees. Staffing Experience/Tenure Years in Industry Year w/ District Full time patrol N/A N/A Temporary patrol Volunteer/Paid Non-safety regular The County Sheriff’s Department protects the unincorporated areas which utilizes its own station, apparatus, and staffing. CSA 32 does not provide staffing or services. LAFCO of Santa Barbara County 133 CHAPTER THREE: D. COUNTY SERVICE AREA 32 County Service Area 32 (unincorporated police services) Formation, Revenues, Attributes, Types of Service, and Resources Sheriff Office report did not indicate total annual Sheriff Snapshot: FY2016 to FY2020 incident report for the unincorporated County Change in incident reports +Unk% between 2016-2020. However, according to the State of - Avg. Incident / 1,000 residents Unk California Department of Justice Open Justice website Change in Total Crimes +33.3% the Santa Barbara County Sheriff Department reported - Avg. Crimes / 1,000 residents 16 Avg. Clearance Rate 36.2% relatively low five-year average of 16 reported crimes for Incident to Crimes Ratio Unk every 1,000 residents compared to the other local law enforcement agencies. The relationship between service calls and reported crimes is unknown at this time in the unincorporated county. A summary of service demands on unincorporated Sheriff services between 2015-2020 follows. Trends in Reported Crimes Approximately 96.4% of reported crimes in unincorporated county between 2015-2020 are classified as non-violent and involve either property or simple assault offenses. Property offenses account for over four-fifths of the total of non-violent crimes with the largest portion associated with larceny/theft followed by burglaries.Non-violent crimes overall have increased in the period by 33%. Trends in Violent Crimes Violent crimes continue to represent a relatively small portion of the overall offense totals (nearly 14 percent). Aggravated assault offenses constitute 28% of all violent crimes during this period. Homicide rates have been low with average of 2.6 total homicides during the period; zero occurred in 2020 and 2 homicides recorded in 2019. Trends in Clearance Rates Clearance rates overall have fluctuated between 2015-2019 from a low of 32.2% to a high of 44.1% in terms of reported crimes resulting in an arrest or determined to be unfounded. The average overall clearance rate is 36.2%. The clearance rate for violent crimes averages 54.4%, which is on the lower end among all local law enforcement agencies. Jurisdictional Comparisons: Reported Crimes Sheriff’s five-year average between 2015-2020 for violent crimes and property crimes total 317 and 1974, respectively. These amounts are lower than the respective national averages of 385 violent crimes and 2,326 property crimes for similarly sized jurisdictional agencies as measured by population during the period. 134 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: D. COUNTY SERVICE AREA 32 Jurisdictional Comparisons: Clearance Rates Sheriff’s five-year average between 2015-2019 for clearing violent crimes and property crimes are 54% and 11%, respectively. These clearance rates are both higher and lower than the national averages of 53% and 21% for similarly sized jurisdictional agencies as measured by population during the period. Sheriff Service Characteristics: Service Calls and Crime Totals Category 2015 2016 2017 2018 2019 2020 Average Trend Total Reported Crimes 1942 1904 1771 1437 1489 2914 2291.4 +33.3% Violent Crimes 266 265 272 229 232 323 317.4 +1.7% Homicide 2 4 2 3 2 0 2.6 -5.7% Rape 29 49 43 25 17 41 40.8 +29.2% Robbery 32 32 24 22 26 50 37.2 +36% Assault Crimes 203 180 203 179 187 232 236.8 +12.5% Property Crimes 1676 1639 1499 1208 1257 2591 1974 +35.3% Burglary 511 476 421 336 305 406 491 -21.3% Motor Theft 13 17 24 24 14 156 49.6 +91.6% Larceny Theft 1152 1146 1054 848 938 2010 1429.6 +28.8% Arson 12 7 6 3 8 19 11 +36.8% Total Clearances 857 650 611 519 480 623.4 -60.4% Violent Crimes 178 149 134 102 128 138.2 -36.1% Homicide 1 4 2 0 0 1.4 -25% Rape 23 22 8 4 8 13 -115% Robbery 15 15 10 10 17 13.4 +11.8% Assault Crimes 139 108 114 88 103 110.4 -32.6% Property Crimes 248 173 170 157 110 171.6 -50.1% Burglary 87 59 50 60 29 57 -100% Motor Theft 6 9 5 7 3 6 -62.5% Larceny-Theft 155 105 115 90 78 108.6 -71.8% Arson 5 6 3 1 4 3.8 +0.6% Clearances to Crimes % 44.1 34.1 34.5 36.1 32.2 36.2 -32.8% Violent Crimes 66.9 56.2 49.3 44.5 55.2 54.42 -21.5% Assault Crimes 68.5 60 56.2 49.2 55.1 57.8 -23.1% Property Crimes 14.38 10.6 11.3 13 8.8 11.62 -48% The comparison against national averages involves law enforcement agencies with service populations ranging between 100,000 and 240,999. Clearances for 2020 were not available LAFCO of Santa Barbara County 135 CHAPTER THREE: D. COUNTY SERVICE AREA 32 FINANCES County Service Area 32 does not have an annual budget. The County maintains a separate general fund for Sheriff services and those services are paid using various revenue to cover expenditures. ORGANIZATION Governance County Service Area 32 ’s governance authority is established under the County Service Area Law of 1953 (“principal act”) and codified under Government Code Sections 25210. This principal act – which was amended as of January 1, 2009 was when the new County Service Area (CSA) law took effect. The rewrite of the old 1953 law was done in a collaborative effort by the Senate Local Government Committee. The new law carefully spells out the CSAs’ policies, powers, procedures, and oversight duties. As of date, CSA 32 is authorized to provide only one municipal service – Law enforcement and police protection – with class functions being funding mechanism. All other powers and any associated class functions enumerated under the principal act are deemed latent and would need to be formally activated by LAFCO at a noticed public hearing before County Service Area No. 32 would be allowed to initiate. Similarly, should it ever seek to dissolve or divest itself of directly providing an active service or class function therein, Count Service Area No. 32 would also need to seek LAFCO approval. A list comparing active and latent powers follows. Active Service Powers Latent Service Powers Police ALL Other Powers listed Governance of County Service Area No. 32 is dependently provided by the County of Santa Barbara and through its five-member Board of Supervisors that are elected by supervisorial division to staggered four-year terms. Santa Barbara County holds meetings as needed and as part of regular meetings held by the Board of Supervisors. A current listing of Board of Supervisors along with respective backgrounds follows. CSA 32 Police | Current Governing Board Roster Member Position Background Years on Board Das Williams, 1st District Supervisor Legislator 5 Gregg Hart 2nd District Supervisor Educator 2 Joan Hartmann, 3rd District Vice-Chair Educator/ 5 government Bob Nelson 4th District Chair Educator 1 Steve Lavagnino, 5th District Supervisor Aerospace/ 11 government 136 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: D. COUNTY SERVICE AREA 32 Website Transparency The table below is not an exhaustive inventory of website criteria required under current law. Rather, it identifies key components, required by the Government Code and/or recommended by the California Special Districts Association and other organizations, for websites to enhance transparency and accountability. Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in advance on their websites. Government Code Section 6253 requires that agencies post content most requested by constituents and most often requested via Public Record Act requests. Because of the difficulty for LAFCO staff to verify this information, these criteria are not included in the website checklist. However, agencies should address these criteria to comply with current website requirements. County Service Area 32 Website Checklist website accessed 6/9/21 http://sbsheriff.org Required Yes No Government Code Agency maintains a website with current contact §53087.8 information? (required for independent Special Districts by 1/1/2020) X Government Code Agency has created an Enterprise System Catalog and X §6270.5 posted it to website? Government Code Agency has current agenda posted to website §54954.2 homepage and is accessible through a prominent, X direct link? Government Code Agency’s website provides information on compensation of §53908 elected officials, officers and employees or has link to State Controller’s Government X Compensation website? The following criteria are recommended for agency websites by a number of governance associations and organizations. Yes No Description of services? X Service area map? X Board meeting schedule? X Budgets (past 3 years)? X Audits (past 3 years)? X List of elected officials and terms of office? X List of key agency staff with contact information? X Meeting agendas/minutes (last six months)? X Notes: County Service Area 32 is a board-governed district of the County of Santa Barbara it overlays. Refer to www.sbsheriff.org for the required checklist items. LAFCO of Santa Barbara County 137 CHAPTER THREE: D. COUNTY SERVICE AREA 32 Survey Results The table below includes a list of questions asked of area residents to assess if satisfactory fire services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. County Service Area 32 District Questionnaire, Revenues, Types of Service, and Resources CSA 32 | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of fire, 1 - - police, EMS services? 2. Overall, are adequate staffing and equipment 1 - - provided with the level of fire, police, EMS service? 3. Do you feel an adequate level of funding is 1 - - provided given the level of service? 4. Personnel arrived in a timely manner and were 1 - - professional? 5. Personnel was knowledgeable, answer 1 - - questions, and were informative? A total of 0 responses by the community and 1 response by staff answered the survey questions. Staff rated the agency with 100% satisfactory, 0% unsatisfactory. No additional comments were provided. 138 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE E. Isla Vista Community Services District District: 970 Embarcadero Del Mar Ste 101 Isla Vista, CA 93117 Phone: 805/770‐2752 Fax: N/A Email: generalmanager@islavistacsd.com Websites: https://islavistacsd.ca.gov/ Manager: Jonathan Abboud SUMMARY The Isla Vista Community Services District represents the area nearby to the City of Goleta. The District’s boundaries cover a total of 0.468 square miles and includes an estimated 15,000 residents. The District is authorized to contract with the County Sheriff and University of California Police to provide supplemental policing services within District boundaries. The District’s expenditure for supplementing police services is approximately $236,000 per year. This relationship allows residents to receive added services for policing. The District receives financial support at a rate of approximately $80 per resident and maintains a fund balance to meet future needs. The District has financial procedures in place to ensure the preparation of timely agency audits. The County Fire Department maintains a Standard of Coverage adequate within the district. The District boundaries and Sphere of Influence are the same and no plans to expand this area are being discussed. BACKGROUND The Isla Vista Community Services District was formed in 2016 through Measure E on the November 2020 General Election ballot, authorized under Assembly Bill 3, which created Government Code 61250. The District is located in southern Santa Barbara County just south of the City of Goleta. Isla Vista CSD is governed through its seven-member Board of Directors with four members elected at-large to staggered four-year terms and one member elected at-large to serve a two-year term. UCSB and the County each appoint the remaining two members for a four- year term. The Isla Vista CSD overlaps the County of Santa Barbara Fire Protection District, Cachuma RCD, Goleta Water, Goleta West Sanitary, Santa Barbara Mosquito and Vector Control District, Santa Barbara Metropolitan Transit District, Isla Vista Recreation and Park District, and the Goleta Cemetery District. County Service Areas include 31 (IV Street Lighting), 32 (Law Enforcement). LAFCO of Santa Barbara County 139 CHAPTER THREE: E. ISLA VISTA COMMUNITY SERVICES DISTRICT 140 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: E. ISLA VISTA COMMUNITY SERVICES DISTRICT OPERATIONS The District held a 2017 Public Safety Town Hall and continuously seeks resident feedback and input on policing and public safety in Isla Vista. IVCSD Safety Stations allow for the presence of two (2) safe locations on Friday/Saturday nights with unarmed public safety personnel (CSOs), a faster dispatch time for CSOs to escort residents home, and a liaison to law enforcement for serious safety concerns. The program operates under the University of California Police Department through a contract with the IVCSD for funding. IVCSD estimates it would cost $60,000 annually to operate 2 of the safety stations fully. In FY 21- 22 a third station is being added for a total budget of $84,000. In partnership with the University of California Police Department (UCPD), the IVCSD created the Interpersonal Violence Investigator position in November 2018 to work directly with survivors, suspects and witnesses to successfully investigate interpersonal violence-related crimes in Isla Vista such as sexual assault and stalking. This is done in a trauma informed manner that is centered on supporting survivors of such crimes. The creation of this position is aimed to ensure high quality investigations for these crimes to lead to more successful prosecutions by the District Attorney. By resolution, the Board eliminated the community policing fund and transferred the budget to the Community Special Projects fund. The budget was re-allocated towards community safety initiatives outside of the scope of traditional law enforcement response in the amount of $30,000 to fund these services. The Community Special Projects fund was allocated $60,000 in FY 20-21. The District is currently looking into initiatives similar to SNAP in the City of San Luis Obispo that addresses noise ordinances, minor in possessions, and related non-violent issues in an unarmed manner, reducing the tension between those who are responders and respondents, and unnecessary arrests or use of force. Although not operated by the IVCSD, IV Foot Patrol allows residents to voluntarily register private house parties, so that noise complaints are directed to the host via text rather than a physical law enforcement officer response on the first offense. “Get a text not a ticket”. The program operates under the Community Resource Deputy of the IV Foot Patrol. Funding is allocated for staff time of the Community Resource Deputy. The CARES mobile crisis response program provides appropriate alternatives to hospitalization for those experiencing a psychiatric crisis or mental health emergency in north and south Santa Barbara County. The program operates under the Santa Barbara County government behavioral wellness program initiative in a partnership with the police department to assist deputies in evaluating mental health cases in the field and build a recovery mission. CARES is dispatched if deemed necessary in conjunction with the Santa Barbara police department as a coordinated LAFCO of Santa Barbara County 14 1 CHAPTER THREE: E. ISLA VISTA COMMUNITY SERVICES DISTRICT response, but not as an alternative unarmed response. The program is funded by the Santa Barbara County Crisis Triage Budget. OPPORTUNITIES & CHALLENGES The district is considering starting a Student Neighborhood Assistance Program (SNAP) modeled after the San Luis Obispo program. The functions of a SNAP program could offer similar benefits which would be to 1) explain and educate all residents about the local noise ordinance and the consequences of future noise complaints, and 2) be first responders to noise complaints allowing patrol officers on duty to respond to other calls for service. The SLO SNAP example being considered by IVCSD is run under the San Luis Obispo Police Department and has been under their sole supervision since 1997. All SNAP officers are students (mainly from Cuesta College or Cal Poly SLO). The annual budget for the Neighborhood Outreach and Education Program is $273,613. SNAP is dispatched for first-offense noise complaints, which is determined by the central dispatcher. Neighbors can call the non-emergency number to request service from SNAP. SNAP officers are trained over a period of four months before being deployed into the field. They are trained in how to educate the public on the noise and other neighborhood ordinances. SNAP officers do not write citations of any kind, only education. Though SNAP officers may write parking violations and enforce neighborhood parking ordinances, and perform graffiti abatement. The IVCSD aims to develop long term solutions that work to reduce and change norms around violence and law enforcement-civilian conflict through community response programs that focus on the mental health components of police response, offering trained members in crisis intervention or violence de-escalation. These programs align with Isla Vista Board Goal 2 which include: • 1.1 Develop and monitor a set of data metrics for the evaluation of existing District public safety programs/contracts, including in the context of racial justice. • 1.2 Continue identifying, researching, and discussing public safety issues in Isla Vista and policy options to improve service delivery. Begin implementation when possible. • 1.3 Expand awareness and utilization of the District’s public safety services and diversion efforts of local law enforcement including the restorative justice program and Stabilization/Sobering Center. • 1.4 Explore the creation of a Public Safety and Racial Justice standing committee to coordinate local efforts and assess proposals regarding safety, diversion, and law enforcement. Alternative response programs focusing on noise complaints or minor alcohol misdemeanors that can be dispatched as unarmed responses that work towards connecting the community with law 142 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: E. ISLA VISTA COMMUNITY SERVICES DISTRICT enforcement in a positive de-escalated manner and assist law enforcement on non-violent crimes or violations. Governance Structure Options The IVCSD has considered consolidating with CSA 31 under its Board Goal to “Work with the County of Santa Barbara towards merging County Service Area 31 into the District.” An evaluation for this specific consolidation would benefit the District and County. CSA 31 is the fiscal agent for street lighting services in Isla Vista. Since 2019, the District has worked with County Public Works to increase the number of overhead street lights in areas found by a lighting needs assessment to be underlit. The District’s future public infrastructure plans will require closer coordination of powers and financial resources in order to gain necessary permissions for access, acquisition, and upgrades that the community desires for safety. The IVCSD’s annual outreach activities regularly list lighting as a chief safety concern of residents. The District feels they have been successful in its charge of supplementing public safety services to address local concerns of the residents of Isla Vista, under the restrictions of Government Code 61250. The District has had discussions to evaluate the idea of Isla Vista one day incorporating as a City. This is perceived as a way to identify efficiencies in the administration of policing and improve the level of service for community oriented policing services. While this has so far not been directly considered by the District's Board, the district reported it has come up often enough during related board discussion that an evaluation of this topic would be beneficial. The District has also considered activating the power of solid waste collection, transfer, disposal, and handling. The District has recently launched a compost collection service under its community facility power. An evaluation of this service area and the possibility of formally transferring responsibility for the franchise agreements currently held by the County would be beneficial. LAFCO staff sees value in local agencies collaborating and exploring opportunities to improve delivery of municipal services. It is still unknown whether it is feasible for the County or another local service provider to assume responsibilities within these areas. Therefore, LAFCO staff recommends that the District continue to discuss possible partnerships with the County and other neighboring agencies. If an agreement is made, in which all affected parties agree in the transfer of responsibilities, a change of organization may be considered at that point. Regional Collaboration The Isla Vista CSD collaborates with the Santa Barbara Sheriff’s Office and UCPD who operates the Isla Vista Foot Patrol station. UCPD has a separate station on the university campus nearby. Both stations are not within the boundaries of the District as both sit on property owned by the University of California, but operate within the District. The District has MOUs with UCPD to LAFCO of Santa Barbara County 143 CHAPTER THREE: E. ISLA VISTA COMMUNITY SERVICES DISTRICT provide services for the Safety Stations & Interpersonal Violence Investigator. Through collaboration with community organizations and advocacy groups focused on sexual assault prevention, the District implemented the Interpersonal Violence Investigator program as a way to solve the issues survivors experienced with reporting their cases to law enforcement. The District has collaborated with Standing Together to End Sexual Assault operating a Survivor Resource Center making a video for sexual assault awareness month. A partnership between the United Way of Northern Santa Barbara County and Civic Plus LLC exists. The contract with United Way provides for their agency to hire and manage beautification workers who are experiencing homelessness or as part of a work experience program. Using the app SeeClickFix by Civic Plus, the team receives work requests from the public or records themselves while on an inspection route. These work requests include graffiti abatement, sidewalk/gutter cleaning, identifying dim/out street lights, and removing obstructions to the public right of way. The program has operated for nearly 3 years and continues to grow and expand to cover more areas of work and employ more team members. SPHERE OF INFLUENCE & BOUNDARIES The Isla Vista Community Services District has no Sphere of Influence beyond District boundaries. The District’s SOI is considered coterminous. The District did not request expansion to their Sphere of Influence. No changes are anticipated. A map of the District’s Sphere of Influence and boundaries can be seen at the beginning of this profile. BOUNDARIES Jurisdictional Boundary Isla Vista CSD’s jurisdictional Isla Vista Community Services District’s existing boundary spans boundary spans 0.468 square miles with 100% being unincorporated approximately 0.468 square miles in size and covers 300 acres and under the land use authority of (parcels and public rights-of-ways) within one contiguous area. the County of Santa Barbara. All of the jurisdictional service boundary 100% is unincorporated and under the land use authority of the County of Santa Barbara. The University of California Santa Barbara (UCSB) is adjacent and under its own use authority. Overall, there are 7,536 registered voters within the jurisdictional boundary. Isla Vista Community Services District | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters IVCSD 270 100.0% 915 7,536 UCSB (5.6) (2.0%) (11) TBD Totals 270 100.0% 915 7,536 144 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: E. ISLA VISTA COMMUNITY SERVICES DISTRICT Isla Vista Community Services District | Boundary Breakdown By Land Use Authority Total % of Total Total Number of Land Use Authority Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters Co. of Santa Barbara 270 100.0% 915 7,536 Totals 270 100.0% 915 7,536 Total assessed value (land and structure) is set at $1.2 billion as of April, 2021, and translates to a per acre value ratio of $4.5 million. The former amount further represents a per capita value of $82,255 based on the estimated service population of 15,000. Isla Vista CSD does not receive any annual property tax revenue generated within its jurisdictional boundary and operates entirely using utility user tax , UCSB contributions, service charges, donations, and grants for funding. The jurisdictional boundary is currently divided into 915 legal Close to 92% of the parcels and spans 270 acres the remaining jurisdictional acreage jurisdictional boundary is under consists of public right-of-ways. Close to 92% of the parcel acreage private ownership, and of this amount approximately 69% has is under private ownership with 69% having already been been developed. developed and/or improved to date, albeit not necessarily at the highest density as allowed under zoning. The remainder of private acreage is entirely undeveloped and consists of 72 vacant parcels that collectively total 57.5 acres. The jurisdictional boundary qualifies as a disadvantaged unincorporated community. Isla Vista Community Services District Formation, Revenues, Attributes, Types of Service, and Resources District Formation and Duties Formation Date 2017 Community Services District Law, California Legal Authority Government Code, section 61250 et seq. Four Directors elected to four-year terms through at- Board of Directors large elections, One Director elected for 2-year terms, and two Directors are appointed. Agency Duties Public safety, beautification, lighting, compost, community facilities, rental housing mediation. LAFCO of Santa Barbara County 145 CHAPTER THREE: E. ISLA VISTA COMMUNITY SERVICES DISTRICT POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2010 population of Isla Vista to be 23,096. Isla Vista CSD contains only the Isla Vista Census Designated Place portion, minus the UCSB residence hall, apartment, family housing, etc. population. Santa Barbara County Association of Governments prepared a Regional Growth Forecast for 2010-2040 in 2012. The Forecast for 2050 in 2019 forecasted projects for the Cities while the 2012 report included unincorporated communities by sub regions. That report used a conservative trend-base allocation methodology estimating the Santa Barbara unincorporated population to be 78,320 by 2020. The World Population Review website estimates Isla Vista 2020 population at 27,707. Between 2010 and 2020, the population of Isla Vista increased by 4,611 people (16.6 percent or 1.6 percent per year). However, since 2010, the Santa Barbara unincorporated estimated population had actually increased by 2,114 persons. In contrast, County’s population increased by 6.1 percent between 2010 and 2020, or less than one percent per year. Demographics for the District are based on an age characteristics report prepared by SBCAG in 2017, which identified the largest age group represented in Isla Vista as 20 to 34 age group at 59 percent. Approximately 3 percent of the population was in the 35 to 54 years age group and 0 percent in the 55 and older group. Approximately 36 percent of the residents were under the age of 19. According to the 2010 U.S. Census, approximately 56.9 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic group in Isla Vista, comprised 24.1 percent of the total population. Projected Growth and Development The County of Santa Barbara’s General Plan serves as the vision for long-term land use, development and growth, and provides the vision within the Isla Vista Planning Area. The County’s General Plan was adopted in 2016, although the Housing Element is updated every 8 years in accordance with state regulations and spans the 2015-2023 planning period. In March 2016, the Board of Supervisors considered but did not approve the Isla Vista Master Plan (IVMP) update. The Board of Supervisors adopted the IVMP in 2007 and submitted the IVMP to the Coastal Commission for certification. The Coastal Commission reviewed the IVMP and determined that some modifications were necessary before it could certify the plan. . 146 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: E. ISLA VISTA COMMUNITY SERVICES DISTRICT The current County of Santa Barbara Housing Element (2015-2023) identifies an estimated growth rate of less than 1 percent within the surrounding unincorporated Isla Vista areas. The land inventory includes 22 underutilized sites in Isla Vista. Approximately half are zoned Retail Commercial (C-2) and half are zoned High- or Medium-Density Student Residential (SR-H, SR- M) under the CZO. The County’s General Plan covers the Isla Vista area. The following population projections within the City are based on the Department of Finance Table E4 estimate and SBCAG regional forecast. Table E-1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Isla Vista 23,096 26,517 27,707 30,453 31,200 County 423,895 441,963 451,840 507,564 520,011 * Assumes trend-based land use capacity within the City. SBCAG regional forecast model. ** DOF Table E4 projections. The Isla Vista area represents about 6 percent of the total County population. Disadvantaged Unincorporated Communities Senate Bill (SB) 244 of 2011 requires LAFCO to identify and consider disadvantaged unincorporated communities (DUCs) when preparing MSRs and Sphere updates for Cities and Special Districts that provide sewer, water, or structural fire protection services. A DUC is defined by the Water Code as one in which the median annual household income (MHI) is 80 percent of the statewide average. Incorporated communities are also defined as disadvantaged when the MHI falls below 80 percent. In 2020, the statewide MHI was $80,440, 80 percent of that is $64,352. The MHI for Isla Vista was $25,675 in 2020, which qualifies the community as a disadvantaged community. In addition, review of the State DAC Mapping Tool and CalEnviroScreen 4.0 was used to verify disadvantaged status with other applications of the definition. CalEnviroScreen is a screening tool used to help identify communities disproportionately burdened by multiple sources of pollution and with population characteristics that make them more sensitive to pollution. The County prepared an update to its Integrated Regional Water Management Plan in 2019. This was in part for the purposes of grants for the Central Coast Funding Area for which disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. In some cases, the Isla Vista Community Services District’s Sphere of Influence qualified under the definition of disadvantaged community for the present and probable need for public facilities and services within the areas and contiguous to the Sphere of Influence as a disadvantaged community. LAFCO of Santa Barbara County 147 CHAPTER THREE: E. ISLA VISTA COMMUNITY SERVICES DISTRICT SERVICES Overview The District’s staff consists of the General Manager, District Counsel, Assistant General Manager – Administrative (on leave), Assistant General Manager – Community Programs (vacant), Community Engagement Director, Compost Collective Program Manager, eight composting workers, and three interns. This totals to 4 full time positions, 1 part time, and 11 part time temporary employees; along with District Counsel on contract. Managing, operating, and programming the Community Center and Community Room, represents the largest service area of expenditures for the District. The District is rehiring staff to program events and schedule reservations in both spaces. The District operates the Survivor Resource Center with Standing Together to End Sexual Assault in the backroom to the District Office. The District funds a community garden open to the entire community in partnership with the United University Methodist Church and UCSB Edible Campus Program. The District recently absorbed an existing service/organization to now provide a door-to-door compost collection service to households. The compost collective operates in partnership with IVRPD, the United University Methodist Church, St. Michael’s Church, and Associated Students. In 2020-2021 this program is partially funded by a grant from the ASUCSB Isla Vista Community Relations Committee. The District has ongoing plans to host a community festival during Spring in order to reduce over policing, provide residents with a safe and fun environment, and support the local business community. The District operates a rental housing mediation program using an attorney on contract to resolve conflicts between tenants or tenants/landlords. The District has a contract with the UC Police Department to provide a dedicated detective in Isla Vista to investigate interpersonal violence crimes, including sexual assault, domestic violence, and stalking, and perform community outreach to prevent such crimes. The District has a contract with the UC Police Department to provide a three Isla Vista Safety Stations with unarmed CSOs on Friday/Saturday nights. 148 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: E. ISLA VISTA COMMUNITY SERVICES DISTRICT The District is currently undergoing a Parking Study & Community Mobility Plan under a grant from the California Air Resources Board. The District currently has a partnership with the United Way of Northern Santa Barbara County to operate Isla Vista Beautiful. The program is charged with abating graffiti, trash pickup in gutters and sidewalks, monitoring out or dim street lights, and identifying other issues in the community. Isla Vista Community Services District Formation, Revenues, Attributes, Types of Service, and Resources Attributes District Area (est. square miles) 0.468 Population (2020 estimated) 15,000 Assessed Valuation (FY 21-22) $1,233,839,287 None (Utilizes County Number of Stations Station) Dispatch Co Sheriff ISO Public Protection Classification: N/A Within 5 miles of a Station and with a Credible Source of Water Without a Credible Source of Water N/A Regular Financial Audits Every Year Average Annual Revenue Per Capita (FY 19-20) $80 Average Portion of County 1% Property Tax Received N/A Ending General Fund Balance (June 2020) $1,072,436 Change in General Fund Balance (from June 2018 to June 2020) 94% Total Fund Balance/Annual Revenue Total (FY 19-20) 88% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing 2020 DOF Data; Assessed Valuation and Portion of County Property Tax Received are from County of Santa Barbara Auditor-Controller’s Office; Fund Balance Information from District Audit; Other information from District. NOTE: The CFPD, which provides fire protection and emergency medical services to the District, covers approximately 2.480 square miles and has a population of 186,500. The County Sheriff Office and University Police Department provide law enforcement and emergency medical services. LAFCO of Santa Barbara County 149 CHAPTER THREE: E. ISLA VISTA COMMUNITY SERVICES DISTRICT Types of Services Fire - Technical Rescue - Basic Life Support (EMT) - Advanced Life Support (Paramedic) - Ambulance - Crime investigation X Isla Vista Community Services District Formation, Revenues, Attributes, Types of Service, and Resources Station Address Acquired/Built Condition Size 65 block of Trigo Rd, Isla Vista 2008 Good Unk sqft Foot Patrol station UCPD, Public Safety Bldg 574, Unk Unk Unk UCSB Isla Vista Safety Stations, Little Unk Unk Unk Acorn Park, 901 El Embarcadero Rd., and Window to the Sea, between 6685 & 6693 Del Playa Dr. Isla Vista Co Station 17- UCSB, Mesa Rd, 1968 Fair 8,000 sqft Bldg. 547, Santa Barbara The Isla Vista Foot Patrol is a unique station in that Sheriff’s deputies and the University of California Santa Barbara (UCSB) police officers patrol the area on foot or bicycle. Approximately 24,000 people live in the larger Census Designated Area. The IVFP station was built on land leased by the university. The Sheriff’s office and UCSB police have built a mutually beneficial relationship to service the area from the same station. The community relationship is strong and there are proactive meetings and interactions with the community. The IV Foot Patrol building is relatively new, well designed, clean, and well maintained. The location is central to the area serving Isla Vista and the UCSB campus. Under normal operating conditions staffing is adequate. However, when large unsanctioned community events take place, such as Halloween and Deltopia gatherings, hundreds of extra officers from outside the area are called in to provide security. Creative modifications to normal operating practices have been developed to deal with the large number of intoxicated individuals and arrests. A portable booking station is set up in the IVFP parking lot and a Sheriff’s van is used 150 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: E. ISLA VISTA COMMUNITY SERVICES DISTRICT to transfer arrestees to the Main Jail. Usually, detainees are held for less than two hours before being transferred. Apparatus Two Type I Engines Engines Ambulance Two Paramedic Ambulance Two Water Rescue Jet Ski Utility 4x4 Ford F-150 Utility Vehicle Patrol Motorcycle Patrol Squad Patrol Vehicle (K9) An additional Type I Engine and Ambulance are auxiliary located at this station. Total Staffing Personnel Per 1,000 population Full time patrol 78 + 3.25 Temporary patrol 0 - Student CSO 70 2.5 Non-safety regular 5 0.18 Isla Vista CSD does not provide staffing but rather assists in funding for policing programs in coordination with the County Sheriff and University Police. The UCPD has a total of 103 permanent employees and 38 sworn and 70 student CSO’s. The Sheriff’s Office has a pool of approximately 40 employees that patrol the Isla Vista area totaling estimated 28,464 staff hours. Staffing Experience/Tenure Years in Industry Year w/ District Full time patrol N/A N/A Temporary patrol - - Student CSO N/A N/A Non-safety regular N/A N/A The Isla Vista Community Services District is protected by the County Sheriff’s Department and University Police Department which utilizes their own station, apparatus, and staffing. LAFCO of Santa Barbara County 1 51 CHAPTER THREE: E. ISLA VISTA COMMUNITY SERVICES DISTRICT Isla Vista Community Services District Formation, Revenues, Attributes, Types of Service, and Resources Isla Vista CSD Total Calls for Service -Isla Vista CSD 3500 3000 2500 s 2000 lla C la t 1500o T 1000 500 0 CY 2017 CY 2018 CY 2019 CY 2020 UCSB Sheriff Safety Station Source: County Fire Department & UCSB Data. Note: The above information includes all calls for service received by the Sheriff’s Department for services within Isla Vista and UCSB Police for services on campus. Note: The above information includes all calls for service received by the Sheriff and UCSB Police Department for services within both the CSD and the UCSB. The Sheriff’s Office report it has experienced an Isla Vista Snapshot: FY2016 to FY2020 approximate forty-three percent decrease in total Change in incident reports -43.8% annual incident reports between 2016-2020. This - Avg. Calls / 1,000 residents 171 produces a relatively moderate five-year average of 171 Change in Total Crimes -1% incidents for every 1,000 residents compared to the - Avg. Crimes / 1,000 residents 24.7 Avg. Clearance Rate 10.4% other local law enforcement agencies. Actual reported Incident to Crimes Ratio 6.9 crimes have also decreased by 43% during the same period with the five-year average resulting in 24.7 reported crimes for every 1,000 residents. The relationship between service calls and reported crimes results in a five-year average of one reported crime for every 6.9 service calls in unincorporated Isla Vista area. 152 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: E. ISLA VISTA COMMUNITY SERVICES DISTRICT A summary of service demands on unincorporated Sheriff services between 2016-2020 follows. Trends in Reported Crimes Approximately 94% of reported crimes in Isla Vista between 2016-2020 are classified as non- violent and involve either property or simple assault offenses. Property offenses account for over four-fifths of the total of non-violent crimes with the largest portion associated with larceny/theft followed by burglaries.Non-violent crimes overall have decreased in the period by 75%. Trends in Violent Crimes Violent crimes continue to represent a relatively small portion of the overall offense totals (twelve percent) despite increasing on campus by 21% between 2016-2019. Aggravated assault offenses constitute 7.2% of all violent crimes during this period. Homicide rates in Isla Vista have been zero during the period. Trends in Clearance Rates Clearance rates overall have fluctuated between 2016-2020 from a low of 7.3% to a high of 12.5% in terms of reported crimes resulting in an arrest or determined to be unfounded. The average overall clearance rate is 10.5%. The clearance rate for violent crimes averages 38.4%, which is the lowest among all local law enforcement agencies. Jurisdictional Comparisons: Reported Crimes Sheriffs reported a five-year average between 2016-2020 for violent crimes and property crimes total 47 and 324, respectively. These amounts are lower than the respective national averages of 49 violent crimes and 499 property crimes for similarly sized jurisdictional agencies as measured by population during the period. Jurisdictional Comparisons: Clearance Rates Sheriffs reported a five-year average between 2016-2020 for clearing violent crimes and property crimes are 38% and 6%, respectively. These clearance rates are both lower than the national averages of 53% and 21% for similarly sized jurisdictional agencies as measured by population during the period. LAFCO of Santa Barbara County 1 53 CHAPTER THREE: E. ISLA VISTA COMMUNITY SERVICES DISTRICT Sheriff Service for Isla Vista Characteristics: Incident Reports and Crime Totals Category 2015 2016 2017 2018 2019 2020 Average Trend Incident Reports 3,108 2,965 2,306 2,296 2,160 2,567 Total Reported Crimes 552 433 326 236 310 371.4 -1% Violent Crimes 74 52 35 36 38 47 -57% Homicide 0 0 0 0 0 0.0 0% Rape 19 10 7 8 12 11.2 -58% Robbery 14 10 6 8 6 8.8 -130% Assault Crimes 41 32 22 20 20 27 -10.5% Property Crimes 478 381 291 200 272 324.4 -75.7% Burglary 195 160 129 52 50 117.2 -290% Motor Theft 0 1 0 0 0 0.2 -25% Larceny Theft 281 219 160 146 222 205.6 -26.5% Arson 2 1 2 2 0 1.4 -4% Total Clearances 69 32 38 27 30 39.2 -130% Violent Crimes 26 13 15 17 16 17.4 -62% Homicide 0 0 0 0 0 0.0 0% Rape 5 0 1 1 3 2 -66% Robbery 3 4 4 4 1 3.2 -200% Assault Crimes 18 9 10 12 12 12.2 -50% Property Crimes 43 19 23 10 14 21.8 -207% Burglary 20 7 8 2 4 8.2 -400% Motor Theft 0 0 0 0 0 0.0 0% Larceny-Theft 23 12 15 8 10 13.6 -130% Arson 0 0 0 0 0 0.0 +0% Clearances to Crimes % 12.5 7.3 11.6 11.4 9.6 10.48 -30% Violent Crimes 35 25 43 47 42 38.4 +16.6% Assault Crimes 44 28 45 60 60 47.4 +26.6% Property Crimes 9 5 8 5 5 6.4 -80% The comparison against national averages involves law enforcement agencies with service populations ranging between 10,000 and 24,999. Note: Crime data includes UCPD, Foot Patrol, and Isla Vista Designated Census Place. Crimes & Clearances for 2015 were not available. 154 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: E. ISLA VISTA COMMUNITY SERVICES DISTRICT FINANCES The District prepares an annual budget and financial statement, which includes details for each of its government activities funds. District Revenues 2018-2019 2019-2020 Amount % of Total Amount % of Total Utility user taxes $777,007 78.2% $940,088 77.8% Interest $5,046 0.5% $12,741 1.1% UCSB contribution $198,334 20.1% $191,000 15.8% Other Revenue (grants) $0 0% $43,787 3.6% Charges for services $10,365 1.0% $15,061 1.2% Unrealized gain on $2,288 0.2% $5,441 0.5% investments Revenue total $993,040 100.0% $1,208,150 100.0% Fiscal Indicators Select fiscal indicators are shown graphically below. Over the past three fiscal years, the District’s expenditures have increased in line with its revenues. The increase in expenditures was primarily due to increased spending in programs. The District’s reserve balances have sufficient funds to absorb relatively small revenue imbalances. The line graph below shows the current financial trend in millions. These indicators provide a measurement of the agency’s financial condition over time. Fiscal Trends-Isla Vista CSD 1.4 1.2 1 sn o 0.8 illiM n 0.6 i tn u o 0.4 m A 0.2 0 2017-18 2018-19 2019-20 Revenue Expenditure Reserve LAFCO of Santa Barbara County 155 CHAPTER THREE: E. ISLA VISTA COMMUNITY SERVICES DISTRICT ISLA VISTA CSD Utility User Tax This indicator is important for fire and related services as they 1 are heavily reliant upon utility user tax revenues. District approved a Utility User's Tax of 8% on water, gas, garbage, sn sewage, and electricity services. This indicator can potentially 0.8o illiM depict the stability of an agency's revenue base. n 0.6i tn u o m 0.4A 0.2 0 N/A N/A 2017-18 2018-19 2019-20 A Service Obligation ratio of one or more indicates if Service Obligation revenues were sufficient to pay for operations. It is calculated by operating revenues divided by operating expenditures. 2.5 Fiscal Operating Operating 2 Year Revenues Expenditures Ratio 1.5 2015 $ Not Formed $ Not Formed 2016 $ Not Formed $ Not Formed 1 2017 $ No Revenue $No Expenditure 0.5 2018 $ 147,868 $ 90,088 1.6 0 2019 $ 993,040 $ 475,058 2.1 N/A N/A 2017 2018 2019 2020 2020 $ 1,208,150 $ 711,476 1.7 Long-Term Debt Liabilities The two charts below identify the funding status and asset coverage of the long-term liabilities, pension plans, and program expenditures. Long Term Liabilities 2017 2018 2019 2020 Trend Funded ratio (plan assets as a % of plan liabilities) 0% 0% 74% 73% Liability, compensated absences (liabilities) $ 0 $ 0 $ 4,038 $ 5,452 Post-Employment Benefits (Pension - OPEB) Funded ratio (plan assets as a % of plan liabilities) 0% 2018 is the first year of reporting Net liability, OPEB (plan liabilities - plan assets) $ 0 The net expenditures amounts are essentially funded liabilities of the agency. The figure below shows the combined amount expended by the agency on programs and operating liabilities. Agency assets (cash and investments) and Net position shown. Program Expenditures -Liabilities 0.8 PW/Graffitti )la tip 0 0 0 . . . 2 4 6 tn u o m A Public Sa C f o e m t O y m G pe e u r n n a e i t t r i y o a n l s a c n a h t re h to ( ste ssA y se itilib a iL te N % a sa 0 cn e g N/A N/A 2017 2018 2019 2020 A 2015 2016 2017 2018 2019 2020 Agency Assets (cash & investments) $ N ot Formed $ N ot Formed $0 $65,551 $522,118 $1,055,539 Net Position $ Not Formed $ Not Formed $0 $149,736 $665,346 $1,169,606 156 FINAL 2021 FIRE, LAW ENFOR CEMENT, S AFETY & CR IME, AND E MS SERVIC E REVIEW & SPHERE UPDATE CHAPTER THREE: E. ISLA VISTA COMMUNITY SERVICES DISTRICT Pension Obligations and Payments The District does not have any future pension costs. The District is considering adding a 457(b) plan as an added retirement benefit for employees. The plan would include 9% contribution of salary matched to 3% by employee for the 457(b) plan. OPEB Obligations and Payments The District currently finances benefits on a pay-as-you-go basis. The District contributes up to $1,032.41 per month on behalf of each active full-time employee and $629 per month on behalf of each active part-time employee for medical benefits. No benefits are offered post-employment. Asset Maintenance and Repair The District does not have extensive maintenance or capital improvements that need addressing. Capital Improvements The IVCSD matched $50,000 to a $200,000 CDBG grant through the County of Santa Barbara for upgrades to the Isla Vista Community Center at 976 Embarcadero Del Mar. These include: (a) Outdoor patio shade structure/trellis; (b) Outdoor lighting improvements; and (c)Bilingual signage clearly identifying the building. Long-term Liabilities and Debts The Districts long-term liability activity only includes compensated absences. The balance as of June 30, 2020 was $5,452. Opportunities for Shared Facilities The IVCSD does not currently share facilities or services with other agencies, nor have any opportunities to do so have been identified by staff or in the preparation of this report. Although, there may be some arrangements for providing community services in the future. ORGANIZATION Governance Isla Vista Community Services District’s governance authority is established under the Community Services District Law Act of 2006 (“principal act”) and codified under Government Code Sections 61250. This principal act – the 61000 law was a rewrite of the 1955 law, which was enacted in a collaborative effort by the Senate Local Government Committee– empowers Isla Vista CSD to provide a wide range of municipal services upon approval by LAFCO. As of date, Isla Vista CSD is authorized to provide municipal services that can be funded by the initial utility user LAFCO of Santa Barbara County 1 57 CHAPTER THREE: E. ISLA VISTA COMMUNITY SERVICES DISTRICT tax approved by the voters on June 5, 2018. These class of functions currently are police protection services, parking, mediation, abate graffiti, community facilities, and street beautification (which shall only supplement the level of service already provided by County or CSA 31) and shall not provide any work owned by another public agency unless given written consent. At this time, all other powers and any associated class functions enumerated under the principal act are only being studied for possible inclusion such as area planning commission and municipal advisory council. The District may still investigate and discuss how and what powers might be considered and how they might function within the district operations in the future. Similarly, should it ever seek to divest itself of directly providing an active service or class function therein, Isla Vista CSD would also need to seek LAFCO approval. A list comparing active and latent powers follows. Active Service Powers Latent Service Powers Police Protection Solid Waste -Sidewalks/Lighting/Trees Composting -Abate Graffiti Parking -Community Facilities Planning Commission/Municipal Advisory -Mediation Program Zoning Code/Building Enforcement Governance of Isla Vista CSD is independently provided through its seven-member Board of Directors with four members elected at-large to staggered four-year terms, and one member elected at-large to serve a two-year term. UCSB and County both appoint the remaining two members. The Board of Supervisors appointment is for a two-year term and the Chancellor of University of California, Santa Barbara for a term of four years. Isla Vista CSD holds meetings as needed and as part of regular meetings on the 2nd and 4th Tuesdays of every month at 6:00 pm in the Isla Vista Community Room, located at 970 Embarcadero Del Mar, Isla Vista. A current listing of Board of Directors along with respective backgrounds follows. Isla Vista Community Services District | Current Governing Board Roster Member Position Background Years on District Spencer Brandt President Communications/Media 4 Catherine Flaherty Vice President Student 6 mos. Robert Geis Director Former SB County 4 Auditor-Controller Ethan Bertrand Director Government 4 Jay Freeman Director Software Developer 4 Marcos Aguilar Director Library Professional 6 mos. Kirsten Deshler Director Government Relations 6 mos. 158 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: E. ISLA VISTA COMMUNITY SERVICES DISTRICT Website Transparency The table, below, is not an exhaustive inventory of website criteria required under current law. Rather, it identifies key components, required by the Government Code and/or recommended by the California Special Districts Association and other organizations, for websites to enhance transparency and accountability. Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in advance on their websites. Government Code Section 6253 requires that agencies post content most requested by constituents and most often requested via Public Record Act requests. Because of the difficulty for LAFCO staff to verify this information, these criteria are not included in the website checklist. However, agencies should address these criteria to comply with current website requirements. Isla Vista CSD District Website Checklist website accessed 6/9/21 https://islavistacsd.ca.gov/ Required Yes No Government Code Agency maintains a website with current contact §53087.8 information? (required for independent Special Districts by 1/1/2020) X Government Code Agency has created an Enterprise System Catalog and X §6270.5 posted it to website? Government Code Agency has current agenda posted to website §54954.2 homepage and is accessible through a prominent, X direct link? Government Code Agency’s website provides information on compensation of §53908 elected officials, officers and employees or has link to State X Controller’s Government Compensation website? The following criteria are recommended for agency websites by a number of governance associations and organizations. Yes No Description of services? X Service area map? X Board meeting schedule? X Budgets (past 3 years)? X Audits (past 3 years)? X List of elected officials and terms of office? X List of key agency staff with contact information? X Meeting agendas/minutes (last six months)? X Notes: Isla Vista CSD is an independent board-governed district. Refer to www.islavistacsd.ca.gov for the required checklist items. LAFCO of Santa Barbara County 1 59 CHAPTER THREE: E. ISLA VISTA COMMUNITY SERVICES DISTRICT Survey Results The IVCSD has set up a link for the community to leave input and feedback on policing and public safety. Members of the public can fill out the survey by going to: https//forms.gle/xKuwLdUTPZytGHdx6. The Isla Vista Community Services District seeks public input on public safety and policing in Isla Vista. The information is used to improve their own public safety services, follow up on real- time issues, discover what potential new services are needed, and summarized to share with the public, law enforcement, county, and university officials. The list of survey questions were provided in the survey with a sample of responses given from community. How can we make the Isla Vista community a safer place for all? • Create alternatives to police for poverty and party crimes. create a transformative justice center based upon victim-center accountability processes. • Work to help the homeless here, don’t harass them. WEAR A MASK. More mental health professionals available for emergencies! Health professionals should be sent to calls. • Disarm IVFP. Disarm UCPD. condemn and acknowledge incidences of SA and sexual harassment from UCPD, including the former police chief. Show full transparency with the student body. • Have counselors come with officers. Also, create a civilian oversite review board. • Invest in alternatives to policing and community police efforts; enable IVCSD to engage in community policing efforts by removing barriers thereto. What have your interactions with law enforcement in Isla Vista been like? • IVFP are some of the worst cops around. They know their target population isn’t organized and can’t protest systemic abuse of power. • Officers have always been friendly and helpful. I am so impressed with the officers who are trying to keep our community safe. I am only frustrated when they are unable to handle the campers and vans that do not move on and stay parked in the same place for weeks. • I have seen officers work with students to quiet down parties (pre-covid) and they were friendly and really listened to the students. We have a good set of officers on the foot patrol. • Entirely negative and scary. • Excellent. IVFP is outstanding--we have our own police station. We have the fastest service in all of Santa Barbara County. • Pretty great except for riot nights. How can law enforcement in Isla Vista be improved? • Create more mental health services, make the cops wear masks. • I would like to see routine patrols at night in my neighborhood (the R-1 section of Isla Vista) and to have the officers keep people from putting up tents under the trees and camp there. • Defund and abolish the police, period. • Stop patrols, and make IVPD an entity that exclusively responds to calls for assistance and files police reports. What are instances of racial injustice that you have experienced or witnessed in Isla Vista? • Police ran black business owner of bike shop out of town. Harassment and profiling of Latinx youth. 160 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: E. ISLA VISTA COMMUNITY SERVICES DISTRICT • Many, many non-black (primarily white) residents using racial slurs. i’ve also heard homophobic slurs being shouted. • None in the 35 years I have lived here. • SBSO officers do not find appropriate communication with victims who do not speak English as a first language, dismiss their concerns and cause more harm than the crime. • White residents are free to congregate during a pandemic, party with underage drinking, and litter on the streets and beach. What are the top public safety issues right now in Isla Vista and how can they best be addressed? • Sexual assault. Abolish frats! Create transformative justice center. • covid violations. put structured and real consequences for these violations (tickets, fines, actually enforced quarantining after exposure) • 1. Human waste in our parks, streets, and bushes from car-campers and van-campers. Last week my recycle containers were full of trash from unknown sources (I live at the end of the block on Camino Majorca across from the Eucalyptus trees that are home to many car and van campers) so I put on gloves to remove the trash and put it in my real trash container but I left the used condoms on the bottom of the container...unbelievable. • Litter from residents' properties--mainly from makeshift tables--containing wood slivers, rusty nails and metal being littered on the sidewalks and buried in the sand on the beaches. Have you used or see the IVCSD Safety Stations on DP and Little Acorn Park? If so, how can they be improved to better serve the community? • Make CSOs autonomous from control by UCPD! • Make this more approachable to students. Most students on a night out don’t want to approach a tent that they feel may have a police presence or connection. • Yes, but I’ve never used them. • Yes, these stations are very helpful and keep people safe. • Establishing regulations toward littering and enforcing them. The IVCSD currently provides funding for a specialized detective from UCPD to investigate interpersonal violence crimes like sexual assault and stalking in Isla Vista and work proactively to educate the community on these crimes. How can our detective better serve the community in investigating and preventing these crimes? • First, they will be employed by UCPD anyway. Make them pay for it. Second, make this a community position autonomous from control by UCPD. • Work with more mental health professionals in the community. • Don’t know because I’ve never heard of this. • I think it is good that CARE is open to exploring reporting options other than reporting directly to a police officer w a police report because many students feel uncomfortable doing so. we have to ensure there are ways of moving forward with an investigation/no contact order that do not necessarily involve UCPD. • Would love the IVCSD to fund a parking enforcement officer. We use to have one and she was great! Not sure what happened, but now, even with signs that prohibit overnight camping of Sprinter Vans, Campers, and Bus-type vehicles, we still get them staying in Isla Vista. This is a huge problem. • The UCPD detective for IV has been amazing to work with, timely in taking reports and very compassionate to survivors. However there needs to be more support for this role so that the cases are not backlogged for 3months in initial report. The work with the UCPD detective has been sensitive, caring, and supportive in their role. If SBSO would work more collaboratively with this LAFCO of Santa Barbara County 161 CHAPTER THREE: E. ISLA VISTA COMMUNITY SERVICES DISTRICT detective their impact would be greater and much more effective in achieving justice for IV survivors. Do you have any public safety, law enforcement, or other related experiences to share? Please fill in below, no requirement to fill out the entire survey, but we welcome anything you would want to share. • Yes... IVFP out here harassing folks in their vehicles. This is a risk to public safety, unnecessary, and criminalizes poverty. • The law enforcement in Isla vista sucks and needs serious fundamental changes. The only times I ever see law enforcement is when they are hassling students for minor “issues”. They spend too much time chasing half-drunk college kids instead of working to help the vulnerable residents in our community. In addition, too much of our tax money is wasted on over policing, especially during days like Halloween. • The cops make everyone more nervous and feel less safe. my students often tell me they are warned to do things that are unsafe (e.g. continue walking home instead of sitting on the sidewalk while intoxicated) to avoid drawing the attention of the police. the police also often enter people's property without warrants and without being invited by residents. • I have called IVPD on more than one occasion to report large gatherings of underage drinking and littering on IV beaches, but I am told by dispatch that they will not send anyone. The table below includes a list of questions asked of area residents to assess if satisfactory fire services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. Isla Vista Community Services District Questionnaire, Revenues, Types of Service, and Resources Isla Vista Community Services District | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of fire, 1 2 - police, EMS services? 2. Overall, are adequate staffing and equipment 1 2 - provided with the level of fire, police, EMS service? 3. Do you feel an adequate level of funding is 2 1 - provided given the level of service? 4. Personnel arrived in a timely manner and were 1 1 1 professional? 5. Personnel was knowledgeable, answer 1 1 1 questions, and were informative? A total of 3 responses by the community and 0 responses by staff answered the survey questions. The community rated 40% satisfactory and 47% unsatisfactory, with 13% undecided. Additional Comments were provided. 162 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE F. City of Buellton Address: 107 West Highway 246, Buellton, CA 93427 P.O. Box 1819, Buellton, CA 93427 Phone: 805/686‐0137 Fax: 805/686‐0086 Email: scott@Cityofbuellton.com City Manager: Scott Wolfe SUMMARY The City of Buellton represents the rural Santa Ynez valley. The City’s boundaries cover a total of 1.6 square miles and include an estimated 5,464 residents. The City contracts with County Sheriff’s Office to provide law enforcement services within City boundaries. The City provides its revenues of approximately $2,364,720 per year to the County in compensation for these services. The City is within the Santa Barbara CFPD which provides fire protection services. This relationship allows rural residents to receive the services of public safety. The City receives financial support at a rate of approximately $1,387 per resident and maintains a fund balance to meet future needs. The City has financial procedures in place to ensure the preparation of timely agency audits. The County Fire Department maintains a Standard of Coverage adequate within the City limits. The City boundaries and Sphere of Influence are the same and no plans to expand this area are being discussed. BACKGROUND The City of Buellton was incorporated on February 1, 1992. The City operates pursuant to the general laws codified under Government Code Sections 34000. The City is adjacent to the Santa Ynez River in central Santa Barbara County. It is at the confluence of State Highway 101 and 246. The City is governed by a five-member City council whose members are elected at large. It has a City manager form of government and is a full-service City providing most essential City services. The City of Buellton overlaps the County of Santa Barbara Fire Protection District, Santa Ynez River WCD, Cachuma RCD, and the Oak Hill Cemetery District. LAFCO of Santa Barbara County 163 CHAPTER THR EE: F. CITY OF BUELLTON 164 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. CITY OF BUELLTON OPERATIONS The City of Buellton contracts with the Santa Barbara County Sheriff's Department for law enforcement services within the City including patrol, criminal investigations, traffic safety and accident investigations, crime prevention and crime suppression. The primary purpose of the organization is to protect life and property. The Santa Barbara County Fire Department provides staffing at County Fire Station 31 in Buellton. The City subsidizes staffing at County Fire Station 31 through funding for a full‐time Firefighter/Paramedic position in order to meet National Fire Protection Association minimum staffing standards and the California Occupational Safety and Health Association's "2‐in/2‐out" requirement. The City employs approximately 20 full-time employees and 1 contract employee that manages the following professional and technical municipal services: Road Maintenance and Transportation Planning, Bikeways, Pedestrian & Transit, Stormwater Management, Flood Control, Water Supply, Conservation & Groundwater Management, Sewer/Wastewater, Engineering, Solid Waste, Planning, Land Use & Economic Development, Building & Safety, Recreation & Parks, Administration and Finance. OPPORTUNITIES & CHALLENGES The City has shown resourcefulness in providing services. The City has worked closely with their neighboring City of Solvang to combat crime and continues to forge relationships to improve service and reduce costs. The City is underway preparing an update to their 2005 General Plan’s Land Use and Circulation Element. This update will allow the City to identify any challenges and possible opportunities to ensure the delivery of City services are in an efficient and effective manner. Like many smaller California municipalities, the City can struggle with shortages in revenue to meet general fund related needs. The geographic proximity and socioeconomic similarities with Solvang may be a viable opportunity to share and/or combine resources in delivering law enforcement services within their respective jurisdictions. The City has created and shown a serious commitment toward implementing sustainability practices through Green Scene. This is information and resources for residents and business community members in Buellton to provide leadership in environmental sustainability. The information helps promote Citywide resource conservation and efficiency by identifying and gathering various Green standards and incentives that may be offered and are available to the community. LAFCO of Santa Barbara County 165 CHAPTER THREE: F. CITY OF BUELLTON Governance Structure Options The City of Buellton contract for police and fire services with the County. The City may desire to consider alternative options for one or both of these services. These steps could include: • The two neighboring local agencies should explore the feasibilities of forming a joint- powers authority with one another; • The County should carefully measure its administrative pass-through costs tied to providing contracted law enforcement to Buellton and Solvang to help ensure these arrangements maintain value to the agencies going forward in providing sufficient cost- certainty; • The County could consider the merits of re-establishing County Service Area 32 creating a benefit zones and foster more direct relationships between providing elevated services and recovering elevated costs within specific communities; • Lastly, a Community Services District could be formed for the purposes of law enforcement services that encompasses the neighboring Cities. LAFCO staff sees value in local agencies collaborating and exploring opportunities to improve delivery of municipal services. It is still unknown whether it is feasible for the County or another local service provider to assume responsibilities within this area. Therefore, LAFCO staff recommends that the City continue to discuss partnerships with the County and other neighboring agencies. If an agreement is made, in which all affected parties agree in the service responsibilities, a change of organization may be considered at that point. Regional Collaboration The Buellton branch of the California Highway Patrol (CHP) has a force of 18 officers, three sergeants, and one lieutenant. The primary responsibility of the CHP is traffic control and accident investigation along U.S. Highway 101. The CHP and Sheriff's Department have reciprocal agreements to assist in cases of emergencies. Emergency response times range from 10 to 15 minutes. The City of Goleta took over direct management of the Goleta Valley Library Branch on July 1, 2018. With the success of that, the City is now also managing the libraries in the Santa Ynez Valley as of July 1, 2019. The Buellton Library is located at 140 West Highway 246 in Buellton. The Library also offers the Bookshelf program in partnership with the service organization Las Aletas for patrons unable to visit the library due to a temporary or permanent medical condition. You may request specific material or have Las Aletas volunteers choose material based on your interests. During COVID 19, library card holders of the Goleta Valley, Solvang, and Buellton libraries could pick up their hold requests and return borrowed items to the book drops at their local library. 166 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. CITY OF BUELLTON Citizens of Buellton can also utilize Santa Ynez Valley Transit (SYVT) curb-to-curb service for seniors over sixty (60+) and ADA-certified patrons (regardless of age) within 3/4 of a mile of the SYVT fixed route. Other fixed route trips can get you places on the Express Route or Los Olivos Loop. Dial-A-Ride service is available Monday through Saturday 6:30 a.m. to 7:00 p.m. and Sunday from 8:30 a.m. to 12:30 p.m. and 1:00 p.m. to 4:00 p.m. Call (805) 688-5452. Another regional transit service includes the Breeze Bus which is a commuter service between Santa Maria, Vandenberg AFB, Lompoc, Los Alamos, Buellton, and Solvang that operates Monday through Friday. The City collaborates with the County’s Resource Recovery and Waste Management Division for providing regional solid waste management services. Health Sanitation Services provides weekly garbage collection and disposal. Waste is initially taken to the Santa Ynez Valley Recycling and Transfer Station. Unrecyclable solid waste from the City of Buellton is ultimately disposed at Tajiguas Sanitary Landfill, located in the City of Goleta. SPHERE OF INFLUENCE & BOUNDARIES The City of Buellton has no Sphere of Influence beyond City boundaries. The City’s SOI is considered coterminous. The City did not request expansion to their Sphere of Influence. No significant projects have been identified that would require City services at this time. Subsequent municipal service review reports will continue to monitor the City’s need to expand their Sphere of Influence. On November 4, 2008, the citizens of Buellton adopted an Urban Growth Boundary (UGB) that is co-terminus with the City limits. The UGB requires that all annexations and all extensions of public services outside the City limits go to a vote of the people within the City of Buellton. Exceptions are included for affordable housing projects and other housing related projects that are the subject of State mandates that cannot be accommodated within the City limits. The UGB is in place until 2025. In 2007, the City conducted a SOI Baseline Conditions Report to identify a long-range program for the location, phasing, nature of the City’s growth, and to determine appropriate land uses and policies for areas within a potential SOI expansion area. The selection of areas for study in that report did not presuppose the expansion of the SOI to any particular area. The report was intended to inform the selection of alternative land use scenarios by identifying areas within the SOI study area that contain environmental, planning, or public facilities constraints. The City has not taken any actions since that baseline report was prepared to expand their Sphere of Influence. A map of the City’s Sphere of Influence and boundaries can be seen at the beginning of this profile. LAFCO of Santa Barbara County 167 CHAPTER THREE: F. CITY OF BUELLTON BOUNDARIES Jurisdictional Boundary The City’s existing boundary spans approximately 1.6 square City of Buellton’s jurisdictional miles in size and covers 1,025 acres (parcels and public rights-of- boundary spans 1.6 square miles with 99.0% being incorporated and ways) in one contiguous area. Nearly all of the jurisdictional under the land use authority of the service boundary, approximately 99.0%, is incorporated and City. under the land use authority of the City. The remaining portion of served land approximately 1.0% of the total is unincorporated and under the land use authority of the County of Santa Barbara. Overall, there are 3,729 registered voters within the jurisdictional boundary. City of Buellton | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters City of Buellton 837 99.0% 2,168 3,729 OASA – N&G Invest 18.46 0.9% 1 0 (unknown) OASA – Zaca Creek 2.86 0.1% 1 0 (099-600-042) Totals 858.32 100.0% 2,168 3,729 City of Buellton | Boundary Breakdown By Land Use Authority Total % of Total Total Number of Land Use Authority Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters City of Buellton 837 99.0% 2,168 3,729 Co of Santa Barbara 21.32 1.0% 2 0 Totals 858.32 100.0% 2,168 3,729 Total assessed value (land and structure) is set at $1.0 billion as of April, 2021, and translates to a per acre value ratio of $1.2 million. The former amount further represents a per capita value of $187,657 based on the estimated service population of 5,464. City of Buellton receives $1,600,000 in annual property tax revenue generated within its jurisdictional boundary and operates as an enterprise for other services. The jurisdictional boundary is currently divided into 2,168 legal More than four-fifths of the parcels and spans 837 acres the remaining jurisdictional acreage jurisdictional boundary is under consists of public right-of-ways. Close to 88% of the parcel acreage private ownership, and of this amount approximately 90% has is under private ownership with 90% already developed and/or been developed. improved to date, albeit not necessarily at the highest density as allowed under zoning. The remainder of private acreage is entirely undeveloped and consists of 50 vacant parcels that collectively total 113 acres. The jurisdictional boundary does not qualify as a disadvantaged unincorporated community. 168 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. CITY OF BUELLTON City of Buellton Incorporation, Revenues, Attributes, Types of Service, and Resources City Incorporation and Duties Incorporation Date 1992 General Law pursuant to Article XI of the Legal Authority California Constitution, Sections 34000 et seq. A five-member City Council elected at-large. By district Mayor & Council Members starting in 2022. Agency Duties Road Maintenance and Transportation Planning, Bikeways, Pedestrian & Transit, Stormwater Management, Flood Control, Water Supply, Conservation & Groundwater Management, Sewer/Wastewater, Engineering, Solid Waste, Planning, Land Use & Economic Development, Building & Safety, Recreation & Parks, Administration and Finance. The City of Buellton contracts for Fire Protection and Police services through the County. POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2010 population of Buellton to be 4,828. Santa Barbara County Association of Governments prepared a Regional Growth Forecast for 2050 in 2019. That report used a conservative trend-base allocation methodology estimating the City of Buellton population as 5,500 by 2020. Between 2010 and 2020, the population of Buellton increased by 636 people (11.6 percent; or about 1.1 percent per year). There are approximately 2,081 households within the City. In contrast, the County’s population increased by 6.1 percent between 2010 and 2020. Demographics for the City are based on an age characteristics report prepared by SBCAG in 2017, which identified the largest age group represented in Buellton as 35 to 54 age range group at 31 percent. Approximately 17 percent of the population was in the 20 to 34 years age group and 26 percent in the 55 and older range. Approximately 28 percent of the residents were under the age of 19. According to the 2010 U.S. Census, approximately 81 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic group in Buellton, comprised 30.1 percent of the total population. LAFCO of Santa Barbara County 169 CHAPTER THREE: F. CITY OF BUELLTON Projected Growth and Development The City of Buellton General Plan serves as the City’s vision for long-term land use, development and growth, and provides the City’s vision within its Planning Area. The City’s General Plan was adopted in 2008, although the Housing Element is updated every 8 years in accordance with state regulations and spans the 2015-2023 planning period. The City is currently underway with a General Plan/Circulation Element update with the intent to complete over the next year. The current City of Buellton Housing Element (2015-2023) identifies an estimated growth rate of 1.3 percent within the City. The County’s Housing Element, covering the same period, estimates less than one percent growth in the surrounding unincorporated areas. The following population projections within the City are based on the Department of Finance Table E4 estimate and SBCAG regional forecast. Table F-1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Buellton 4,828 4,965 5,464 7,088 7,403 County 423,895 441,963 451,840 507,564 520,011 * Assumes trend-based land use capacity within the City. SBCAG regional forecast model. ** DOF Table E4 projections. Disadvantaged Unincorporated Communities Senate Bill (SB) 244 of 2011 requires LAFCO to identify and consider disadvantaged unincorporated communities (DUCs) when preparing MSRs and Sphere updates for Cities and Special Districts that provide sewer, water, or structural fire protection services. A DUC is defined by the Water Code as one in which the median annual household income (MHI) is 80 percent of the statewide average. Incorporated communities are also defined as disadvantaged when the MHI falls below 80 percent. In 2020, the statewide MHI was $80,440, 80 percent of that is $64,352. The MHI for Buellton was $100,549 in 2020, which does not qualify the community as a disadvantaged community. In addition, review of the State DAC Mapping Tool and CalEnviroScreen 4.0 was used to verify disadvantaged status with other applications of the definition. CalEnviroScreen is a screening tool used to help identify communities disproportionately burdened by multiple sources of pollution and with population characteristics that make them more sensitive to pollution. The County prepared an update to its Integrated Regional Water Management Plan in 2019. This was in part for the purposes of grants for the Central Coast Funding Area for which disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. In all cases, the City of Buellton’s Sphere of Influence does not qualify under the definition of disadvantaged community for the present and probable need for public facilities and services nor in the areas contiguous to the Sphere of Influence as a disadvantaged community. 170 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. CITY OF BUELLTON SERVICES Overview The City of Buellton contracts for Fire Protection through the Santa Barbara County Fire Protection District (Station 31), and Police services through the County Sheriff’s office. Through an agreement, the City revenues are transferred to the County for these services. The County-City contract for law enforcement services is under evaluation and is expected to be renewed, after the current contract’s expiration on June 30, 2023. The contract with the County of Santa Barbara's Fire Department is one full-time salary for a Firefighter/Paramedic position in order to meet National Fire Protection Association minimum staffing standards and the California Occupational Safety and Health Association's "2‐in/2‐out" requirement. For Sheriff services it includes 8,760 hours purchased and cost of the Motor Deputy. All other services provided by the City are not the primary focus of this report and will be discussed in greater detail under the appropriate future MSR Study. City of Buellton Incorporation, Revenues, Attributes, Types of Service, and Resources Attributes City Limits (est. square miles) 1.58 Population (2020 estimated) 5,464 Assessed Valuation (FY 21-22: Includes City only) $1,025,359,179 None (Utilizes County Number of Stations Stations) Dispatch County ISO Public Protection Classification: N/A Within 5 miles of a Station and with a Credible Source of Water Without a Credible Source of Water N/A Regular Financial Audits Every Year Average Annual Revenue Per Capita $1,387 Average Portion of County 1% Property Tax Received 15¢/$1 Ending General Fund Balance (June 2020) $8,487,257 Change in General Fund Balance (from June 2015 to June 2020) 23% Total Fund Balance/Annual Revenue Total (FY 19-20) 61% Source: City area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing DOF Table E4, Assessed Valuation and Portion of County Property Tax Received are from County of Santa Barbara Auditor-Controller’s Office; Fund Balance Information from City Audit; Other information from City. NOTE: The County of Santa Barbara provides sheriff, fire protection and emergency medical services to the City. LAFCO of Santa Barbara County 171 CHAPTER THREE: F. CITY OF BUELLTON Types of Services Fire X Technical Rescue X Basic Life Support (EMT) X Advanced Life Support (Paramedic) X Ambulance - Police X City of Buellton Incorporation, Revenues, Attributes, Types of Service, and Resources Station Address Acquired/Built Condition Size Co Station 31- 168 W Hwy 246, 1965 Fair 4,656 sqft Buellton 140 W. Highway 246, Buellton Unk Unk Unk sqft Sheriff Sub Station Station 31 Station 31 sits on a large parcel with duplexes. The station is over 55 years old, with several remodels performed over the last 20 years. There is a large patio area being placed in the rear. Station is not positioned for quick response access as it sits approximately 1,000 feet off Highway 246. Due to overall age, a complete rebuild is recommended to bring the fire station up to compliance with current building codes. Short term, a security fence is also needed. There is adequate lot size to rebuild the fire station to functional size with a Battalion Chief Apparatus One Type I Engines Engines Two Type III Engine Utility One Type II Hazardous Response Trailer Utility Vehicle Response Truck Patrol Motorcycle Patrol 172 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. CITY OF BUELLTON The additional Type III Engine is an auxiliary engine located at this station by County Fire for wildland fire protection during the fire season. Total Staffing Personnel Per 1,000 population Full time fire suppression 12 2.19 Part time fire suppression 0 - Seasonal/Paid call Firefighters 0 - Sworn Staff 4 0.73 Canines 0 - Support Staff 0 - Non-safety regular 0 - Other City Staff 20 3.66 Buellton contracts with the County Sheriff and County Fire for police and fire services. The CFPD has a total of 12 permanent employees that staff Station 31 (3) Captains, (3) Engineers, (3) Firefighters, and (3) Firefighter Paramedics. There is one member from each of the positions on duty at the station at all times. Sheriff’s Office staffs (1) Lieutenant, (1) Deputy (per 12-hour shift), (1) Community Resource Deputy, (1) Detective, and (1) secretary (approximately 13 hours/week each) that patrol the Buellton area. Staffing Experience/Tenure Years in Industry Year w/ Agency Full time fire suppression N/A 12.2 Temporary fire suppression 0 Volunteer/Paid call Firefighters 0 Sworn Staff N/A N/A Canines 0 Support Staff 0 Non-safety regular 0 Other City Staff 11.9 7.1 The City of Buellton is protected by the County Fire Protection District, which utilizes its own station, apparatus, and staffing. Similarly, the City is contractually protected by the County Sheriff’s Department which also utilizes City Police Station and nearby substations. LAFCO of Santa Barbara County 173 CHAPTER THREE: F. CITY OF BUELLTON City of Buellton Total Calls for Service -City of Buellton 700 600 500 s 400 lla C la t 300 o T 200 100 0 CY 2017 CY 2018 CY 2019 CY 2020 Fire Police Source: County Department of Emergency Communications (911 System) Data. Note: The above information includes all incident reports for calls for service received within the City of Buellton. Also, this table tabulates calls referred to the agency for primary response. Additional calls are referred, and responded to, for mutual and automatic aid. Calls for Service -City of Buellton CY -2020 500 73% 450 400 350 300 250 200 150 100 8.3% 7.6% 5.7% 50 3.7% 1% 0.7% 0 Rescue Fire Public Service Haz/Mat EMS Alarms Other Calls Source: County Fire Department Data. 174 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. CITY OF BUELLTON Sheriff’s Office report it has experienced an Buellton Snapshot: FY2016 to FY2020 approximate three percent increase in total annual Change in incident reports +2.8% incident reports between 2016-2020. This produces a - Avg. Incident / 1,000 residents 105 relatively moderate five-year average of 105 incidents Change in Total Crimes -17.6% for every 1,000 residents compared to the other local - Avg. Crimes / 1,000 residents 27.9 Avg. Clearance Rate 18.3% law enforcement agencies.Actual reported crimes have Incident to Crimes Ratio 3.7 also decreased by -17.6% during the same period with the five-year average resulting in 27.9 reported crimes for every 1,000 residents. The relationship between service calls and reported crimes results in a five-year average of one reported crime for every 3.7 service calls in City of Buellton. A summary of service demands on Buellton by Sheriff services between 2015-2020 follows. Trends in Reported Crimes Approximately 55% of reported crimes in Buellton between 2015-2020 are classified as non- violent and involve either property or simple assault offenses. Property offenses account for over 95% of the total of non-violent crimes with the largest portion associated with larceny/theft followed by burglaries.Non-violent crimes overall have increased in the period by 35%. Trends in Violent Crimes Violent crimes continue to represent a relatively small portion of the overall offense totals (four percent) between 2015-2020. Aggravated assault offenses constitute 16.6% of all violent crimes during this period. Homicide rates in Buellton have remain at zero total homicides during the period. Trends in Clearance Rates Clearance rates overall have fluctuated between 2015-2020 from a low of 7% to a high of 29% in terms of reported crimes resulting in an arrest or determined to be unfounded. The average overall clearance rate is 18%. The clearance rate for violent crimes averages 59%, which is on the lower end among all local law enforcement agencies. Jurisdictional Comparisons: Reported Crimes Sheriffs reported five-year average between 2016-2020 for violent crimes and property crimes total 5 and 68, respectively. These amounts are lower than the respective national averages of 10 violent crimes and 107 property crimes for similarly sized jurisdictional agencies. Jurisdictional Comparisons: Clearance Rates Sheriffs reported five-year average between 2016-2020 for clearing violent crimes and property crimes are 57% and 9.8%, respectively. These clearance rates are similar and lower than the national averages of 57% and 20% for similarly sized jurisdictional agencies. LAF CO of Santa Barbara County 175 CHAPTER THREE: F. CITY OF BUELLTON Sheriff Service for Buellton Characteristics: Incident Reports and Crime Totals Category 2015 2016 2017 2018 2019 2020 Average Trend Incident Reports unk 589 563 513 598 606 573.8 Total Reported Crimes 116 172 164 108 114 89 152.6 -17.6% Violent Crimes 4 5 6 3 3 9 6 +55% Homicide 0 0 0 0 0 0 0.0 0% Rape 1 0 0 0 0 1 0.4 +0.2% Robbery 1 3 2 0 0 2 1.6 +16% Assault Crimes 2 2 4 3 3 6 4 +33% Property Crimes 54 81 76 51 54 80 79.2 +14.5% Burglary 15 16 14 4 15 5 13.8 -17.1% Motor Theft 0 5 7 6 8 15 8.2 -35% Larceny Theft 39 60 55 41 31 59 57 -25.8% Arson 0 0 0 0 0 1 0.2 0% Total Clearances 34 18 28 18 8 10 23.2 -325% Violent Crimes 4 1 4 1 1 4 3 -3% Homicide 0 0 0 0 0 0 0.0 0% Rape 3 1 0 0 0 0 0.8 -2.7% Robbery 0 0 1 0 0 1 0.4 +0.2% Assault Crimes 1 0 3 1 1 3 1.8 +16% Property Crimes 13 8 10 8 3 6 9.6 -300% Burglary 7 3 4 2 1 1 3.6 -600% Motor Theft 0 0 1 0 1 1 0.6 -50% Larceny-Theft 6 5 5 6 1 4 5.4 -500% Arson 0 0 0 0 0 0 0.0 +0% Clearances to Crimes % 29.3 10.5 17 16.6 7 11.2 18.32 -320% Violent Crimes 100 20 66.7 33.3 33.3 44 59.46 -200% Assault Crimes 50 0 75 33.3 33.3 50 48.32 -50.1% Property Crimes 24.1 9.9 13.2 15.7 5.6 8 15.3 -330% The comparison against national averages involves law enforcement agencies with service populations ranging less than 10,000. Crimes and Clearances for 2020 were not available from Department of Justice website. Numbers were reported by the Sheriff Office. The Sheriff’s Office reported crime rates for Buellton for 2020 versus 2019. For Buellton it is reported that 53% increase in overall crime and a 350% increase in violent crime (6 additional crimes), and 43% increase in property crime. 176 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. CITY OF BUELLTON FINANCES The City prepares an annual budget and financial statement, which includes details for each of its government and enterprise funds. The City maintains a separate enterprise fund for wastewater services, meaning that charges for services are intended to pay for the costs of providing such services. Incorporation, Revenues, Attributes, Types of Service, and Resources City Revenues 2018-2019 2019-2020 Amount % of Total Amount % of Total Property tax $1,508,895 11.3% $1,599,958 11.7% Sales & use tax $2,700,680 20.3% $2,536,781 18.5% TOT tax $3,114,194 23.4% $2,548,842 18.6% Franchise fees $260,841 2.0% $299,751 2.2% Other taxes $37,757 0.3% $48,143 0.4% Fines $19,341 0.1% $15,972 0.1% Charges for services $3,982,483 30.0% $3,937,757 28.7% Grants & contributions $1,319,391 10.0% $2,196,978 16.0% Interest $343,625 2.6% $523,061 3.8% Revenue total $13,307,341 100.0% $13,715,453 100.0% Fiscal Indicators Select fiscal indicators are shown graphically below. Over the past three fiscal years, the City’s expenditures have remained relatively consistent with its revenues decreasing slightly. The decrease in expenditures have flattened the City’s reserve. The City’s reserve balances have sufficient funds to absorb relatively small revenue imbalances. Fiscal Trends-City of Buellton 14 12 10 sn o 8 illiM n 6 i tn u o 4 m A 2 0 2017-18 2018-19 2019-20 Revenue Expenditure Reserve LAFCO of Santa Barbara County 177 CHAPTER THREE: F. CITY OF BUELLTON CITY OF BUELLTON Property, Sales, TOT Tax This indicator is important for general fund and related 100% services as they are heavily reliant upon property tax revenues. As this revenue source is relatively stable and lags about two years behind changes in market conditions, this indicator can 80% Property Tax potentially depict the stability of an agency's revenue base. sn 60% o illiM TOT Tax n 40% i tn u o m 20% A Sales Tax 0% 2015-16 2016-17 2017-18 2018-19 2019-20 A Service Obligation ratio of one or more indicates if Service Obligation revenues were sufficient to pay for operations. It is calculated by operating revenues divided by operating expenditures. 1.5 Fiscal Operating Operating Year Revenues Expenditures Ratio 1 2015 $ 9,209,613 $ 9,125,303 1.0 2016 $ 11,295,755 $ 8,628,581 1.3 0.5 2017 $ 10,850,358 $ 9,640,963 1.1 2018 $ 12,244,104 $ 9,660,768 1.3 0 2019 $ 13,307,341 $ 10,433,930 1.2 2015 2016 2017 2018 2019 2020 2020 $ 13,715,453 $ 11,510,609 1.3 Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2017 2018 2019 2020 Trend Funded ratio (plan assets as a % of plan liabilities) 74.0% 73.3% 75.2% 75.2% Net liability, pension (plan liabilities - plan assets) $ 1,844,092 $ 2,153,367 $ 2,102,906 $ 2,255,555 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of plan liabilities) Net 0% 2020 year of OPEB reporting liability, OPEB (plan liabilities - plan assets) $ 2,332,487 The net liability amounts are essentially unfunded liabilities of the agency. The figure below shows if the agency has enough assets (other than capital) to cover the liabilities. A declining trend indicates liabilities continuing to exceed agency assets. Coverage of Net Post-Employment Liabilities 20 3 )la 2.5 tip 1 1 5 0 5 tn u o m A 0 1 1 2 . . 5 5 a c n a h t re h to ( ste ssA y se itilib a iL te N % a sa 0 0 cn e g 2015 2016 2017 2018 2019 2020 A 2015 2016 2017 2018 2019 2020 Agency Assets (other than capital) $1 8,955,465 $ 12,180,755 $13,219,096 $15,342,937 $18,584,036 $17,270,589 Net Liabilities (pension & OPEB) $2,402,989 $2,539,172 $3,104,614 $3,862,931 $4,016,642 $4,588,042 178 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. CITY OF BUELLTON Pension Obligations and Payments The City maintains sufficient liquidity to ensure its ability to meet short-term obligations, while also providing for long-term needs of the City. The City should adopt a policy to commit excess revenues on an annual basis to reduce pension liabilities going forward. The result could be a substantial future pension cost savings. Based on the FY 2020-21 budget, approximately $276,840 is projected to be available for potential accelerated pension funding in FY 2021-22. The City is projecting relatively significant pension cost increases over the next several years, including a roughly 15% cost for Water and Wastewater allocations. The General Fund’s liability is 70% of the total cost of $156,312, exclusive of any accelerated pension funding the City may opt to make through a budget amendment. OPEB Obligations and Payments The City currently finances benefits on a pay-as-you-go basis. The City has deferred contribution annually in excess of 100% of its actuarially determined annual required contribution to current and future retirees of the City. Typically, the General Fund has been used in the past to liquidate the net OPEB obligation. The City contributes up to $800 per month on behalf of each active employee and covered dependents. The employee is responsible for the excess if any of the total PEMHCA premium is over $800 per month. The City offers the same medical plans to its retirees as to its active employees, with the general exception that upon reaching age 65 and becoming eligible for Medicare, the retiree must join one of the Medicare Supplement coverages offered under PEMHCA. The City's contribution on behalf of retirees is the same as for active employees ‐ 100% of PEMHCA premium for retiree and covered dependents, but not to exceed $800 per month. Benefits continue for the lifetime of the retiree with survivor benefits extended to surviving spouses. Membership of the plan consisted of nine retirees currently receiving benefits. The City pays a 0.27% of premium administrative fee on behalf of employees and retirees. Public Safety Funding The City budget includes contracting services for Sheriff services and Fire Protection from County Fire Dept. Fund #501. In FY 2019/2020, the City’s actual budget expense was $2,204,361 and increased that to $2,364,720 for FY 2020/2021. The following chart shows a six-year trend. The graph on the next page shows the current financial trend in millions. This indicator provides a measurement of the agency’s expenditure over time. LAFCO of Santa Barbara County 179 CHAPTER THREE: F. CITY OF BUELLTON Public Safety-Expenditure 2.5 21.5 )se 1.5 2 sn o illiM Sheriff Sheriff 21% Sheriff 20% Sheriff Sheriff Sheriff 2 2 2 0 1 0.5 civ re s y te fa s cilb u stso c g n ita re p 0.5 1 n i tn u o m A Fir 1 e 9% Fire Fire Fir 1 e 9% Fire 19% Fir 1 e 9% 1 1 1 9 8 9 . . 5 5 p ( e ru tid n e p xE y cn e g o lla re v o % a sa A 0 18 2015 2016 2017 2018 2019 2020 Asset Maintenance and Repair The City budget includes Maintenance and Repair Fund #60250. In FY 2019-20, the City budgeted $4,500 and decreased that to $4,000 for FY 2020/2021. Projects included maintenance to the Buellton Rec Office and the Zone. Other routine storm drain cleaning is budgeted $20,000 annually. The City has also established a maintenance and repair budget for various park and building facilities which include Village Park ($5,100), Golf Course building and roof repairs ($20,000), Oak Park repairs to playground equipment, restroom, picnic area ($10,200), Paws Park (includes grant contribution $18,000) for total of $20,400, River View Park cost for sidewalk, plants, restrooms, buildings, playground equipment ($55,000), and Botanic Gardens (grant contribution $16,000). Capital Improvements The City has a capital improvement plan (CIP), which is updated regularly and identifies and prioritizes system improvements and costs. The key components of the Capital Improvement Program for 2019‐24 includes large investments to upgrade Water and Wastewater Treatment facilities and infrastructure upgrades such as streets and sidewalks, and the construction of the Avenue of Flags Median 2 parking lot. In total, the City’s 2019‐20 CIP budget was about $5.2 Million. These capital improvements along with future identified improvements will be considered in further detail under the pertinent MSR study. No capital improvements were identified related to fire and police services. Long-term Liabilities and Debts The City of Buellton, at the end of the current and previous fiscal year, had no long‐term debt outstanding. The City has no general obligation or revenue bonds. On October 18, 2016, the City entered into a capital lease agreement with Coastal Copy, Inc. The lease proceeds were used to purchase two copiers for City Hall. The amount of the lease was 180 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. CITY OF BUELLTON $16,359. On July 14, 2017, the City entered into a capital lease agreement with Avaya Financial Services. The lease proceeds were used to purchase the Avaya IP500 City phone system. The amount of the lease was $21,400 and the agreement was for 60 months at 0% interest. Opportunities for Shared Facilities The City does not currently share facilities but does share services with the County for building permit review and issuance and building inspection services. No other opportunities to do so have been identified by staff in the preparation of this report. Due to relative distance between the City and other communities, opportunities for shared facilities are limited. It is unlikely that a proposal would be feasible in the near future. Although, there are some arrangements for providing community services such as library, with other local agencies. ORGANIZATION Governance City of Buellton’s governance authority is established under general law for Cities codified under Government Code Section 34000. Cities are authorized to provide all municipal services. A five- member City Council, elected at-large, governs the City of Buellton. Every two years, the citizens elect a Mayor for a period of two years. There is no limit on the number of times a candidate can run for re-election to the City Council. In 2019, the City voted in favor of election system by districts. The City’s declared its intention to transition from at-large elections to district-based elections pursuant to California Elections Code Section 10010 starting in 2022 election. The City operates under the Council-Manager form of government, which means that the City Council appoints a City manager who is responsible to oversee the daily operations of the City. The City Council provides policy direction to the City Manager who works with the City’s administration team and the citizens to implement the direction of the Council. Additionally, the City Council appoints a City Attorney to represent and advise the City Council on legal matters and appoints a five-member Planning Commission. The City employs approximately 20 full-time employees and 1 contract employee that manage the following professional and technical municipal services: Road Maintenance and Transportation Planning, Bikeways, Pedestrian & Transit, Stormwater Management, Flood Control, Water Supply, Conservation & Groundwater Management, Sewer/Wastewater, Engineering, Solid Waste, Planning, Land Use & Economic Development, Building & Safety, Recreation & Parks, Administration and Finance. The City of Buellton contracts for Fire Protection through the Santa Barbara County Fire Protection District (Station 31), and Police services through the County Sheriff’s office. City of Buellton holds meetings every 2nd and 4th Thursday of each month at 6:00 pm in the Council Chambers, 140 West Highway 246, Buellton. A current listing of City Council along with respective backgrounds follows. LAFCO of Santa Barbara County 181 CHAPTER THREE: F. CITY OF BUELLTON City of Buellton| Current Governing Council Roster Member Position Background Years on District Holly Sierra Mayor Retired Postmaster 13 John Sanchez Vice Mayor Retired City 3 Employee Ed Andrisek Council Member Retired 15 Businessman David King Council Member Retired CHP 10 Officer Elysia Lewis Council Member Finance Officer 1 Website Transparency The table, below, is not an exhaustive inventory of website criteria required under current law. Rather, it identifies key components, required by the Government Code and/or recommended by the California Special Districts Association and other organizations, for websites to enhance transparency and accountability. Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in advance on their websites. Government Code Section 6253 requires that agencies post content most requested by constituents and most often requested via Public Record Act requests. Because of the difficulty for LAFCO staff to verify this information, these criteria are not included in the website checklist. However, agencies should address these criteria to comply with current website requirements. City of Buellton Website Checklist website accessed 6/9/21 https://Cityofbuellton.com Required Yes No Government Code Agency maintains a website with current contact §53087.8 information? (required for independent Special Districts by 1/1/2020) X Government Code Agency has created an Enterprise System Catalog and X §6270.5 posted it to website? Government Code Agency has current agenda posted to website §54954.2 homepage and is accessible through a prominent, X direct link? Government Code Agency’s website provides information on compensation of §53908 elected officials, officers and X employees or has link to State Controller’s Government Compensation website? 182 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. CITY OF BUELLTON The following criteria are recommended for agency websites by a number of governance associations and organizations. Yes No Description of services? X Service area map? X Board meeting schedule? X Budgets (past 3 years)? X Audits (past 3 years)? X List of elected officials and terms of office? X List of key agency staff with contact information? X Meeting agendas/minutes (last six months)? X Notes: Buellton is a Council-governed agency it overlays. Refer to www.Cityofbuellton.com for the required checklist items. Survey Results The table below includes a list of questions asked of area residents to assess if satisfactory fire services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. City of Buellton Questionnaire, Revenues, Types of Service, and Resources City of Buellton | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of fire, - - 1 police, EMS services? 2. Overall, are adequate staffing and equipment - - 1 provided with the level of fire, police, EMS service? 3. Do you feel an adequate level of funding is - - 1 provided given the level of service? 4. Personnel arrived in a timely manner and were - - 1 professional? 5. Personnel was knowledgeable, answer 1 - - questions, and were informative? A total of 1 response by the community and 0 responses by staff answered the survey questions. The community rated 20% satisfactory and 0% unsatisfactory, with 80% undecided. Additional Comments were provided. LAFCO of Santa Barbara County 183 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 184 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE G. City of Carpinteria Administrative Office: 5775 Carpinteria Avenue, Carpinteria, CA 93013 Phone: 805/684-5405 Fax: 805/684-5304 Email: daved@ci.carpinteria.ca.us Website: www.carpinteria.ca.us City Manager: Dave Durflinger Fire Chief: Greg Fish, Carpinteria/Summerland Fire Protection District SUMMARY The City of Carpinteria represents the southern coastal area within the County. The City’s incorporated area includes 2.6 square miles of land area and 4.7 square miles of tidelands area for a total of 7.3 square miles, and include an estimated 13,335 residents. The City contracts with County Sheriff’s Office to provide law enforcement services within City boundaries. The City provides its revenues of approximately $4,582,326 per year to the County in compensation for these services. The City’s revenues are supported at a rate of approximately $1,299 per resident and maintains a fund balance to meet future needs. The City has financial procedures in place to ensure the preparation of timely agency audits consistent with state laws, the requirements of revenue sources, and best practices. The Carpinteria/Summerland Fire District maintains an ISO Public Protection Classification of 4 within City limits. The City boundaries and Sphere of Influence are largely coterminous. BACKGROUND The City of Carpinteria was incorporated on September 28, 1965. The City operates pursuant to the general laws codified under Government Code Sections 34000. The City is located in southern Santa Barbara County on both sides of Highway 101. It extends from Highway 150 (Rincon Road) near the Ventura County border on the east to just past Cravens Lane on the west. It extends from the ocean to, in some places, Foothill Road. The City is governed by a five-member City council whose members are elected at large. It operates under a council-city manager form of government providing direct City services. The Carpinteria Valley Water District provides water services, Carpinteria Sanitary District provides wastewater collection and treatment. Carpinteria/Summerland Fire Protection District provides fire services. The City of Carpinteria also overlaps the Cachuma RCD, Santa Barbara Mosquito and Vector Control District, Santa Barbara Metropolitan Transit District, County Service Areas 11 (Carpinteria Valley) and 32 (Law Enforcement) and the Carpinteria Cemetery District. LAFCO of Santa Barbara County 185 CHAPTER THREE: G. CITY OF CARPINTERIA 186 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: G. CITY OF CARPINTERIA OPERATIONS The City of Carpinteria contracts with the Santa Barbara County Sheriff's Department for law enforcement services within the City including patrol, criminal investigations, traffic safety and accident investigations, crime prevention and crime suppression. The primary purpose of the organization is to protect life and property. The Carpinteria/Summerland Fire Protection District provides fire protection services. A greater discussion of these services and operation can be found under the CSFPD Profile. The City employs approximately 39 full-time employees and 45 employees that manage the following professional and technical municipal services: Road Maintenance and Transportation Planning, Stormwater Management, Street Lighting. Engineering, Solid Waste, Planning, Land Use & Economic Development, Building & Safety, Parks, Recreation & Facilities, Administration and Finance. OPPORTUNITIES & CHALLENGES The City has shown resourcefulness in providing services. The City has worked closely with their neighboring Cities of Santa Barbara and Goleta to combat crime and continues to forge intergovernmental relationships as part of its efforts to meet local service needs and expectations. The City is underway with preparing an update to its General Plan and Local Coastal Plan. This update will allow the City to identify any challenges and possible opportunities to ensure the delivery of City services are in an efficient and effective manner. Like many smaller California municipalities, the City can struggle with shortages in revenue to meet general fund related needs. The geographic proximity and socioeconomic similarities with other Santa Barbara local governments may be a viable opportunity to share and/or combine resources in delivering law enforcement services within their respective jurisdictions. The seasonal summer tourists pose a challenge which the City and County Sheriff’s Department will need to face and find solutions for the expected increases during the tourist growth. Governance Structure Options The City of Carpinteria contract for police services with the County. The City may desire to consider alternative options for these services. These steps could include: • The two neighboring local agencies should explore the feasibilities of forming a joint- powers authority with one another; • The County should carefully measure its administrative pass-through costs tied to providing contracted law enforcement to Carpinteria, to help ensure these arrangements maintain value to the agencies going forward in providing sufficient cost-certainty; LAFCO of Santa Barbara County 187 CHAPTER THREE: G. CITY OF CARPINTERIA • The County could consider the merits of re-establishing County Service Area 32 creating a benefit zones and foster more direct relationships between providing elevated services and recovering elevated costs within specific communities; and • Lastly, a Community Services District could be formed for the purposes of law enforcement services that encompasses the neighboring Cities. LAFCO staff sees value in local agencies collaborating and exploring opportunities to improve delivery of municipal services. It is still unknown whether it is feasible for the County or another local service provider to assume responsibilities within this area. Therefore, LAFCO staff recommends that the City continue to discuss partnerships with the County and other neighboring agencies. If an agreement is made, in which all affected parties agree in the service responsibilities, a change of organization may be considered at that point. Regional Collaboration Police services within the incorporated City of Carpinteria are provided by the Santa Barbara County Sheriff’s Department. Within the State Park, police protection is jointly provided by the Santa Barbara County Sheriff’s Department and State Park rangers. Ventura County Engine #25 is available to Carpinteria for first alarm calls through an automatic aid agreement. Through the South Coast Mutual Aid Response agreement, the City is also covered by the Montecito Fire Protection District which resides to the north. The Library is located at 5141 Carpinteria Avenue in Carpinteria and provides service for the City. The library is part of the County branch library system and via agreement between the County and City of Santa Barbara, is managed and operated by the Santa Barbara Central Branch Library. The City is scheduled to take over library administration and operation beginning July 1, 2022 Solid waste collection services are provided by the City through a franchise agreement with E.J. Harrison and Sons, Inc. Solid waste is then taken to the Gold Coast Transfer Station and is disposed of at the Toland Road Landfill pursuant an agreement with the Ventura Regional Sanitation District (VRSD). Toland Road landfill is operated by VRSD and is expected to reach its volume limit by 2027. SPHERE OF INFLUENCE & BOUNDARIES The City of Carpinteria’s Sphere of Influence is largely coterminous with a small area within the neighborhood around Venice Lane and Santa Monica Road totaling 18.4 acres. The City has discussed two parcels located along Bailard Avenue across from Monte Vista Park that could be added to the Sphere and annexed in the future. 188 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: G. CITY OF CARPINTERIA The City’s boundaries will be increased if the City of Carpinteria is successful in its plans to expand and annex surrounding parcels. A significant residential land use proposal is being considered that would require a sphere amendment and annexation into the Carpinteria Sanitary District first. If successful, then at some future point, the City could amend their sphere and annex the property. Discussions are currently taking place between the City, County, Special District and landowners on the appropriate order and land use approvals that still would need to take place. The Santa Monica Gardens residential neighborhood, within the City’s sphere, as well as the Bailard Avenue project, are currently being served by the Carpinteria/Summerland Fire District and County Sheriff for these services. As the Bailard Avenue project proceeds or any other proposal, the subsequent municipal service review reports will continue to highlight the City’s need to expand their Sphere of Influence in anticipation of future annexation. The State Coastal Zone established through the Coastal Act includes all of the City and the unincorporated Carpinteria Valley. The result of Coastal Act and Local Coastal Program policies aimed at preserving agricultural land as a unique coastal resource has effectively put a halt to City expansion. Where once the City may have viewed its jurisdictional boundary as flexible and capable of expanding in response to regional and local growth trends, today it is viewed as a rigid line with few exceptions, set for perpetuity as both the City limit and the limit of urbanization. The City has adopted policies that support these limits to expansion being largely surrounded by agricultural land. A map of the City’s incorporated limits, Sphere of Influence and the urban/rural limit line can be seen at the beginning of this profile and is discussed in more detail in the following section. BOUNDARIES Jurisdictional Boundary Carpinteria’s jurisdictional Carpinteria’s existing boundary spans approximately 2.6 square boundary spans 2.6 square miles with 100% being incorporated and miles in land and 4.7 square miles in tidelands. The land area under the land use authority of the includes 1,664 acres (parcels and public rights-of-ways) along the City. The Carpinteria Valley Water and Carpinteria Sanitary Districts coastline in one contiguous area with 100% of the jurisdictional also serves the surrounding area. service boundary incorporated and under the land use authority of the City. The City does not provide any out-of-agency service agreements to any property. The surrounding lands are served by the Carpinteria Valley Water and Carpinteria Sanitary Districts and are unincorporated under the land use authority of the County of Santa Barbara. Overall, there are 8,966 registered voters within the jurisdictional boundary. City of Carpinteria | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters City of Carpinteria 1,192 100.0% 5,105 8,966 Totals 1,192 100.0% 5,105 8,966 LAFCO of Santa Barbara County 189 CHAPTER THREE: G. CITY OF CARPINTERIA City of Carpinteria | Boundary Breakdown By Land Use Authority Total % of Total Total Number of Land Use Authority Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters City of Carpinteria 1,192 100.0% 5,105 8,966 Totals 1,192 100.0% 5,105 8,966 Total assessed value (land and structure) is set at $2.5 billion as of April, 2021, and translates to a per acre value ratio of $2.1 million. The former amount further represents a per capita value of $192,158 based on the estimated service population of 13,335. City of Carpinteria receives $4,686,335 in annual property tax revenue generated within its jurisdictional boundary and operates as an enterprise for other services. The jurisdictional boundary is currently divided into 5,105 legal Approximately four-fifths of the parcels and spans 1,192 acres the remaining jurisdictional acreage jurisdictional boundary is under consists of public right-of-ways. Close to 80% of the parcel acreage private ownership, and of this amount nearly 98% has been is under private ownership with 98% having already been developed. developed and/or improved to date, albeit not necessarily at the highest density as allowed under zoning. The remainder of private acreage is entirely undeveloped and consists of 65 vacant parcels that collectively total 53.6 acres with some areas not developable. The jurisdictional boundary does not qualify as a disadvantaged unincorporated community. City of Carpinteria Incorporation, Revenues, Attributes, Types of Service, and Resources City Incorporation and Duties Incorporation Date 1965 General Law pursuant to Article XI of the Legal Authority California Constitution, Sections 34000 et seq. A five-member City Council elected at-large. By district Mayor & Council Members starting in 2022. Agency Duties Road Maintenance and Transportation Planning, Parking & Lighting, Stormwater Management, Engineering, Solid Waste, Planning, Land Use, Building & Safety, Parks, Recreation & Facilities, Administration and Finance. The City of Carpinteria receives Fire Protection through the Carpinteria/Summerland Fire Protection District, and Police services through contract with the County Sheriff. 190 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: G. CITY OF CARPINTERIA POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2010 population of Carpinteria to be 13,040. Santa Barbara County Association of Governments prepared a Regional Growth Forecast for 2050 in 2019. That report used a conservative trend-base allocation methodology estimating the City of Carpinteria to be 13,900 by 2020. Between 2010 and 2020, the population of Carpinteria increased by 295 people (2.2 percent or less than 1 percent pe r year). There are approximately 5,606 households within the City. In contrast, County’s population increased by 6.1 percent between 2010 and 2020. Demographics for the City are based on an age characteristics report prepared by SBCAG in 2017, which identified the largest age group represented in Carpinteria as 35 to 54 group at 28 percent. Approximately 27 percent of the population was in the 65 or older years age group and 20 percent in the 20 to 34 years range. Approximately 25 percent of the residents were under the age of 19. According to the 2010 U.S. Census, approximately 71.7 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic group in Carpinteria, comprised 48.7 percent of the total population. Projected Growth and Development The City of Carpinteria General Plan serves as the City’s vision for long-term land use, development and growth, and provides the City’s vision within its Planning Area. The City’s General Plan was adopted in 2003, although the Housing Element is updated every 8 years in accordance with state regulations and spans the 2015-2023 planning period. The City is currently underway with a General Plan/LCP update with the intent to complete it over the next 2-years. The current City of Carpinteria Housing Element (2015-2023) identifies an estimated growth rate of 0.7 percent within the City. The County’s Housing Element, covering the same period, estimates less than one percent growth in the surrounding unincorporated Summerland areas, which faces several constraints. The following population projections within the City are based on the Department of Finance Table E4 estimate and SBCAG regional forecast. Table G-1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Carpinteria 13,044 13,557 13,335 13,825 13,893 County 423,895 441,963 451,840 507,564 520,011 * Assumes trend-based land use capacity within the City. SBCAG regional forecast model. ** DOF Table E4 projections. LAFCO of Santa Barbara County 191 CHAPTER THREE: G. CITY OF CARPINTERIA Disadvantaged Unincorporated Communities Senate Bill (SB) 244 of 2011 requires LAFCO to identify and consider disadvantaged unincorporated communities (DUCs) when preparing MSRs and Sphere updates for Cities and Special Districts that provide sewer, water, or structural fire protection services. A DUC is defined by the Water Code as one in which the median annual household income (MHI) is 80 percent of the statewide average. Incorporated communities are also defined as disadvantaged when the MHI falls below 80 percent. In 2020, the statewide MHI was $80,440, 80 percent of that is $64,352. The MHI for Carpinteria was $88,381 in 2020, which does not qualify the community as a disadvantaged community. In addition, review of the State DAC Mapping Tool and CalEnviroScreen 4.0 was used to verify disadvantaged status with other applications of the definition. CalEnviroScreen is a screening tool used to help identify communities disproportionately burdened by multiple sources of pollution and with population characteristics that make them more sensitive to pollution. The County prepared an update to its Integrated Regional Water Management Plan in 2019. This was in part for the purposes of grants for the Central Coast Funding Area for which disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. In all cases, the City of Carpinteria’s Sphere of Influence does not qualify under the definition of disadvantaged community for the present and probable need for public facilities and services nor are the areas contiguous to the Sphere of Influence qualify as a disadvantaged community. SERVICES Overview The City of Carpinteria is provided Fire Protection services through the Carpinteria-Summerland Fire Protection District (Stations 61 & 62). The City provides Police services through an agreement with the County of Santa Barbara for law enforcement services delivered by the Santa Barbara County Sheriff’s Office. The City has contracted with the County for law enforcement services since 1992. The current agreement expires June 30, 2023, and negotiations concerning a successor agreement are expected to begin in 2022. The contract with the County Sheriff’s Office includes providing two deputy service units (8,760 hours per deputy service unit). A deputy service unit provides round-the-clock patrol services and includes all supervision and support, including investigations. All other services provided by the City are not the primary focus of this report and will be discussed in greater detail under the appropriate future MSR Study. 192 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: G. CITY OF CARPINTERIA City of Carpinteria Incorporation, Revenues, Attributes, Types of Service, and Resources Attributes City Limits (est. square miles) 2.6 Population (2020 estimated) 13,335 Assessed Valuation (FY 21-22: Includes City only) $2,562,428,415 None (Utilizes CSFPD Number of Stations Station) Dispatch County (Through CSFPD) ISO Public Protection Classification: (4 in City) Within 5 miles of a Station and with a Credible Source of Water Without a Credible Source of Water 4X Regular Financial Audits Every Year Average Annual Revenue Per Capita (FY 19-20) $1,299 Average Portion of County 1% Property Tax Received 9¢/$1 Ending General Fund Balance (June 2020) $7,732,314 Change in General Fund Balance (from June 2015 to June 2020) -8.2% Total Fund Balance/Annual Revenue Total (FY 19-20) 139.2% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing DOF Table E4, Assessed Valuation and Portion of County Property Tax Received are from County of Santa Barbara Auditor-Controller’s Office; Fund Balance Information from City Audit; Other information from City. NOTE: The City of Carpinteria receives fire protection and emergency medical services from CSFPD District which covers approximately 40 square miles and has a population of 18,035. A rating of 3 indicates that the community meets the fundamental requirements for a classification better than Class 4. The Public Protection Classification Summary Report revealed 0.42 credits out of 4 for ladder service since the closest truck company is from Santa Barbara City Fire Department. A credit of 2.6 of 7 was given for inspection and flow testing of hydrants. Types of Services Fire X Technical Rescue X Basic Life Support (EMT) X Advanced Life Support (Paramedic) X Ambulance - Police (via contract) X LAFCO of Santa Barbara County 193 CHAPTER THREE: G. CITY OF CARPINTERIA City of Carpinteria Incorporation, Revenues, Attributes, Types of Service, and Resources Station Address Acquired/Built Condition Size 911 Walnut Ave, Carpinteria 1961 Fair 7,530 sqft 5775 Carpinteria Ave., Carpinteria 1999 Excellent 3,500 sqft The police facility is located in a portion of the City Hall building, which had previously been occupied by the Carpinteria City Police Department (1967-1992), and is operated as the South Coast Substation of the Santa Barbara County Sheriff’s Office, serving the City and unincorporated areas of the Carpinteria Valley, Toro Canyon, Summerland and Montecito. The Carpinteria City Hall building underwent extensive renovations in 2018/19 due to the detection of asbestos. The facility was reopened in January, 2020, and as a part of the renovations one of two holding cells was eliminated. Detainees are held at this facility only while paperwork is completed and then transported to the Main Jail. The fire station is described in greater detail under the Carpinteria/Summerland FPD profile. Apparatus Two Type I Engines Engines Two Type III Engine Utility One Type II Hazardous Response Trailer 4x4 Ford F‐250 Rescue 4x4 Ford F-150 Chevrolet Tahoe Staff/support Polaris 4x4 UTV Two Yamaha Wave runner watercraft Command Battalion Command Vehicle Unmarked Car (Decoy, Surveillance) Patrol Motorcycle Patrol Squad Patrol Vehicle (K9) The CSFPD operates two Type 1 structural engines (staffed daily) and two Type 3 engines. Squad 61 is staffed daily. The Sheriff’s Office maintains patrol cars for daily use in the City; however, motorcycle patrol, unmarked cars and other specialty law enforcement vehicles are available for use in Carpinteria. 194 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: G. CITY OF CARPINTERIA 180 Total Staffing Personnel Per 1,000 population Full time fire suppression 33 2.47 Temporary fire suppression 0 - Volunteer/Paid call Firefighters 0 - Sworn Staff 5 0.37 Canines 0 - Support Staff 0 - Non-safety regular 2 0.15 Other City Staff 39 2.9 Carpinteria contracts with the County Sheriff for police and Carpinteria/Summerland Fire District provide for fire services. The CSFPD has a total of 35 permanent employees that staff Station 61 & 62. The Sheriff’s Office has a total of 5 permanent employees that patrol the Carpinteria area. (“FTEs”) Staffing Experience/Tenure Years in Industry Year w/ Agency Full time fire suppression 17 2.0 Temporary fire suppression - - Volunteer/Paid call Firefighters - - Sworn Staff N/A N/A Canines - - Support Staff - - Non-safety regular 8 8.5 Other City Staff 39 N/A LAFCO of Santa Barbara County 195 CHAPTER THREE: G. CITY OF CARPINTERIA Calls for Service -City of Carpinteria CY -2020 1200 54.7% 1000 800 26.2% 600 400 200 6.7% 5.8% 2.3% 0% 2.3% 0.9% 1.2% 0% 0 Calls Source: CSFP Data. Note: Information is for the entire District. Sheriff’s Office report it has experienced an Carpinteria Snapshot: FY2016 to FY2020 approximate three percent increase in total annual Change in incident reports +2.8% incident reports between 2016-2020. This produces a - Avg. Calls / 1,000 residents 60.3 relatively moderate five-year average of 60.3 calls for Change in Total Crimes +15% every 1,000 residents compared to the other local law - Avg. Crimes / 1,000 residents 21.8 Avg. Clearance Rate 20.5% enforcement agencies.Actual reported crimes have also Incident to Crimes Ratio 5.7 increased by 15% during the same period with the five-year average resulting in 21.8 reported crimes for every 1,000 residents. The relationship between service calls and reported crimes results in a five-year average of one reported crime for every 5.7 service calls in unincorporated county. A summary of service demands on unincorporated Sheriff services between 2015-2020 follows. Trends in Reported Crimes Approximately 97% of reported crimes in unincorporated county between 2015-2020 are classified as non-violent and involve either property or simple assault offenses. Property offenses account for over 93% of the total of non-violent crimes with the largest portion associated with larceny/theft followed by motor theft.Non-violent crimes overall have increased in the period by 14%. 196 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: G. CITY OF CARPINTERIA Trends in Violent Crimes Violent crimes continue to represent a relatively small portion of the overall offense totals (eight percent) in Carpinteria between 2015-2020. Aggravated assault offenses constitute 6% of all violent crimes during this period. Homicide rates in Carpinteria have been low with a total of one homicide during the period, which occurred in 2019. Trends in Clearance Rates Clearance rates overall have fluctuated between 2015-2020 from a low of 14.2% to a high of 19.5% in terms of reported crimes resulting in an arrest or determined to be unfounded. The average overall clearance rate is 20.5%. The clearance rate for violent crimes averages 81%, which is on the higher end among all local law enforcement agencies. Jurisdictional Comparisons: Reported Crimes Sheriffs reported five-year average between 2015-2020 for violent crimes and property crimes total 25 and 265, respectively. These amounts are lower than the respective national averages of 49 violent crimes and 499 property crimes for similarly sized jurisdictional agencies as measured by population during the period. Jurisdictional Comparisons: Clearance Rates Sheriffs reported five-year average between 2015-2020 for clearing violent crimes and property crimes are 81% and 15%, respectively. These clearance rates are both higher and lower than the national averages of 53% and 21% for similarly sized jurisdictional agencies as measured by population during the period. LAFCO of Santa Barbara County 197 CHAPTER THREE: G. CITY OF CARPINTERIA Sheriff Service for Carpinteria Characteristics: Incident Reports and Crime Totals Category 2015 2016 2017 2018 2019 2020 Average Trend Incident Reports unk 1,701 1,682 1,694 1,618 1,615 1,662 Total Reported Crimes 220 261 317 234 166 259 291.4 +15% Violent Crimes 11 26 34 22 11 21 25 +47.6% Homicide 0 0 0 0 1 0 0.2 -0.2% Rape 0 1 5 0 0 1 1.4 +28% Robbery 2 8 10 2 3 4 5.8 +50% Assault Crimes 9 16 19 20 7 16 17.4 +43.7% Property Crimes 206 235 282 212 155 236 265.2 +12.7% Burglary 45 50 58 36 19 25 46.6 -80% Motor Theft 14 13 29 28 20 26 26 +46.1% Larceny Theft 147 172 195 148 116 183 192.2 +19.6% Arson 3 0 1 0 0 2 1.2 -50% Total Clearances 40 51 48 39 32 37 49.4 -8% Violent Crimes 6 23 16 15 11 10 16.2 +40% Homicide 0 0 0 0 1 0 0.2 -0.2% Rape 0 2 0 0 0 0 0.4 -9% Robbery 2 8 5 1 3 3 4.4 +33% Assault Crimes 4 13 11 14 7 7 11.2 +42.8% Property Crimes 33 28 31 24 21 26 32.6 -26.9% Burglary 6 5 11 3 6 1 6.4 -500% Motor Theft 1 2 0 3 0 5 2.2 +80% Larceny-Theft 26 21 20 18 15 19 23.8 -36.8% Arson 1 0 1 0 0 1 0.6 -66% Clearances to Crimes % 18.1 19.5 15.1 16.6 19.2 14.2 20.54 -27.4% Violent Crimes 54.5 88.5 47.1 68.2 100 48 81.26 -13.5% Assault Crimes 44.4 81.3 57.9 70 100 44 79.52 0% Property Crimes 16 11.9 11 11.3 13.5 11 14.94 -45% The comparison against national averages involves law enforcement agencies with service populations ranging between 10,000 and 24,999. The Sheriff’s Office reported crime rates for Carpinteria for 2020 versus 2019. For Carpinteria it is reported that 65% increase in overall crime, a 91% increase in violent crime (10 additional crimes), and 43% increase in property crime. 198 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: G. CITY OF CARPINTERIA FINANCES The City prepares an annual budget and financial statement, which includes details for each of its government and capital improvement funds. The City maintains a separate Measure A fund for local transit, street and right-of-way maintenance and improvements and street related services. This means that revenues from county wide sales tax on motor vehicle fuel approved by the voters of the County are intended to pay for the costs of providing such services. Incorporation, Revenues, Attributes, Types of Service, and Resources City Revenues 2018-2019 2019-2020 Amount % of Total Amount % of Total Property tax $4,298,673 26.3% $4,686,335 21.3% Sales tax $2,564,179 15.6% $4,714,243 21.5% TOT tax $2,635,754 16.1% $2,023,128 9.2% Franchise fees $612,013 3.7% $757,307 3.5% Other revenue $1,830,342 11.2% $4,442,528 20.2% Fines & Forfeits $67,292 0.4% $75,501 0.3% Charges for services $1,432,520 8.8% $1,216,121 5.5% Grants & contributions $2,633,943 16.1% $3,424,354 15.6% Use of Money $296,110 1.8% $627,348 2.9% Revenue total $16,370,826 100.0% $21,966,865 100.0% Fiscal Indicators Select fiscal indicators are shown graphically on the next page. Over the past three fiscal years, the City’s expenditures have decreased in comparison to its revenues. The increase in revenue was primarily due to the measure on local sales and use transaction tax and insurance reimbursement for City Hall. The City’s reserve balances have sufficient funds to absorb relatively small revenue imbalances. The line graph below shows the current financial trend in millions. These indicators provide a measurement of the agency’s financial condition over time. LAFCO of Santa Barbara County 199 CHAPTER THREE: G. CITY OF CARPINTERIA Fiscal Trends-City of Carpinteria 25 20 sn 15 o illiM n 10 i tn u o m A 5 0 2017-18 2018-19 2019-20 Revenue Expenditure Reserve CITY OF CARPINTERIA Property, Sales, TOT Tax This indicator is important for general fund and related 100% services as they are heavily reliant upon property tax revenues. As this revenue source is relatively stable and lags about two years behind changes in market conditions, this indicator can 80% Property Tax sn potentially depict the stability of an agency's revenue base. o 60% illiM n 40% TOT Tax i tn u o m 20% A Sales Tax 0% 2015-16 2016-17 2017-18 2018-19 2019-20 A Service Obligation ratio of one or more indicates if Service Obligation revenues were sufficient to pay for operations. It is calculated by operating revenues divided by operating expenditures 1.5 Fiscal Operating Operating Year Revenues Expenditures Ratio 1 2015 $ 12,812,103 $ 11,299,962 1.1 2016 $ 12,748,048 $ 12,383,606 1.0 0.5 2017 $ 13,223,323 $ 12,980,190 1.0 2018 $ 14,732,424 $ 14,547,321 1.0 0 2019 $ 16,370,826 $ 14,305,905 1.1 2015 2016 2017 2018 2019 2020 2020 $ 21,966,865 $ 15,131,622 1.4 200 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: G. CITY OF CARPINTERIA Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2017 2018 2019 2020 Trend Funded ratio (plan assets as a % of plan liabilities) 74% 73.3% 75.3% 75.2% Net liability, pension (plan liabilities - plan assets) $ 6,617,331 $ 7,595,683 $ 7,510,128 $ 8,100,834 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of plan liabilities) 0% 2020 year of OPEB reporting Net liability, OPEB (plan liabilities - plan assets) $ 1,641,483 The net liability amounts are essentially unfunded liabilities of the agency. The figure below shows if the agency has enough assets (other than capital) to cover the liabilities. A declining trend indicates liabilities continuing to exceed agency assets. Coverage of Net Post-Employment Liabilities 25 3.5 )la 1 1 2 5 0 5 0 0 1 1 2 2 3 . . . 5 5 5 tip a c n a h t re h to ( ste ssA y se itilib a iL te N % a sa 0 0 cn e g A 2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020 Agency Assets (other than capital) $16,395,005 $16,714,354 $17,725,225 $17,809,816 $20,423,058 $20,772,022 Net Liabilities (pension & OPEB) $4,660,841 $5,134,179 $6,617,331 $9,872,130 $9,009,227 $9,742,317 Pension Obligations and Payments The City participates in the CalPERS provided retirement, disability and death benefits. Retirement benefits are defined as 2.7 percent of the employees final 12 months average compensation times the employee’s years of service (2.0 percent for safety employees). The public safety plan is closed to new entrants. In 2017 the City adopted a Five-Year Financial Plan that quantified revenue shortfalls. In 2018, the City took several actions to implement the plan including creating a Revenue Policy change, establishing a Pension Trust Fund and requesting voter approval of a revenue increase. For the measurement period ending June 30, 2019 (the measurement date), the average active employee contribution rate to the PERF-C cost sharing plan ranged from 2 percent to 15.25 percent of annual pay, and the employer contribution rates ranged from 4.13 percent to 1,011.38 percent. Contributions (employer) to the plans were $ 695,301 for the fiscal year ended June 30, 2020. OPEB Obligations and Payments The City currently finances benefits on a pay-as-you-go basis. The City’s OPEB plan provides LAFCO of Santa Barbara County 201 CHAPTER THREE: G. CITY OF CARPINTERIA healthcare benefits to eligible retirees and their dependents. Benefits are provided through third party insurers, and the full cost of the benefits is provided by the Plan. This benefit provides retirees (employed on June 30, 1988) with single-coverage HMO insurance through the City’s insurance program at City expense. At June 30, 2020, the following employees were covered by the benefit terms: - Retired employees (City expense) – 4 - Retired employees – 8 - Active employees – 30 Public Safety Funding The City budget includes contracting services for Sheriff services. In FY 2019/2020, the City budgeted $3,909,800 and increased that to $4,093,000 for FY 2020/2021. Public Safety-Expenditure 4.3 Sheriff 40 )se 4.2 35 civ 3 4 . . 9 4 1 sn o illiM Sherif 3 f 3.6% 29.2% Sherif 2 f 9.6% Sherif 2 f 7.5% Sherif 2 f 6.8% 27.7% 2 3 5 0 re s y te fa s cilb u stso c g n ita re p 3 3 3 3 . . . . 5 6 7 8 n i tn u o m A Sheriff 1 1 2 0 5 0 p ( e ru tid n e p xE y cn o lla re v o % a sa 3.4 5 e g A 3.3 0 2015 2016 2017 2018 2019 2020 Asset Maintenance and Repair The City budget includes the Street Maintenance Program, Right-of-Way Maintenance Program, and Park and Public Facilities Maintenance Program. The City has followed a policy to subsidize maintenance and services with General Fund funding for many years as respective fund balances are depleted and expenses continue to outpace revenues. The Park Maintenance ($178.750), Right-of-Way Assessment District ($81,300), and Recreation Services Funds ($406.505) require increasing support totaling $666,555 in FY 2021-22. Capital Improvements The City has a Capital Improvement Program, which is updated regularly and identifies and prioritizes system improvements and costs. The program includes over $1.3 million of maintenance and upgrades throughout the City. In early 2019, the City Council established a separate Measure X Fund, which is a recent voter approved sales tax, that is at the full discretion 202 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: G. CITY OF CARPINTERIA of the City Council; however, as established, it funds only new or expanded programs, projects and services identified in the November 2018 revenue measure. The City has identified $303 million in its Capital Improvement Program to be completed over the next 20 years. These include about $33.5 million for alternative transportation, $15.6 million for general facilities, $208 million for Highway 101 interchanges and bridges, $3.1 million for parking facilities, $9.6 million for parks and recreation facilities, $20.3 million for storm drain facilities, $12.5 million for streets and thoroughfares, and $525 thousand for traffic control facilities. A list of CIP projects for FY 21-22 are listed below. Projects Budgeted or Estimated 2021 to 2022  Linden Avenue and Casitas Pass Road Interchanges and Via Real Extension Project ($15,000)  Linden Avenue Beach End Beautification & Lifeguard Tower Project ($25,000)  Bluffs Two Trail Project ($100,000)  Rincon Multi-Use Trail Project ($713,300)  Carpinteria Avenue Bridge Replacement Project ($8,000)  East Via Real Stormwater Project ($1,196,700)  Heath Ranch Park Playground Replacement Project ($190,000)  Lagunitas Park Project ($16,500)  Linden Avenue Improvements Project - Carpinteria Ave. to Overpass ($311,800)  Highway 101 Carpinteria to Santa Barbara Phase 4A Project ($50,000)  Pedestrian Crossing Safety Improvements Project ($2,100)  Community Farm Privacy Fence Project ($240,000)  Dune and Shoreline Management Plan ($120,000)  2021 Pavement Rehabilitation Project ($2,752,000)  Carpinteria Avenue and Palm Avenue Intersection Improvements Project ($262,900)  City Hall Solar Energy Generation and Storage Project ($429,250)  City Hall Campus Improvements Project - Phase 2 ($71,500)  Carpinteria Skate Park Project ($1,500,000)  Carpinteria High School/Rincon High School Crosswalk Safety Improvements Project ($262,500)  La Concha Park Project ($6,400) LAFCO of Santa Barbara County 203 CHAPTER THREE: G. CITY OF CARPINTERIA  Rincon Bluffs Park Project ($20,000)  2021 Pavement Maintenance Project ($8,500)  Creekside Parcel Acquisition ($325,000) Long-term Liabilities and Debts The City retired in FY 2018 all remaining 1993 Certificate of Participation debt and has no long- term debt outstanding at year end. Opportunities for Shared Facilities Through lease agreements with the County, the City and County cooperate concerning shared use and management of public facilities at City Hall (South Coast Substation of the Sheriff’s Office) and the Veterans Memorial Building at 941 Walnut (Public Health Clinic, Library and meeting room/event space). The City and the Santa Barbara Metropolitan Transit District (SBMTD) have an agreement concerning Shuttle Services in the City that includes permitting MTD to establish storage and charging facilities at City Hall and for SBMTD employees to park at the City Hall campus (Seaside Shuttle Services are currently suspended and the City and MTD have initiated discussions about the future of the service). The City also permits County Fire and Public Works to park agency vehicles at City Hall in order to reduce employee commuting. ORGANIZATION Governance City of Carpinteria’s governance authority is established under general law for Cities codified under Government Code Sections 34000. Cities are authorized to provide all municipal services. A five-member City Council, elected at-large, governs the City of Carpinteria. Every four years, the citizens elect Council members with overlapping terms. The Mayor and Vice-Mayor are selected by their fellow Council members and serve a period of two years. There is no limit on the number of times a candidate can run for re-election to the City Council. In 2017, the City Council initiated the process to transition the City from at-large to district elections for City Council seats (Resolution No. 5743). The City is scheduled to establish district mapping in order to hold the first election by districts at the regular municipal election of November 2022, where three of the five City Council seats will be decided. The City operates under the Council-Manager form of government, which means that the City Council appoints a City manager who is responsible to oversee the daily operations of the City. The City Council provides policy direction to the City Manager who works with the City’s administration team and the citizens to implement the direction of the Council. Additionally, the City Council appoints a City Attorney to represent and advise the City Council on legal matters 204 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: G. CITY OF CARPINTERIA and a five-member Planning Commission. The City currently maintains 39 full-time positions and 45 part time and part time seasonal positions that manage the following professional and technical municipal services: Road Maintenance and Transportation Planning, Parking & Lighting, Stormwater Management, Engineering, Solid Waste, Planning, Land Use, Building & Safety, Parks, Recreation & Facilities, Administration and Finance. The City of Carpinteria receives Fire Protection services through the Carpinteria/Summerland Fire Protection District and Police services through contract with the County of Santa Barbara. The Carpinteria Sanitary District provides sewer/wastewater services and the Carpinteria Valley Water District provides water services. City of Carpinteria City Council holds its regular meetings the 2nd and 4th Monday of each month at 5:30 pm in the Council Chambers, 5775 Carpinteria Avenue, Carpinteria. A current listing of City Council along with respective backgrounds follows. City of Carpinteria| Current Governing Council Roster Member Position Background Years on Council Wade Nomura Mayor Landscape/Design 8 Contractor Al Clark Vice Mayor Engineer 14 Gregg Carty Council Member Contractor 14 Roy Lee Council Member Small Business 2 Owner Natalia Alarcon Council Member Non-Profit Mgmt. 6 mos. Website Transparency The table, on the next page, is not an exhaustive inventory of website criteria required under current law. Rather, it identifies key components, required by the Government Code and/or recommended by the California Special Districts Association and other organizations, for websites to enhance transparency and accountability. Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in advance on their websites. Government Code Section 6253 requires that agencies post content most requested by constituents and most often requested via Public Record Act requests. Because of the difficulty for LAFCO staff to verify this information, these criteria are not included in the website checklist. However, agencies should address these criteria to comply with current website requirements. LAFCO of Santa Barbara County 205 CHAPTER THREE: G. CITY OF CARPINTERIA City of Carpinteria Website Checklist website accessed 6/9/21 https://carpinteria.gov Required Yes No Government Code Agency maintains a website with current contact §53087.8 information? (required for independent Special Districts by 1/1/2020) X Government Code Agency has created an Enterprise System Catalog and X §6270.5 posted it to website? Government Code Agency has current agenda posted to website §54954.2 homepage and is accessible through a prominent, X direct link? Government Code Agency’s website provides information on compensation of §53908 elected officials, officers and X employees or has link to State Controller’s Government Compensation website? The following criteria are recommended for agency websites by a number of governance associations and organizations. Yes No Description of services? X Service area map? X Board meeting schedule? X Budgets (past 3 years)? X Audits (past 3 years)? X List of elected officials and terms of office? X List of key agency staff with contact information? X Meeting agendas/minutes (last six months)? X Notes: Carpinteria is a Council-governed agency it overlays. Refer to www.carpinteria.gov for the required checklist items. Survey Results The table, on the next page, includes a list of questions asked of area residents to assess if satisfactory fire services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. 206 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: G. CITY OF CARPINTERIA City of Carpinteria Questionnaire, Revenues, Types of Service, and Resources City of Carpinteria | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of fire, - - - police, EMS services? 2. Overall, are adequate staffing and equipment - - - provided with the level of fire, police, EMS service? 3. Do you feel an adequate level of funding is - - - provided given the level of service? 4. Personnel arrived in a timely manner and were - - - professional? 5. Personnel was knowledgeable, answer - - - questions, and were informative? No responses were provided by the public related to City of Carpinteria at this time. LAFCO of Santa Barbara County 207 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 208 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE H. City of Goleta Agency Office: 130 Cremona Drive Suite B, Goleta, CA 93117 Phone: 805/961‐7500 Fax: 805/685‐2635 Email: mgreene@Cityofgoleta.org Website: www.Cityofgoleta.org City Manager: Michelle Greene Police Chief: Rich Brittingham SUMMARY The City’s boundaries cover a total of 7.85 square miles and include an estimated 32,339 residents. The City contracts with County Sheriff’s Office to provide law enforcement services within City boundaries. The City provides its General Fund revenues of approximately $8,607,721 for FY 21- 22 to the County in compensation for these services. The City is within the Santa Barbara CFPD which provides fire protection services. This relationship allows residents to receive the services of public safety. The City receives financial support at a rate of approximately $953 per resident and maintains a fund balance to meet future needs. The City has financial procedures in place to ensure the preparation of timely agency audits. The County Fire Department maintains a Standard of Coverage adequate within the City limits. The City boundaries and Sphere of Influence are the same and no plans to expand this area are being discussed. BACKGROUND The City of Goleta was incorporated on February 1, 2002. The City operates pursuant to the general laws codified under Government Code Sections 34000. The City is located in the Goleta Valley part of the south coast of Santa Barbara County. The City is governed by a five-member City Council. The Mayor is directly elected and services a four-year term. The remaining members are elected at large. It has a City Manager form of government and is a contract City. The City of Goleta overlaps the County of Santa Barbara Fire Protection District, Cachuma RCD, Embarcadero Municipal Improvement District, Goleta Sanitary District, Goleta Water District, Goleta West Sanitary District, Santa Barbara Mosquito and Vector Control District, Santa Barbara Metropolitan Transit District, and the Goleta Cemetery District. County Service Areas include 3 (Goleta Valley). LAFCO of Santa Barbara County 209 CHAPTER THREE: H. CITY OF GOLETA 210 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: H. CITY OF GOLETA OPERATIONS The City of Goleta contracts with the Santa Barbara County Sheriff's Department for law enforcement services within the City including patrol, criminal investigations, traffic safety and accident investigations, crime prevention and crime suppression. The primary purpose of the organization is to protect life and property. The Santa Barbara County Fire Department provides staffing at County Fire Stations 11, 12, & 14. Station 10 is underway in Goleta. The Fire Department has 35 full time equivalent personnel, with 3 firefighters on duty at all times. Response times throughout the City are typically 3 to 5 minutes. Animal Control Services are provided through Santa Barbara County Animal Services. The primary purpose of the organization is to establish and maintain a safe and healthy environment between humans and animals. Santa Barbara County Animal Services also handles issues regarding barking dog complaints. The City employs approximately 72 full-time employees and 1 contract employees that manage the following professional and technical municipal services: General Government, Economic Development, General Services, Finance, Emergency Services, Business Licensing, Street Maintenance and Transportation Planning, Bikeways, Parks and Open Space Maintenance, Capital Improvement Program, Street Lighting, Stormwater Management, Engineering, Solid Waste, Planning, Land Use, Building & Safety, Code Compliance, Sustainability, Housing, Recreation & Parks, Administration, and Library Services. OPPORTUNITIES & CHALLENGES The City has shown resourcefulness in providing services. The City has worked with the County of Santa Barbara and the City of Santa Barbara to forge relationships to improve service and reduce costs. Like many smaller California municipalities, the City can struggle with shortages in general fund revenue to meet community needs. Additionally, the City of Goleta’s primary revenue streams are also unique in comparison to most cities, due to its revenue sharing agreement, known as the Revenue Neutrality Agreement (RNA). The geographic proximity and socioeconomic similarities with Santa Barbara may be a viable opportunity to share and/or combine resources in delivering law enforcement services within their respective jurisdictions. Additional challenges include increased funding needs for pavement maintenance, facility and park maintenance, implementation of master plan documents, new programs and departments, additional personnel, capital improvement projects, retiree health care liabilities, rising pension costs, and public safety contract costs. The City’s net operating revenues will continue to be restricted under the RNA entered into with the County as part of the City’s incorporation, which requires property tax revenue and sales tax sharing in perpetuity. The City will face an ongoing LAFCO of Santa Barbara County 211 CHAPTER THREE: H. CITY OF GOLETA challenge as the City is required to rely heavily on volatile revenue sources such as transient occupancy tax. Governance Structure Options The City of Goleta contracts for police services with the County. The City may desire to consider alternative options for these services. These steps could include: • The neighboring local agencies (City of Goleta and City of Santa Barbara) should explore the feasibilities of forming a joint-powers authority with one another; • The County should carefully measure its administrative pass-through costs tied to providing contracted law enforcement to Goleta to help ensure these arrangements maintain value to the agencies going forward in providing sufficient cost-certainty; • The County could consider the merits of re-establishing County Service Area 32 creating a benefit zones and foster more direct relationships between providing elevated services and recovering elevated costs within specific communities; and • Lastly, a Community Services District could be formed for the purposes of law enforcement services that encompasses the City. LAFCO staff sees value in local agencies collaborating and exploring opportunities to improve delivery of municipal services. It is still unknown whether it is feasible for the County or another local service provider to assume responsibilities within this area. Therefore, LAFCO staff recommends that the City continue to discuss partnerships with the County and other neighboring agencies. If an agreement is made, in which all affected parties agree in the service responsibilities, a change of organization may be considered at that point. Regional Collaboration The City of Goleta took over direct management of the Goleta Valley Library Branch on July 1, 2018. With the success of that, the City is now also managing the libraries in the Santa Ynez Valley as of July 1, 2019. The City has a Memorandum of Understanding with the American Red Cross for shelter services. There are four Red Cross emergency trailers deployed throughout the City. The City collaborates with the County’s Resource Recovery and Waste Management Division for providing regional solid waste management facilities, such the Tajiguas landfill, the recently constructed ReSource Center, the South Coast Recycling and Transfer Station and the Household Hazardous Waste Center. The City contracts directly with Marborg Industries for weekly garbage and recycling collection and disposal. Waste is taken to the ReSource Center for sorting and separation of recyclables. Unrecyclable solid waste from the City is ultimately disposed at Tajiguas Sanitary Landfill, located in the City of Goleta. Residents and local businesses use the 212 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: H. CITY OF GOLETA South Coast Recycling and Transfer Station to dispose of waste o utside of normal residential and business collection service. SPHERE OF INFLUENCE & BOUNDARIES The City of Goleta has no Sphere of Influence (SOI) beyond City boundaries. The City’s SOI is considered coterminous. The City did not request expansion to their Sphere of Influence as part of this Municipal Service Review. No significant projects have been identified that would require City services at this time. Subsequent municipal service review reports will continue to monitor the City’s need to expand their Sphere of Influence. A map of the City’s Sphere of Influence and boundaries can be seen at the beginning of this profile. The City’s General Plan has identified a Goleta Planning Area that extends from the western Sphere of Influence boundary of the City of Santa Barbara in the east to the westernmost boundary of the service area of the Goleta Water District at the El Capitan area to the west. The purpose was to identify possible areas for future service delivery and boundary expansion by the City and to influence the amount and character of land use change and development in nearby areas of the Goleta Valley that may result in impacts inside the City. BOUNDARIES Jurisdictional Boundary The City’s existing boundary spans approximately 7.85 square City of Goleta’s jurisdictional miles in size and covers 5,075 acres (parcels and public rights-of- boundary spans 7.85 square miles with 100% being incorporated and ways) in one contiguous area. One hundred percent of the under the land use authority of the jurisdictional service boundary is incorporated and under the City. land use authority of the City. Overall, there are 22,441 registered voters within the jurisdictional boundary. City of Goleta | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters City of Goleta 5,075 100.0% 10,142 22,441 Totals 5,075 100.0% 10,142 22,441 City of Goleta | Boundary Breakdown By Land Use Authority Total % of Total Total Number of Land Use Authority Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters City of Goleta 5,075 100.0% 10,142 22,441 Totals 5,075 100.0% 10,142 22,441 LAFCO of Santa Barbara County 213 CHAPTER THREE: H. CITY OF GOLETA Total assessed value (land and structure) is set at $7.5 billion as of April, 2021, and translates to a per acre value ratio of $1.4 million. The gross assessed amount further represents a per capita value of $233,071 based on the estimated service population of 32,339. City of Goleta receives $8 million in annual property tax revenue for fiscal year end 2022 generated within its jurisdictional boundary and operates the general fund for services. The jurisdictional boundary is currently divided into 10,142 legal Close to three-fourths of the parcels and spans 4,032 acres the remaining jurisdictional acreage jurisdictional boundary is under totaling 1,043 acres consists of public right-of-ways. Most of the private ownership, and of this amount approximately one-half City or 82% of the parcel acreage is under private ownership with has been developed. most of which is developed and/or improved to date, albeit not necessarily at the highest density as allowed under zoning. The remainder of private acreage is entirely undeveloped and consists of 110 vacant parcels that collectively total 112 acres. The jurisdictional boundary does not qualify as a disadvantaged unincorporated community. City of Goleta Incorporation, Revenues, Attributes, Types of Service, and Resources City Incorporation and Duties Incorporation Date February 1, 2002 General Law pursuant to Article XI of the Legal Authority California Constitution, Sections 34000 et seq. Directly elected Mayor and a four-member City Council Mayor & Council Members elected at-large. Agency Duties General Government, Economic Development, General Services, Finance, Emergency Services, Business Licensing, Street Maintenance and Transportation Planning, Bikeways, Parks and Open Space Maintenance, Capital Improvement Program, Street Lighting, Stormwater Management, Engineering, Solid Waste, Planning, Land Use, Building & Safety, Code Compliance, Sustainability, Housing, Recreation & Parks, Administration, and Library Services. The City of Goleta receives Fire Protection through the Santa Barbara County Fire Protection District and Police and Animal Control services through contracts with the County. 214 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: H. CITY OF GOLETA POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2010 population of Goleta to be 29,824. Santa Barbara County Association of Governments prepared a Regional Growth Forecast for 2050 in 2019. That report used a conservative trend-base allocation methodology estimating the City of Goleta to be 32,200 by 2020. Between 2010 and 2020, the population of Goleta increased by 2,399 people (7.4 percent; or less than 1 percent per year). There are approximately 12,538 households within the City. In contrast, County’s population increased by 6.1 percent between 2010 and 2020. Demographics for the City are based on an age characteristics report prepared by SBCAG in 2017, which identified the largest age group represented in Goleta as 35 to 54 group at 28 percent. Approximately 26 percent of the population was in the 65 or older years age group and 24 percent in the 20 to 34 years range. Approximately 23 percent of the residents were under the age of 19. According to the 2010 U.S. Census, approximately 69.7 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic group in Goleta, comprised 32.9 percent of the total population. Projected Growth and Development The City of Goleta General Plan serves as the City’s vision for long-term land use, development and growth, and provides the City’s vision within its Planning Area. The City’s General Plan was adopted in 2006 that has seen twenty-one amendments since adoption. The General Plan Housing Element is updated every 8 years in accordance with state regulations and spans the 2015-2023 planning period and is under review for amendments to reflect the upcoming 2023-2023 planning period. The City added a Land Use Element policy that prohibits the change of land use designation for “Agriculture” lands which are ten acres or more without the approval of voters until 2032 which was passed by voter referendum on November 6, 2012, as Measure G2012: Goleta Heritage Farmlands Initiative. The current City of Goleta Housing Element (2015-2023) identifies growth to be managed based on the maintenance of service levels and quality of life within the City. The County’s Housing Element, covering the same period estimates less than one percent growth in the surrounding unincorporated East South Coast areas. The following population projections within the City are based on the Department of Finance Table E4 estimate and SBCAG regional forecast. LAFCO of Santa Barbara County 215 CHAPTER THREE: H. CITY OF GOLETA Table H-1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Goleta 29,888 30,846 32,223 33,912 34,588 County 423,895 441,963 451,840 507,564 520,011 * Assumes trend-based land use capacity within the City. SBCAG regional forecast model. ** DOF Table E4 projections. Disadvantaged Unincorporated Communities Senate Bill (SB) 244 of 2011 requires LAFCO to identify and consider disadvantaged unincorporated communities (DUCs) when preparing MSRs and Sphere updates for Cities and Special Districts that provide sewer, water, or structural fire protection services. A DUC is defined by the Water Code as one in which the median annual household income (MHI) is 80 percent of the statewide average. Incorporated communities are also defined as disadvantaged when the MHI falls below 80 percent. In 2020, the statewide MHI was $80,440, 80 percent of that is $64,352. The MHI for Goleta was $97,349 in 2020, which does not qualify the community as a disadvantaged community. In addition, review of the State DAC Mapping Tool and CalEnviroScreen 4.0 was used to verify disadvantaged status with other applications of the definition. CalEnviroScreen is a screening tool used to help identify communities disproportionately burdened by multiple sources of pollution and with population characteristics that make them more sensitive to pollution. The County prepared an update to its Integrated Regional Water Management Plan in 2019. This was in part for the purposes of grants for the Central Coast Funding Area for which disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. In all cases, the City of Goleta’s Sphere of Influence does not qualify under the definition of disadvantaged community for the present and probable need for public facilities and services nor are the areas contiguous to the Sphere of Influence qualify as a disadvantaged community. The area of Isla Vista towards the south does qualify as a disadvantaged community. SERVICES Overview The City of Goleta receives Fire Protection through the Santa Barbara County Fire Protection District (Station 11, 12, & 14) and Police services through an agreement with the County Sheriff office. Through an agreement the City revenues are transferred to the County for this service. The County-City agreement for law enforcement services is under evaluation and an amendment for Fiscal Year 2021/22 was approved by the City Council on July 20, 2021 and by the County Board of Supervisors on August 31, 2021 with a retroactive effective date of July 1, 2021. The existing agreement expires on June 30, 2023. In August of 2021, the City and County intend to enter into discussions regarding negotiation of a new contract law enforcement services agreement for FY 216 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: H. CITY OF GOLETA 23/24 and beyond and intend to begin negotiations no later than November 2021 for FY 22/23 Contract Costs. For Sheriff services it includes 24/7 police patrol; criminal investigation/detectives; technical services; direct support and administrative functions; emergency Dispatch; general traffic enforcement, accident investigation, and parking control; all services included within a Deputy Sherriff’s Service Unit (8,760 hours of service) of which the City pays for three Deputy Sherriff’s Service Units (26,280 hours of service total for patrol), additional “menu items” (motor traffic unit, parking enforcement officer, etc.), and all Specialized Law Enforcement Functions. The Fire Department has 35 full time equivalent personnel, with three firefighters on duty at all times. Response times throughout the City are typically 3 to 5 minutes. Fire protection for other land surrounding the City is provided by County Fire and Cal Fire. Mutual aid agreements are in place among Cal Fire, Santa Barbara County, and the US Forest Service. All other services provided by the City are not the primary focus of this report and will be discussed in greater detail under the appropriate future MSR Study. City of Goleta Incorporation, Revenues, Attributes, Types of Service, and Resources Attributes City Limits (est. square miles) 7.85 Population (2020 estimated) 32,339 Assessed Valuation (FY 21-22: Includes City only) $7,537,308,969 1 Sheriff substation at Number of Stations Camino Real Marketplace; 3 fire stations; 1 fire station under development Dispatch County ISO Public Protection Classification: N/A Within 5 miles of a Station and with a Credible Source of Water Without a Credible Source of Water N/A Regular Financial Audits Every Year Average Annual Revenue Per Capita (FY 19-20) $953 Average Portion of County 1% Property Tax Received 5¢/$1 Ending General Fund Balance (June 2020) $17.277,950 Change in General Fund Balance (from June 2015 to June 2020) 24% Total Fund Balance/Annual Revenue Total (FY 19-20) 56% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing DOF Table E4, Assessed Valuation and Portion of County Property Tax Received are from County of Santa LAFCO of Santa Barbara County 217 CHAPTER THREE: H. CITY OF GOLETA Barbara Auditor-Controller’s Office; Fund Balance Information from City Audit; Other information from City. NOTE: The City of Goleta receives fire protection and emergency medical services from the CFPD which covers approximately 2,840 square miles and has a population of 186,500. Types of Services Fire X Technical Rescue - Basic Life Support (EMT) X Advanced Life Support (Paramedic) - Ambulance - Police X City of Goleta Incorporation, Revenues, Attributes, Types of Service, and Resources Station Address Acquired/Built Condition Size Co Station 11- 6901 Frey Way, 1967 Fair 6,880 sqft Goleta Co Station 12- 5330 Calle Real, 1996 Good 5,560 sqft Goleta Co Station 14- 320 Los Carneros, 1970 Fair 3,000 sqft Goleta Co Station 10- 7952 Hollister 2023 Excellent 11,600 sqft Avenue, Goleta Sheriff sub-Station 7042 Market N/A N/A N/A Place Dr ,Goleta City Hall—130 Cremona Drive City Hall Good Approx. Additional Sheriff office space for Building 1,650 sqft Goleta motor traffic unit, parking acquired 2019 enforcement officer, and Chief of Police Station 11 A two-acre site with one fire station and two duplexes, rear of the station has a hose drying rack and parking for District personnel. Station is set up for return at the rear of the station and apparatus are able to utilize. Station needs air conditioning and security fencing. This station needs to increase in size due to current apparatus, equipment needs, and future growth. Dorm rooms and restrooms upstairs need to be reconfigured and updated to current building code. 218 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: H. CITY OF GOLETA Based on the Standards of Coverage, there could be an opportunity to sell or trade this valuable parcel for a parcel located more in the center of Goleta. Station 12 Station 12 is a newer fire station with two bays and a nice, functional layout, but needs additional parking. There are traffic issues when responding or leaving the station. entrance driveway should be widened to make the turn into the station easier. A room needs to be added for a separate Physical Fitness Room and Turnout Gear storage on the side of the station. The Station needs a new roof soon, interior paint, new flooring, and appliances, as well as new heating, ventilation, and air conditioning (HVAC) system. Station 14 An older, undersized fire station with a two-bay station that is only one bay deep. Like many of the District’s aging facilities, Station 14 has been remodeled in many areas. Overall, the station is very undersized and needs to be replaced to comply with current building codes. Station 10 Fire Station 10 will be a new fire station, approximately 11,600 square feet in size, in western Goleta on a City-owned parcel located at 7952 Hollister Avenue. Following California Coastal Commission permit approval in September, 2020, the project moved into final design and development of construction documents. The City intends to go out to bid in Spring-Summer 2022. Construction will begin in 2022 and is expected to take 14 months. Funding for this project is City Fire Facility Development Impact Fees, County Fire Facility Development Impact Fees, and other developer mitigation fees. Apparatus Four Type I Engines Engines One Type II Engines Two Type III Engine Two Aerial Ladder Truck-tiller 100’ One Type 2 urban search & rescue Utility trailer Two Water Rescue Jet Ski One inflatable Boat One Oil Spill trailer Motorcycle Patrol Marked/Unmarked Squad Patrol Vehicle (K9) An additional Type I (Station 12) & Aerial Ladder (Station 11) Engine is located at these stations by County Fire. LAFCO of Santa Barbara County 219 CHAPTER THREE: H. CITY OF GOLETA Total Staffing Personnel Per 1,000 population Full time fire suppression 35 1.08 Temporary fire suppression 0 - Volunteer/Paid call Firefighters 0 - Sworn Staff 34 1.05 Canines 0 - Support Staff 0 - Non-safety regular 0 - Other City Staff 85 2.6 Goleta contracts with the County Sheriff for police services and receives fire services from the County Fire Department via the County Fire Protection District. The CFPD has a total of 35 permanent employees that staff station 11, 12, & 14. Sheriff’s Office has a total of three Deputy Sherriff’s Service Units (providing 26,280 hours of service total for patrol), as well as additional “menu items” (motor traffic unit (four officers), one parking enforcement officer, one community resource deputy, one school resource deputy, one detective), and all Specialized Law Enforcement Functions. Staffing Experience/Tenure Years in Industry Year w/ Agency Full time fire suppression N/A 12.2 Part time fire suppression 0 - Seasonal/Paid call Firefighters 0 - Sworn Staff N/A N/A Canines 0 - Support Staff 0 - Non-safety regular 0 - Other City Staff 11.9 7.1 The City of Goleta is protected by the County Fire Protection District County Fire Department which utilizes its own station, apparatus, and staffing. Similarly, the City is contractually protected by the County Sheriff’s Department which also utilizes its own station, apparatus, and staffing. 2 20 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: H. CITY OF GOLETA City of Goleta Total Calls for Service -City of Goleta 30000 25000 20000 s 15000 lla C la t 10000 o T 5000 0 CY 2017 CY 2018 CY 2019 CY 2020 Fire Police Source: County Department of Emergency Communications (911 System) Data. Note: The above information includes all incident reports for calls for service received within the City of Goleta for services. Also, this table tabulates calls referred to the agency for primary response. Additional calls are referred, and responded to, for mutual and automatic aid. Calls for Service -City of Goleta CY -2020 2000 71.3% 1800 1600 1400 1200 1000 800 600 400 9.3% 6.9% 6.4% 200 2.7% 2.7% 0.7% 0 Rescue Fire Public Service Haz/Mat EMS Alarms Other Calls Source: County Fire Department Data. LAFCO of Santa Barbara County 221 CHAPTER THREE: H. CITY OF GOLETA Sheriff’s Office report it has experienced an Goleta Snapshot: FY2016 to FY2020 approximate ten percent decrease in total annual Change in incident reports -10% incident reports between 2016-2020. This produces a - Avg. Calls / 1,000 residents 100 relatively moderate five-year average of 100 calls for Change in Total Crimes +23.6% every 1,000 residents compared to the other local law - Avg. Crimes / 1,000 residents 19 Avg. Clearance Rate 26.3% enforcement agencies. Actual reported crimes have Incident to Crimes Ratio 5.1 increased by 24% during the same period with the five-year average resulting in 19 reported crimes for every 1,000 residents. The relationship between service calls and reported crimes results in a five-year average of one reported crime for every 5.1 service calls in Goleta. A summary of service demands on unincorporated Sheriff services between 2015-2020 follows. Trends in Reported Crimes Approximately 96% of reported crimes in unincorporated county between 2015-2020 are classified as non-violent and involve either property or simple assault offenses. Property offenses account for approximately 90% of the total of non-violent crimes with the largest portion associated with larceny/theft followed by burglaries.Non-violent crimes overall have increased in the period by 24%. Trends in Violent Crimes Violent crimes continue to represent a relatively small portion of the overall offense totals (eight percent) between 2015-2020. Aggravated assault offenses constitute 5.7% of all violent crimes during this period. Homicide rates in Goleta have been low with one total homicide during the period, which occurred in 2017. Trends in Clearance Rates Clearance rates overall have fluctuated between 2015-2020 from a low of 17.4% to a high of 28.1% in terms of reported crimes resulting in an arrest or determined to be unfounded. The average overall clearance rate is 26.3%. The clearance rate for violent crimes averages 77%, which is on the higher end among all local law enforcement agencies. Jurisdictional Comparisons: Reported Crimes Sheriff’s reported five-year average between 2015-2020 for violent crimes and property crimes total 55 and 556, respectively. These amounts are lower than the respective national averages of 126 violent crimes and 1,159 property crimes for similarly sized jurisdictional agencies as measured by population during the period. 222 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: H. CITY OF GOLETA Jurisdictional Comparisons: Clearance Rates Sheriff’s reported five-year average between 2015-2020 for clearing violent crimes and property crimes are 77% and 21%, respectively. These clearance rates are both higher than the national averages of 49% and 20% for similarly sized jurisdictional agencies as measured by population during the period. Table III/I; Sheriff Service for Goleta Characteristics: Incident Reports and Crime Totals Category 2015 2016 2017 2018 2019 2020 Average Trend Incident Reports unk 3,436 3,176 3,309 3,187 2,998 3,221.2 Total Reported Crimes 498 522 505 394 549 652 624 +23.6% Violent Crimes 47 37 51 42 40 60 55.4 +21.6% Homicide 0 0 1 0 0 0 0.2 -0.2% Rape 9 8 2 4 2 5 6 -80% Robbery 12 8 18 10 6 11 13 -9% Assault Crimes 26 21 29 28 32 44 36 +27.7% Property Crimes 449 484 451 352 509 587 566.4 +23.5% Burglary 110 92 101 75 114 91 116.6 -20.8% Motor Theft 21 25 13 13 12 52 27.2 +59.6% Larceny Theft 305 364 318 233 355 439 402.8 +30.5% Arson 2 1 3 0 0 5 2.2 +60% Total Clearances 140 123 105 95 96 116 135 -33% Violent Crimes 35 28 31 24 21 39 35.6 +10.2% Homicide 0 0 1 0 0 0 0.2 0.2% Rape 3 7 2 0 1 4 3.4 +33% Robbery 6 5 9 4 2 9 7 +33% Assault Crimes 26 16 19 20 18 26 25 -0.04% Property Crimes 104 95 72 71 75 74 98.2 -40.5% Burglary 23 18 14 24 18 13 22 -76.9% Motor Theft 7 4 9 4 5 8 7.4 +12.5% Larceny-Theft 74 73 49 43 52 50 68.2 -48% Arson 1 0 2 0 0 3 1.2 +66% Clearances to Crimes % 28.1 23.5 20.7 24.1 17.4 17.7 26.3 -58.7% Violent Crimes 74.5 75.7 60.8 57.1 52.5 65 77.12 -14.6% Assault Crimes 100 76.2 65.5 71.4 56.3 59 85.68 -69.4% Property Crimes 23.2 19.6 16 20.2 14.7 13 21.34 -78.4% The comparison against national averages involves law enforcement agencies with service populations ranging between 25,000 and 49,999. The Sheriff’s Office reported crime rates for Goleta for 2020 versus 2019. For Goleta it is reported that 11% increase in overall crime 33% increase in violent crime and 9% increase in property crime. LAFCO of Santa Barbara County 223 CHAPTER THREE: H. CITY OF GOLETA FINANCES The City prepares a two-year budget plan and annually updates and adopted the budget. The second year of the two-year budget plan is known as the mid-cycle budget. Included in the budget plan is an updated five-year forecast for the General Fund and five-year Capital Improvement Program. The City Council receives an update on revenue and expenditure activity of the adopted budget each quarter. Annual financial statements are then prepared after the cities year-end which is June 30 and undergoes an independent audit. Results of the audit, along with the audited financial statements, required supplementary information and statistical data are then presented in a document called the Comprehensive Annual Financial Report and reports on the City’s financial position on June 30. These documents, include details and financial data for each of its government activities. Revenue Neutrality Agreement. As part of the City’s incorporation process in 2002, the City of Goleta and the County of Santa Barbara entered into a Revenue Neutrality Agreement (RNA). This agreement included shared tax revenues over the first ten full fiscal years, known as the mitigation period, and tax revenue sharing in perpetuity. The mitigation period concluded June 30, 2012, and included three primary City revenue sources: 1. 50% of the property tax that would otherwise accrues to the County under the provisions of Government Code 56815 2. City Bradley-Burns retail sales tax – 50% for the first ten years of the RNA and 30% thereafter 3. 40% of the City’s Transient Occupancy Tax (TOT) for the first ten years of the RNA. The tax revenue sharing in perpetuity includes the City continuing to allocate 50% of the City’s portion of property tax and 30% of the City’s portion of the 1% retail sales tax to the County. Taken as a whole, the City generated approximately $6.5 million in revenues that were received by the County of Santa Barbara in FY 19/20 in accordance with the RNA. The RNA revenues to the County were projected at $6.6 million in FY 20/21. The total contribution since City incorporation is estimated at approximately $129.1 million by June 30, 2021. While the City has successfully adopted a balanced budget over the years and maintain prudent reserves with the RNA in place, the City’s net operating revenues will continue to be restricted. The City will face an ongoing challenge as the City is required to rely heavily on volatile revenue sources particularly impacted by the pandemic, as costs continue to rise, and new services or programs are considered. The following table summarizes the City’s revenues for all funds reported using the full accrual method. 2 24 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: H. CITY OF GOLETA City Revenues 2018-2019 2019-2020 Amount % of Total Amount % of Total Property tax $6,954,616 16.2% $7,323,010 18.8% Sales & use tax $8,629,829 20.1% $8,359,879 21.5% TOT tax $11,564,512 27% $9,197,440 23.6% Franchise fees $1,409,104 3.3% $1,431,693 3.7% Other taxes $1,716,932 4.0% $1,892,658 4.9% Fines $211,003 0.5% $170,392 0.4% Charges for services $1,765,462 4.1% $2,245,584 5.8% Grants & contributions $8,605,507 20.1% $5,942,462 15.3% Use of money & $1,264,583 3.0% $1,531,668 4.0% property Other $399,824 0.9% $816,402 2.0% Transfer In $341,749 0.8% $0 0% Revenue total $42,863,121 100.0% $38,911,188 100.0% Fiscal Indicators Select fiscal indicators are shown graphically below. Over the past three fiscal years, the City’s expenditures have decreased in comparison to its revenues. The decrease in expenditures was primarily due to large one-time capital improvement program project activity and special projects experienced in FY 2017-18. These projects included the San Jose Creek Emergency Repair Project, the FY 2017/18 Pavement Preparation and Slurry Project, Hollister Class 1 Bike Lane Project and purchasing the former Direct Relief International Building, that would be used for the future Goleta Train Depot. The City’s reserve balances have sufficient funds to absorb relatively small revenue imbalances. The line graph below shows the current financial trend in millions. These indicators provide a measurement of the agency’s financial condition over time. Fiscal Trends-City of Goleta 50 40 sn o 30 illiM n 20 i tn u o m A 10 0 2017-18 2018-19 2019-20 Revenue Expenditure Reserve LAFCO of Santa Barbara County 225 CHAPTER THREE: H. CITY OF GOLETA CITY OF GOLETA Property, Sales, TOT Tax This indicator is important for general fund and related 100% services as they are heavily reliant upon property tax revenues. As this revenue source is relatively stable and lags about two Property Tax years behind changes in market conditions, this indicator can 80% sn potentially depict the stability of an agency's revenue base. o 60% TOT Tax illiM n 40% i tn u o m 20% A Sales Tax 0% 2015-16 2016-17 2017-18 2018-19 2019-20 A Service Obligation ratio of one or more indicates if Service Obligation revenues were sufficient to pay for operations. It is calculated by operating revenues divided by operating expenditures 1.5 Fiscal Operating Operating Year Revenues Expenditures Ratio 1 2015 $ 39,432,044 $ 26,515,311 1.4 2016 $ 39,779,107 $ 27,792,323 1.4 0.5 2017 $ 44,173,070 $ 31,971,735 1.3 2018 $ 39,534,737 $ 45,078,617 0.8 0 2019 $ 42,863,121 $ 34,587,722 1.2 2015 2016 2017 2018 2019 2020 2020 $ 38,911,188 $ 34,814,773 1.1 Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2017 2018 2019 2020 Trend Funded ratio (plan assets as a % of plan liabilities) 74% 738% 754% 753% Net liability, pension (plan liabilities - plan assets) $ 2,219,286 $ 2,749,352 $ 2,659,577 $ 3,064,002 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of plan liabilities) 0% 2020 year of OPEB reporting Net liability, OPEB (plan liabilities - plan assets) $ 2,438,474 The net liability amounts are essentially unfunded liabilities of the agency. The figure below shows if the agency has enough assets (other than capital) to cover the liabilities. A declining trend indicates liabilities continuing to exceed agency assets. Coverage of Net Post-Empployment Liabilities 70 12 60 10 )la tip 1 2 3 4 5 0 0 0 0 0 tn u o m A 2 4 6 8 a c n a h t re h to ( ste ssA y se itilib a iL te N % a sa 0 0 cn e g 2015 2016 2017 2018 2019 2020 A 2015 2016 2017 2018 2019 2020 Agency Assets (other than capital) $4 1,872,084 $ 49,268,939 $62,009,688 $55,646,474 $61,573,694 $54,216,063 Net Liabilities (pension & OPEB) $1,620,135 $1,601,976 $2,233,916 $4,041,320 $4,486,912 $5,305,110 226 FINAL 2021 FIRE, LAW ENFO RCEMENT, S AFETY & C RIME, AND E MS SERV ICE REVIEW & SPHERE UPDATE CHAPTER THREE: H. CITY OF GOLETA Pension Obligations and Payments The City maintains sufficient liquidity to ensure its ability to meet short-term obligations, while also providing for long-term needs of the City. The City takes advantage of the annul lump-sum prepayment option for the unfunded accrued liability (UAL) portion of costs for annual savings of approximately $6,000. The City has set aside funds in reserves for pension UAL and is in process of transferring funds set aside specific for pension obligations to a Section 115 Trust administered by PARS. The initial amount set aside in reserves for pensions is $170,000. The City will be developing and adopting a funding strategy for future ongoing contributions related to pensions to the trust. While the Section 115 Trust will be used as a pension rate stabilization tool, the City will continue to evaluate shortening the UAL amortization schedule, making additional one-time payments to assist with savings in the long-term (assuming no investment losses). OPEB Obligations and Payments The City currently finances retiree health care benefits on a pay-as-you-go basis. The City provides post-employment health care benefits through the CalPERS cost-sharing multiple employer health care program and is subject to the Public Employees Medical and Hospital Care Act (PEMHCA) minimum contributions to eligible employees. The City pays the greater of $139 per month or the current PEMHCA minimum of $143 for 2021 and is subject to annual inflationary increases. To be eligible for post-retirement health benefits, employees must complete at least 5 years of continuous service and be a minimum of 50 years of age. The plan was not administered through a qualified trust in 2020. The City has set aside funds in reserves for OPEB UAL and is process of transferring $333,500 for OPEB UAL. The City will be developing and adopting a funding strategy for contributions made to the trust. Benefit payments of $30,876, $16,745 and $27,438 were made on a pay-as-you-go-basis for the fiscal years ended June 30, 2020, 2019, and 2018 respectively. As of June 30, 2020, the OPEB plan is not administered through a qualified trust. The City has since established a section 115 trust and will begin to have a funded ratio for the year ended June 30, 2022. Public Safety Funding The City budget includes contracting services for Sheriff services and Fire Protection from County Fire. In FY 2019/2020, the City budgeted $7,646,327 and increased that to $7,894,673 for FY 2020/2021. LAFCO of Santa Barbara County 227 CHAPTER THREE: H. CITY OF GOLETA Public Safety-Expenditure 35 )se 2 2 3 0 5 0 28.6% 27.3% 24.2% 23.2% 21.9% civ re s y te fa s cilb u stso c g n ita re p po 15 19% ( e ru tid lla re v o 10 Sheriff Sheriff Sheriff Sheriff Sheriff Sheriff n e p xE y % a sa 5 cn e g A 0 2015 2016 2017 2018 2019 2020 Asset Maintenance and Repair The City prepares an Annual Work Program for its Public Works Department to maintain, repair or replace equipment, facilities, and/or City owned property. The City faces a backlog of deferred maintenance related to critical infrastructure such as pavement and unfunded priorities in its capital improvement program (CIP). This backlog of deferred maintenance includes, but is not limited to, a funding gap of over $100 million in the current 5-year CIP budget and an annual funding gap of $3.3 million per year for the City’s annual pavement rehabilitation projects. The City each year makes key accomplishments for maintenance and repairs under the Facilities Division, or Parks and Open Space Division. In 2019 to 2021 such milestones include Goleta Library, Goleta Valley Community Center, and Corporate Building, Stow Grove Redwoods maintenance, irrigation systems at various parks, and upgrade trash cans and add recycling. Capital Improvements The City has a Capital Improvement Program (CIP) Division, which updates the 5-year CIP projects regularly and identifies and prioritizes system improvements and costs. The 2021-2023 Goleta Strategic Plan guides the City using nine overarching Citywide strategies. These overarching strategies serve as an umbrella for the strategic goals and objectives which are: support environmental vitality, support community vitality and enhanced recreational opportunities, ensure financial stability, support economic vitality, strengthen infrastructure, return old town to a vital center of the City, maintain a safe community, enhance the efficiency and transparency of City operations, ensure equity, inclusion, and access in City programs, services and activities. The Annual Work Program for FY 21-22 includes over $200 million of maintenance and upgrades to the streets, bike paths, bridge, transit, and buildings. Major capital improvement projects identified include Ekwill street and Fowler Road Extensions (approximately $34,000,000), San Jose Creek Bike Path Project (approximately $29,500,000), Goleta US 101 Overcrossing (approximately $49,000,000), and Hollister Avenue Bridge (approximately $22,500,000). A list of CIP projects for FY 21-22 are listed below. 228 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: H. CITY OF GOLETA Projects Budgeted or Estimated 2021 to 2022  Ekwill Street & Fowler Road Extensions (Project No. 9002), approximately $34,000,000  San Jose Creek Bike Path – Northern and Southern Segments (Project No. 9006), approx. $27,000,000  San Jose Creek Bike Path – Middle Extent (Project No. 9007), approx. $2,800,000  Fire Station 10 (Project No. 9025), approx. $23,600,000  Goleta US 101 Overcrossing (Project No. 9027), approx. $49,000,000  Hollister Avenue Bridge (Project No. 9033), approx. $22,500,000  Cathedral Oaks Crib Wall Repair (Project No. 9053), approx. $8,000,000  LED Street Lighting (Project No. 9056), approx. $1,200,000  RRFB* at Chapel/PHB* at Kingston (Project No. 9058), approx. $750,000  Storke/Hollister Transit, Bike/Ped, and Median Improvements (Project No. 9062), approx. $900,000  Evergreen Park Improvements (Project No. 9063), approx. $3,200,000  Miscellaneous Park Improvements (Project No. 9066), approx. $750,000  Goleta Community Center Improvements (Project No. 9067), approx. $8,100,000  Improvements at Athletic Field at Goleta Community Center (Project No. 9071), approx. $600,000  Stow Grove Multi-Purpose Field (Project No. 9074), approx. $900,000  Goleta Train Depot and S. La Patera Improvements (Project No. 9079), approx. $19,000,000  Traffic Signal Upgrades (Project No. 9083), approx. $3,200,000  Community Garden (Project No. 9084), approx. $1,300,000  Crosswalk PHB* on Calle Real near Encina Lane (Project No. 9087), approx. $400,000  RRFB* Improvements at School Crosswalks (Project No. 9088), approx. $770,000  Goleta Traffic Safety Study (Project No. 9089), approx. $350,000  San Miguel Park Improvements (Project No. 9093), approx. $250,000  Santa Barbara Shores Park Improvements (Project No. 9094), approx. $200,000  Crosswalk at Calle Real/Fairview Center PHB* (Project No. 9099), approx. $500,000  City Hall Purchase and Improvements - Elevator (Project No. 9101), approx. $12,100,000  Old Town South Fairview Avenue Drainage Improvements (Project No. 9107), approx. $350,000  Winchester II Park Improvements (Project No. 9108), approx. $300,000  Hollister Class I Bike Path Lighting (Project No. 9110), approx. $700,000  JDW Neighborhood Park Phase 2 – Splash Pad (Project No. 9111), approx. $850,000 LAFCO of Santa Barbara County 229 CHAPTER THREE: H. CITY OF GOLETA  Ellwood Butterfly Habitat Management Plan (Project No. 9112), approx. $3,900,000  Mathilda Park Improvements (Project No. 9113), approx. $200,000  Hollister Avenue Old Town Interim Striping (Project No. 9114), approx. $600,000  Public Works Corporation Yard Repairs/Improvements (Project No. 9115), approx. $600,000  Pickleball Courts (Project No. 9116), approx. $100,000  Annual Pavement Program, approx. $2,500,000  Concrete Repair Project, approx. $230,000 * RRFB = Rectangular Rapid Flashing Beacon, PHB = Pedestrian Hybrid Beacon The City has several CIPs that are currently under construction or are anticipated to be in the construction phase over the next year. These projects include, but are not limited to, Ekwill Street & Fowler Road Extensions, Hollister Avenue Bridge, San Jose Creek Bike Path – Middle Extent, Fire Station 10, LED Street Lighting, Miscellaneous Park Improvements, Improvements at Athletic Field at Goleta Community Center, Community Gardens, RRFB at Chapel/PHB at Kingston, Crosswalk PHB on Calle Real near Encina Lane, RRFB Improvements at School Crosswalks, Goleta Traffic Safety Study, Crosswalk at Calle Real/Fairview Center PHB, Winchester II Park Improvements, and Hollister Avenue Old Town Interim Striping. Long-term Liabilities and Debts At fiscal year-end of 2020, the long-term liabilities reported by the City included compensated absences, successor agency settlement agreement, other post-employment benefits (OPEB) liability (retiree health care) and net pension liability. At June 30, 2020, the City reported a liability of $3,064,002 for its proportionate share of the net pension liability and $2,438,474 for total OPEB liability. On September 24, 2018, the City agreed to a settlement agreement to transfer $6,431,587 to the Successor Agency from the Goleta Redevelopment Agency. The City paid $1,000,000 within 90 days of the settlement date and then pays $775,941 annually by June 30th of each year for seven years. The 2011 Tax Allocation Bonds were refunded in full in the fiscal year ended June 30, 2020, with the issuance of the 2020 Tax Allocation Refunding Bonds by reducing the interest rate for a net present value of savings of $8,874,835. Opportunities for Shared Facilities The City does not currently share facilities but does manage library services with Santa Ynez Valley on a contract basis. The City does not pol or share revenues for libraries. The City has a Memorandum of Understanding with the American Red Cross for shelter services. There are four Red Cross emergency trailers deployed throughout the City. No other opportunities to do so have been identified by staff in the preparation of this report. Due to relative distance between the City 230 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: H. CITY OF GOLETA and other communities, opportunities for shared facilities are limited. It is unlikely that a proposal would be feasible in the near future. Although, Fire Station 10 is underway being built as a City facility that County Fire will be able to operate from. The City paid for acquisition and is paying for development and construction along with some of the maintenance of the facility while the County will generally be paying for operations and some maintenance pursuant to the MOU and Easement Operating Agreement approved by both the City and the County. The City’s sources of funds from: General Fund, Public Administration Development Fees, Fire Development Fees, Developer Agreements and County Fire Development Impact Fees, and will require additional to be determined funding. ORGANIZATION Governance City of Goleta’s governance authority is established under general law for Cities codified under Government Code Sections 34000. Cities are authorized to provide all municipal services. A five- member City Council governs the City of Goleta. The Mayor is directly elected and serves a four- year term. The remaining members are elected at large and also serve a four-year term. There is no limit on the number of times a candidate can run for re-election to the City Council. The City operates under a City Manager form of government, which means that the City Council appoints a City Manager who is responsible to oversee the daily operations of the City. The City Council provides policy direction to the City Manager who works with the City’s administration team and the citizens to implement the direction of the Council. Additionally, the City Council appoints a City Attorney to represent and advise the City Council on legal matters. The City employs approximately 72 full-time employees and 1 contract employees that manage the following professional and technical municipal services: General Government, Economic Development, General Services, Finance, Emergency Services, Business Licensing, Street Maintenance and Transportation Planning, Bikeways, Parks and Open Space Maintenance, Capital Improvement Program, Street Lighting, Stormwater Management, Engineering, Solid Waste, Planning, Land Use, Building & Safety, Code Compliance, Sustainability, Housing, Recreation & Parks, Administration, and Library Services. The City of Goleta contracts for Police services through the County Sheriff’s office. Fire Protection is by County Fire (Stations 11, 12, & 14) Station 10 to be added. City of Goleta holds meetings every 1st and 3rd Tuesday of each month at 5:30 pm in the Council Chambers, 130 Cremona Drive, Suite B, Goleta. A current listing of City Council along with respective backgrounds follows. LAFCO of Santa Barbara County 231 CHAPTER THREE: H. CITY OF GOLETA City of Goleta| Current Governing Council Roster Member Position Background Years on Council Paula Perotte Mayor Non-Profit 11 James Kyriaco Mayor Pro Tem Government 3 Roger Aceves Council Member Law Enforcement 15 Stuart Kasdin Council Member Professor 5 Kyle Richards Council Member Finance 5 Website Transparency The table below is not an exhaustive inventory of website criteria required under current law. Rather, it identifies key components, required by the Government Code and/or recommended by the California Special Districts Association and other organizations, for websites to enhance transparency and accountability. Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in advance on their websites. Government Code Section 6253 requires that agencies post content most requested by constituents and most often requested via Public Record Act requests. Because of the difficulty for LAFCO staff to verify this information, these criteria are not included in the website checklist. However, agencies should address these criteria to comply with current website requirements. City of Goleta Website Checklist website accessed 6/9/21 https://Cityofgoleta.org Required Yes No Government Code Agency maintains a website with current contact §53087.8 information? (required for independent Special Districts by 1/1/2020) X Government Code Agency has created an Enterprise System Catalog and X §6270.5 posted it to website? Government Code Agency has current agenda posted to website §54954.2 homepage and is accessible through a prominent, X direct link? Government Code Agency’s website provides information on compensation of §53908 elected officials, officers and X employees or has link to State Controller’s Government Compensation website? 232 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: H. CITY OF GOLETA The following criteria are recommended for agency websites by a number of governance associations and organizations. Yes No Description of services? X Service area map? X Board meeting schedule? X Budgets (past 3 years)? X Audits (past 3 years)? X List of elected officials and terms of office? X List of key agency staff with contact information? X Meeting agendas/minutes (last six months)? X Notes: Goleta is a Council-governed agency it overlays. Refer to www.Cityofgoleta.org for the required checklist items. Survey Results The City of Goleta conducts community surveys for input and feedback on City services. In 2018, the City conducted a survey to get feedback from residents about issues of importance within the City and to better understand how we were performing. In the prior Community Satisfaction Survey 2008, the City revealed the overall satisfaction rate was 65% and in 2018 year, the overall satisfaction rate was 82%. City Survey Results are below: Overall, 30% of residents had been in contact with City staff in the year prior to the interview. Eighty-two percent (82%) of Goleta residents indicated they were either very (31%) or somewhat (51%) satisfied with the City’s efforts to provide municipal services. Approximately 11% were very or somewhat dissatisfied, whereas 7% were unsure or unwilling to share their opinion. When asked to prioritize among nine projects and programs that could receive funding in the future, improving the City’s ability to operate in an environmentally sustainable way (78% high or medium priority), funding programs to reduce homelessness (75%), supporting the development of affordable housing (71%), and making the City more bike and pedestrian-friendly (70%) were assigned the highest priorities. Residents with recent staff contact provided high ratings for City staff across the three dimensions tested, with more than eight-in-ten residents indicating that Goleta staff are accessible (94%), professional (90%), and helpful (87%). Overall, 79% of respondents indicated they were satisfied with the City’s efforts to communicate with residents through newsletters, the Internet, local media, and other means. The remaining respondents were either dissatisfied with the City’s efforts in this respect (12%) or unsure of their opinion (9%). Respondents cited email and electronic newsletters as the most effective method for the City to communicate with them (90% very or somewhat effective), followed by the City’s website (85%), direct mail (79%), text messages (76%), and a smart phone app (75%). LAFCO of Santa Barbara County 233 CHAPTER THREE: H. CITY OF GOLETA The survey indicated that 2/3rds of the respondents were satisfied with the City’s communications. The table below includes a list of questions asked of area residents to assess if satisfactory fire services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. City of Goleta Questionnaire, Revenues, Types of Service, and Resources City of Goleta | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of fire, - - - police, EMS services? 2. Overall, are adequate staffing and equipment - - - provided with the level of fire, police, EMS service? 3. Do you feel an adequate level of funding is - - - provided given the level of service? 4. Personnel arrived in a timely manner and were - - - professional? 5. Personnel was knowledgeable, answer - - - questions, and were informative? No responses were provided by the public related to City of Goleta at this time 234 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE I. City of Guadalupe Agency Office: 918 Obispo Street, Guadalupe, CA 93434 Phone: 805/356-3891 Fax: 805/343-5512 Email: tb@ci.gaudalupe.ca.us Website: www.ci.guadalupe.ca.us City Administrator: Todd Bodem Public Safety Director: Michael Cash Police Chief: Michael Cash SUMMARY The City of Guadalupe represents the rural area along northwest of Santa Barbara County. The City’s boundaries cover a total of 1.31 square miles and include an estimated 8,081 residents. The City expends approximately $3,195,866 per year for public safety services. This allows residents to receive the services of the City Fire and Police Departments. The City Fire Department maintains an ISO Public Protection Classification of 2 within 5 road miles of a fire station where there is a credible source of water. Total fund balance has increased steadily from 2015 to 2020. The General Fund balance is now over $485,622, which can be used to offset short term funding lows. The City receives a portion of the County’s 1% base property tax of 13¢/$1. The City receives financial support at a rate of approximately $454 per resident and maintains a fund balance to assist with future needs. The City has financial procedures in place to ensure the preparation of timely agency audits. The most recent audit by the City was for the June 30, 2020. The City boundaries and Sphere of Influence are the same and no plans to expand are being discussed. BACKGROUND The City of Guadalupe was incorporated in 1946. The City was established under general law for Cities codified under Government Code Section 34000. The City is about ten miles west of Santa Maria and to the west is the Guadalupe Dunes. State Highway US 1 runs right through town and US 101 is ten miles to the west. The City is governed by a five-member City council whose members are elected at large. It has a City manager form of government and is a full-service City, providing all essential City services. The City of Guadalupe overlaps the Santa Maria Valley WCD, Cachuma RCD, Guadalupe Lighting Districts, Santa Maria Airport District, and the Guadalupe Cemetery District. LAFCO of Sant a Barbara County 235 CHAPTER THREE: I. CITY OF GUADALUPE 236 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: I. CITY OF GUADALUPE OPERATIONS The City provides service through its fire station and utilizing its fire apparatus, equipment, and personnel. Guadalupe Fire is an all-risk combination department consisting of a full-time Public Safety Director in charge of Fire and Police Department, three full-time Fire Captains, and Paid- Call Firefighters/volunteers. A total of six permanent employees and two paid volunteers staff Station 2. Station 1 is only used for storage. The Department has fewer volunteers today than in the past due to training requirements, eligibility requirements, and the trend for residents to work out of town. Department representatives remain convinced, however, that with adequate publicity and outreach they can maintain a viable volunteer firefighting force. Guadalupe Police has a total of 13 permanent employees that patrol the Guadalupe area 24 hours per day to meet the needs of the community. The Departments respond to over 560 primary response calls per year within the boundaries of the City. The Fire Department also provides automatic aid to the surrounding areas, which include protected marshes, and forty-three square miles of rural/agricultural areas. While the ISO Public Protection Classification within the City is maintained at a level of 2, the more rural areas within the City have a rating of 4X. The City Fire Department maintains automatic aid agreements with the Santa Barbara County Fire Protection District, City of Santa Maria, and San Luis Obispo County. City of Guadalupe provides traditional fire and police protection, first‐response EMS, structural fire, wildland fire, rescue, basic life support, hazmat and technical rescue, while City of Santa Maria provides dispatch services. Property taxes constitute approximately 22% of all City’s revenues, while public safety represents approximately 50% of City’s expenses. The City maintains a separate enterprise fund for other services, meaning that charges for services are intended to pay for the costs of providing such services. The City also has almost $2.3 million in long-term debts. The City employs approximately 25 full-time employees and 2 contract employees that manage the following professional and technical municipal services: Road Maintenance and Transportation Planning, Bikeways, Pedestrian & Transit, Stormwater Management, Water Supply, Sewer/Wastewater, Engineering, Solid Waste, Planning & Land Use, Building & Fire Safety, Code Compliance, Police, Recreation & Parks, Library, Administration and Finance. OPPORTUNITIES & CHALLENGES The City has shown resourcefulness in providing services. The City has worked closely with their neighboring City of Santa Maria to forge relationships to improve service and reduce costs. A large housing development “Pasadera” has been approved by the City of Guadalupe which will result in 800 new homes currently being built. Public facilities and services in Guadalupe may need LAFCO of Santa Barbara County 237 CHAPTER THREE: I. CITY OF GUADALUPE expansion and improvement to accommodate future increases in population. The City’s Draft General Plan calls for additional potable water allocation, enhanced stormwater and wastewater facilities, new and expanded schools, increased presence of police, fire, and emergency services as areas of opportunities and challenges. Governance Structure Options The opportunities for new governance structures in Guadalupe are small. The City of Guadalupe is largely surrounded by farmland under Williamson Act land protection. For these reasons, it is unlikely that Guadalupe will annex additional land in the near future. The City of Santa Maria is the nearest community at least ten miles to the east. The Santa Maria River, located to the north of Guadalupe, has a floodplain which restricts development outside of the City’s northern boundaries. Regional Collaboration The City of Guadalupe coordinates policing services with the Santa Maria Airport for patrol services. The Guadalupe City Council acts as the decision body for the Guadalupe Lighting District. Public transit services and facilities, such as the Guadalupe Flyer bus transit service, makes ten round trips a day between Santa Maria and Guadalupe. Guadalupe is to connect to the dunes and Santa Maria by regional bicycle infrastructure. Waste Management’s Healthy Sanitation Service company division provides solid waste management services with weekly garbage collection and disposal. Unrecyclable solid waste from the City of Guadalupe is ultimately disposed at Tajiguas Sanitary Landfill, located in the City of Goleta. SPHERE OF INFLUENCE & BOUNDARIES The City of Guadalupe has no Sphere of Influence beyond City boundaries. The City’s SOI is considered coterminous. The City did not request expansion to their Sphere of Influence. No significant projects have been identified that would require City services at this time. Subsequent municipal service review reports will continue to monitor the City’s need to expand their Sphere of Influence. A map of the City’s Sphere of Influence and boundaries can be seen at the beginning of this profile. 238 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: I. CITY OF GUADALUPE BOUNDARIES Jurisdictional Boundary Guadalupe’s jurisdictional Guadalupe’s existing boundary spans approximately 1.31 square boundary spans 1.31 square miles with 100% being incorporated and miles in size and covers 695 acres (parcels and public rights-of- under the land use authority of the ways) within a contiguous area with 100% incorporated and City. The City does not serve any parcels outside of its jurisdiction. under the land use authority of the City. The City does not serve any parcels outside of its jurisdiction. The surrounding jurisdictional lands is unincorporated and under the land use authority of the County of Santa Barbara. Overall, there are 3,613 registered voters within the jurisdictional boundary. City of Guadalupe | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters City of Guadalupe 695 100.0% 2,123 3,613 Totals 695 100.0% 2,123 3,613 City of Guadalupe | Boundary Breakdown By Land Use Authority Total % of Total Total Number of Land Use Authority Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters City of Guadalupe 695 100.0% 2,123 3,613 Totals 695 100.0% 2,123 3,613 Total assessed value (land and structure) is set at $4.6 million as of April, 2021, and translates to a per acre value ratio of $665,042. The former amount further represents a per capita value of $57,196 based on the estimated service population of 8,081. City of Guadalupe receives $1,547,855 in annual property tax revenue generated within its jurisdictional boundary and operates as an enterprise for other services. The jurisdictional boundary is currently divided into 2,123 legal Close to four-fifths of the parcels and spans 695 acres the remaining jurisdictional acreage jurisdictional boundary is under consists of public right-of-ways. Close to 82% of the parcel acreage private ownership, and of this amount approximately 97% has is under private ownership with 97% having already been been developed. developed and/or improved to date, albeit not necessarily at the highest density as allowed under zoning. The remainder of private acreage is entirely undeveloped and consists of 66 vacant parcels that collectively total 121 acres. The jurisdictional boundary qualifies as a disadvantaged unincorporated community. LAFCO of Santa Barbara County 239 CHAPTER THREE: I. CITY OF GUADALUPE City of Guadalupe Incorporation, Revenues, Attributes, Types of Service, and Resources City Incorporation and Duties Incorporation Date 1946 General Law pursuant to Article XI of the Legal Authority California Constitution, Sections 34000 et seq. A five-member City Council elected at-large. Mayor & Council Members Agency Duties Road Maintenance and Transportation Planning, Bikeways, Transit, Stormwater Management, Water Supply, Sewer/Wastewater, Engineering, Solid Waste, Planning, Land Use, Building & Safety, Recreation & Parks, Library, Fire and Police, Code Compliance, Administration and Finance. POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2010 population of Guadalupe to be 7,080. Santa Barbara County Association of Governments prepared a Regional Growth Forecast for 2050 in 2019. That report used a conservative trend-base allocation methodology estimating the City of Guadalupe to be 7,900 by 2020. Between 2010 and 2020, the population of Guadalupe increased by 1,001 people (12.3 percent; or 1.2 percent per year). There are approximately 2,138 households within the City. In contrast, County’s population increased by 6.1 percent between 2010 and 2020. Demographics for the City are based on an age characteristics report prepared by SBCAG in 2017, which identified the largest age group represented in Guadalupe as residents under the age of 19 at 38 percent. Approximately 16 percent of the population was in the 65 or older years age group and 22 percent in the 20 to 34 years range. Approximately 24 percent of the population was between 35 to 54 years range. According to the 2010 U.S. Census, approximately 48 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the largest ethnic group in Guadalupe, comprised 86.2 percent of the total population. Projected Growth and Development The City of Guadalupe General Plan serves as the City’s vision for long-term land use, development and growth, and provides the City’s vision within its Planning Area. The City’s General Plan was adopted in 2002. The City has published a draft update in 2018, although the 240 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: I. CITY OF GUADALUPE Housing Element is updated every 8 years in accordance with state regulations and spans the 2015-2023 planning period. The current City of Guadalupe Housing Element (2015-2023) identifies an estimated growth rate of 1.2 percent within the City. The County’s Housing Element, covering the same period, estimates less than one percent growth in the surrounding unincorporated areas. The County’s General Plan covers the surrounding Guadalupe-Casmalia areas. The following population projections within the City are based on the Department of Finance Table E4 estimate and SBCAG regional forecast. Table I-1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Guadalupe 7,080 7,266 8,081 9,309 9,660 County 423,895 441,963 451,840 507,564 520,011 * Assumes trend-based land use capacity within the City. SBCAG regional forecast model. ** DOF Table E4 projections. Disadvantaged Unincorporated Communities Senate Bill (SB) 244 of 2011 requires LAFCO to identify and consider disadvantaged unincorporated communities (DUCs) when preparing MSRs and Sphere updates for Cities and Special Districts that provide sewer, water, or structural fire protection services. A DUC is defined by the Water Code as one in which the median annual household income (MHI) is 80 percent of the statewide average. Incorporated communities are also defined as disadvantaged when the MHI falls below 80 percent. In 2020, the statewide MHI was $80,440, 80 percent of that is $64,352. The MHI for Guadalupe was $49,784 in 2020, which qualifies the community as a disadvantaged community. In addition, review of the State DAC Mapping Tool and CalEnviroScreen 4.0 was used to verify disadvantaged status with other applications of the definition. CalEnviroScreen is a screening tool used to help identify communities disproportionately burdened by multiple sources of pollution and with population characteristics that make them more sensitive to pollution. The County prepared an update to its Integrated Regional Water Management Plan in 2019. This was in part for the purposes of grants for the Central Coast Funding Area for which disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. In all cases, the City of Guadalupe’s Sphere of Influence does qualify under the definition of disadvantaged community for the present and probable need for public facilities and services within the service areas and contiguous to the Sphere of Influence as a disadvantaged community. LAFCO of Santa Barbara County 241 CHAPTER THREE: I. CITY OF GUADALUPE SERVICES Overview The Fire Department has six full time equivalent and two paid volunteer’s personnel, with three firefighters on duty at all times. Response times throughout the City are 3 to 5 minutes. Fire protection for the land between Guadalupe and the City of Santa Maria is provided by Santa Barbara County Fire protection. Mutual aid agreements are in place among Guadalupe Fire, Santa Barbara County, Santa Maria and the San Luis Obispo County. Guadalupe Police has a total of 13 permanent employees that patrol the Guadalupe area staffed 24 hours per day to meet the needs of the community. All other services provided by the City are not the primary focus of this report and will be discussed in greater detail under the appropriate future MSR Study. City of Guadalupe Incorporation, Revenues, Attributes, Types of Service, and Resources Attributes City Limits (est. square miles) 1.31 Population (2020 estimated) 8,081 Assessed Valuation (FY 21-22: Includes City only) $462,204,848 3 Number of Stations Stations Dispatch Santa Maria (By City) ISO Public Protection Classification: 2 Within 5 miles of a Station and with a Credible Source of Water Without a Credible Source of Water 4X Regular Financial Audits Every Year Average Annual Revenue Per Capita (FY 19-20) $454 Average Portion of County 1% Property Tax Received 13¢/$1 Ending General Fund Balance (June 2020) $485,622 Change in General Fund Balance (from June 2016 to June 2020) 114% Total Fund Balance/Annual Revenue Total (FY 19-20) 13% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing DOF Table E4, Assessed Valuation and Portion of County Property Tax Received are from County of Santa Barbara Auditor-Controller’s Office; Fund Balance Information from City Audit; Other information from City. Note: City General Fund Balance was a deficit of $68 thousand in 2016. 242 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: I. CITY OF GUADALUPE City of Guadalupe Incorporation, Revenues, Attributes, Types of Service, and Resources Station Address Acquired/Built Condition Size 1025 Guadalupe Street, Station 1 1930 Fair 1,748 sqft 918 Obispo Street, Station 2 1932 Fair 1,468 sqft 4490 10th Street, Police Station 1932 Fair 6,702 sqft At the police station, the Police only book and transport arrestees. There is a bench where arrestees are secured while being processed. There are security cameras throughout the department. The facility is clean and well maintained. Apparatus Two Type I Engines Engines One Type VI Engine Parade Engines 1929 LaFrance Fire Truck Eight Command Response Vehicles Command 4x4 Ford F-350 Light Vehicle 2005 Chevy Silverado Light Vehicle Ford Emergency Mobile Unit Utility 1989 Top Hand Trailer Gooseneck 1997 Zieman Sm. Boat trailer 1969 ¾ ton cargo trailer 2010 Ford Crown Victoria Private Marked/Unmarked Passenger Bad/ Not operable 2010 Ford Crown Victoria/ Slick Top Private Passenger Ok condition 2014 Ford Escape Light Truck Good condition Three 2015 & One 2016 Ford Explorer Private Passenger Good condition 2018 Ford F-150 Light Truck Good condition Two 2017 Ford UT Private Passenger Good condition 2020 CHEVY TAHOE Private Passenger Excellent condition LAFCO of Santa Barbara County 243 CHAPTER THREE: I. CITY OF GUADALUPE Total Staffing Personnel Per 1,000 population Full time fire suppression 6 0.7 Temporary fire suppression 0 - Volunteer/Paid call Firefighters 2 0.2 Sworn Staff 13 1.6 Canines 0 - Support Staff 1 0.1 Non-safety regular 2 0.2 Other City Staff 25 3.0 Guadalupe Fire has a total of six permanent employees that staff Station 2. Station 1 is only used for storage. Guadalupe Police has a total of 13 permanent employees that patrol the Guadalupe area. (“FTEs) Staffing Experience/Tenure Years in Industry Year w/ Agency Full time fire suppression 10.1 N/A Temporary fire suppression 0 - Volunteer/Paid call Firefighters 11 N/A Sworn Staff 6.7 N/A Canines 0 - Support Staff 0.3 N/A Non-safety regular 4.5 N/A Other City Staff N/A N/A The Guadalupe Fire Department and Police Department utilizes their own station, apparatus, and staffing to protect the City and residents. Types of Services Fire X Technical Rescue X Basic Life Support (EMT) X Advanced Life Support (Paramedic) - Ambulance - Police X 244 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: I. CITY OF GUADALUPE City of Guadalupe Total Calls for Service -City of Guadalupe 600 500 400 s 300 lla C la t 200 o T 100 0 CY 2017 CY 2018 CY 2019 CY 2020 Fire Police Source: City Communications Data. Note: The above information includes all calls for service received by the City of Guadalupe Fire and Police Departments within the City. Additional calls are referred, and responded to, for mutual and automatic aid. Calls for Service -City of Guadalupe CY -2020 450 82% 400 350 300 250 200 150 100 8% 50 3% 2% 0% 1% 5% 0 Medical Vegetation Structure Fire Other Fire Haz/Mat EMS Other Emergency Fire Calls Source: Guadalupe Fire Department Data. LAFCO of Santa Barbara County 245 CHAPTER THREE: I. CITY OF GUADALUPE Guadalupe Police Department receives dispatch Guadalupe Snapshot: FY2015 to FY2020 services from the City of Santa Maria Police Change in incident reports +Unk% Department. Due to an upgraded CAD system, total - Avg. Calls / 1,000 residents Unk annual service calls could not be reported. This makes Change in Total Crimes +20.4% it difficult to determine the five-year average for calls - Avg. Crimes / 1,000 residents 13.5 Avg. Clearance Rate 45.4% for every 1,000 residents. Actual reported crimes have Incident to Crimes Ratio Unk also increased by 20.4% during the same period with the five-year average resulting in 13.5 reported crimes for every 1,000 residents. The relationship between service calls and reported crimes could not be determined at this time. A summary of service demands on Guadalupe police services between 2015-2020 follows. Trends in Reported Crimes Approximately 95% of reported crimes in Guadalupe between 2015-2020 are classified as non- violent and involve either property or simple assault offenses. Property offenses account for just under four-fifths of the total of non-violent crimes with the largest portion associated with larceny/theft followed closely by motor vehicle theft.Non-violent crimes overall have increased in the period by 19%. Trends in Violent Crimes Violent crimes continue to represent a relatively higher portion of the overall offense totals (20 percent) between 2015-2020. Aggravated assault offenses constitute 16.47% of all violent crimes during this period. Homicide rates in Guadalupe have been zero during the period. Trends in Clearance Rates Clearance rates overall have fluctuated between 2015-2020 from a low of 32.2% to a high of 45.9% in terms of reported crimes resulting in an arrest or determined to be unfounded. The average overall clearance rate is 45.4%. The clearance rate for violent crimes averages 87.5%, which is the highest among all local law enforcement agencies. Jurisdictional Comparisons: Reported Crimes Guadalupe’s five-year average between 2015-2020 for violent crimes and property crimes total 22.2% and 86.4%, respectively. These amounts are higher and lower than the respective national averages of 10 violent crimes and 107 property crimes for similarly sized jurisdictional agencies as measured by population during the period. 246 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: I. CITY OF GUADALUPE Jurisdictional Comparisons: Clearance Rates Guadalupe’s five-year average between 2015-2020 for clearing violent crimes and property crimes are 87.5% and 87.7%, respectively. These clearance rates are both higher than the national averages of 57% and 20% for similarly sized jurisdictional agencies as measured by population during the period. Guadalupe Service Characteristics: Service Calls and Crime Totals Category 2015 2016 2017 2018 2019 2020 Average Trend Service Calls Total Reported Crimes 109 80 60 63 99 137 109.6 +20.4% Violent Crimes 9 8 4 11 15 64 22.2 +85.9% Homicide 0 0 0 0 0 0 0.0 -0% Rape 1 2 1 1 2 4 2.2 +75% Robbery 1 2 0 3 3 1 2 +50% Assault Crimes 7 4 3 7 10 59 18 +88.1% Property Crimes 100 71 55 51 82 73 86.4 -36.9% Burglary 26 11 12 16 32 14 22.2 -85.7% Motor Theft 11 13 14 12 16 29 19 +62% Larceny Theft 63 47 29 23 24 30 43.2 -110% Arson 0 1 1 1 2 0 1 +10% Total Clearances 28 17 16 15 22 63 32.2 +55% Violent Crimes 9 6 3 9 9 54 18 +83.3% Homicide 0 0 0 0 0 0 0.0 -0% Rape 1 2 0 1 2 2 1.6 +50% Robbery 2 2 0 1 1 1 1.4 -100% Assault Crimes 6 2 3 7 6 51 15 +88.2% Property Crimes 19 10 13 6 13 9 14 -111% Burglary 12 2 1 1 5 1 4.4 -1100% Motor Theft 5 2 6 1 5 6 5 +16% Larceny-Theft 2 6 6 4 3 2 4.6 +56% Arson 0 1 0 0 0 0 0.2 +0.2% Clearances to Crimes % 44.1 34.1 34.5 36.1 32.2 45.9 45.38 +3.9% Violent Crimes 100 75 75 81.8 60 45.7 87.5 -118% Assault Crimes 85.7 50 100 100 60 43 87.74 -99% Property Crimes 19 14.1 23.6 11.8 15.9 12.3 19.34 +64% The comparison against national averages involves law enforcement agencies with service populations ranging less than 10,000. Number of service calls were not available LAFCO of Santa Barbara County 247 CHAPTER THREE: I. CITY OF GUADALUPE FINANCES The City prepares an annual budget and financial statement, which includes details for each of its government and enterprise funds. The City maintains a separate enterprise fund for wastewater services, meaning that charges for services are intended to pay for the costs of providing such services. City Revenues 2018-2019 2019-2020 Amount % of Total Amount % of Total Property tax $1,383,270 20.3% $1,547,855 22.1% Sales & use tax $610,148 9.0% $603,956 8.6% Utility User tax $408,899 6.0% $442,934 6.3% Other taxes $485,682 7.1% $538,839 7.7% Charges for services $2,288,481 33.6% $1,184,101 17.0% Grants & contributions $1,201,260 17.7% $2,201,545 31.5% Interest $185,165 2.7% $187,883 2.7% Miscellaneous $247,706 3.6% $284,317 4.1% Revenue total $6,810,611 100.0% $6,991,430 100.0% Fiscal Indicators Select fiscal indicators are shown graphically below. Over the past three fiscal years, the City’s expenditures have decreased in comparison to its revenues. The increase in revenues were primarily due to increase in grant funding/contributions and increase in development of Pasadera. The City’s reserve balances are now positive after prior two years being negative. The line graph below shows the current financial trend in millions. These indicators provide a measurement of the agency’s financial condition over time. Fiscal Trends-City of Guadlaupe 8 7 6 sn 5o illiM 4 n 3 i tn u o m 2A 1 0 -1 2017-18 2018-19 2019-20 Revenue Expenditure Reserve 248 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: I. CITY OF GUADALUPE CITY OF GUADALUPE Property, Sales, Utility Tax This indicator is important for fire and related services as they 100% are heavily reliant upon property tax revenues. As this revenue source is relatively stable and lags about two years behind changes in market conditions, this indicator can potentially 80% Property Tax sn depict the stability of an agency's revenue base. o 60% illiM n 40% i tn Utility Tax u o m 20% A Sales Tax 0% 2015-16 2016-17 2017-18 2018-19 2019-20 A Service Obligation ratio of one or more indicates if Service Obligation revenues were sufficient to pay for operations. It is calculated by operating revenues divided by operating expenditures 1.5 Fiscal Operating Operating Year Revenues Expenditures Ratio 1 2015 $ 3,615,752 $ 4,200,409 0.8 2016 $ 3,888,271 $ 4,262,845 0.9 0.5 2017 $ 4,348,009 $ 4,992,145 0.8 2018 $ 5,263,446 $ 5,701,366 0.9 0 2019 $ 6,810,611 $ 6,270,465 1.0 2015 2016 2017 2018 2019 2020 2020 $ 6,991,430 $ 6,342,840 1.1 Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2017 2018 2019 2020 Trend Funded ratio (plan assets as a % of plan liabilities) 74% 73% 75% 75% Net liability, pension (plan liabilities - plan assets) $ 2,586,229 $ 3,065,323 $ 3,050,995 $ 3,387,991 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of plan liabilities) 0% 2020 year of OPEB reporting Net liability, OPEB (plan liabilities - plan assets) $ 457,869 The net liability amounts are essentially unfunded liabilities of the agency. The figure below shows if the agency has enough assets (other than capital) to cover the liabilities. A declining trend indicates liabilities continuing to exceed agency assets. Coverage of Net Post-Empployment Liabilities 12 60 )la 10 50 tip 2 4 6 8 tn u o m A 1 2 3 4 0 0 0 0 a c n a h t re h to ( ste ssA y se itilib a iL te N % a sa 0 0 cn e g 2015 2016 2017 2018 2019 2020 A 2015 2016 2017 2018 2019 2020 Agency Assets (other than capital) $5 ,051,554 $ 5,0213,165 $5,441,320 $6,622,538 $9,152,070 $10,778,989 Net Liabilities (pension & OPEB) $2,150,162 $2,081,300 $2,891,293 $3,395,162 $3,413,998 $3,442,780 LAFCO of Santa Barbara County 249 CHAPTER THREE: I. CITY OF GUADALUPE Pension Obligations and Payments The City offers all qualified permanent and probationary employees who are eligible to participate in the Defined Benefit Pension Plan (Plan) administered by the California Public Employees’ Retirement System (CalPERS). The City sponsors four rate plans: two miscellaneous and two safety. As of June 30, 2020, the City reported a net pension liability for its proportionate share of the net pension liability of $3,387,991. OPEB Obligations and Payments The City benefit payments are recognized when currently due and payable in accordance with the benefit terms on a pay-as-you-go basis and sets its maximum monthly and contribution rates for health insurance to the PEMHCA statutory minimum. The City entered the PERS medical insurance program in 1990 under the Public Employees Medical and Hospital Care Act (PEMHCA). The City provides post-employment health care insurance to all employees who retire from the City on or after attaining age 50 with at least 5 years of PERS credited service. Employees covered under PERS on or after January 1, 2013, the eligibility requirements are attaining age 52 and 5 years of PERS credited service. Benefits are paid for the lifetime of the retiree, spouse or surviving spouse, and dependents up to the age of 65. The City's OPEB Plan does not issue a publicly available financial report. Public Safety Funding The City budget includes police and fire funding services Fire Fund #4220 & Police Fund #42. In FY 2019/2020, the City budgeted $3,195,866 and decreased that to $3,176,197 for FY 2020/2021. Public Safety-Expenditure 2.5 60 )se Police civ 1.5 2 Police Police Police Police Police 4 5 0 0 re s y te fa s cilb u stso c g n ita re p po 0.5 1 Fire Fire Fire Fire Fire Fire 1 2 3 0 0 0 ( e ru tid n e p xE y cn lla re v o % a sa e g A 0 0 2015 2016 2017 2018 2019 2020 250 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: I. CITY OF GUADALUPE Asset Maintenance and Repair The City prepares an Annual Work Program for maintenance, repair or replace equipment, facilities, or City owned property. The City’s maintenance from 2020 to 2021 list includes corporation yard building, park improvements, street maintenance, water and wastewater systems. Equipment, facility, and vehicle maintenance have had little or no budget for the last three years for most departments. The police and fire departments have included some maintenance budget for vehicles and equipment replacement of this time frame. Capital Improvements The City has a capital improvement plan (CIP), adopted each year CIP projects improvements and costs. The 2020-2021 Guadalupe Annual Work Program includes over $11 million of maintenance and upgrades to the streets, bike paths, parks and buildings, and water and wastewater. Major improvements identified include Leroy Park – Community Center ($3,850,000), Obispo and West Main waterlines ($1,000,000), Hwy 1 Lift Station ($1,000,000), and Sewer Main Improvements ($1,400,000). A list of CIP projects for FY 20-21 are listed below. Projects Budgeted or Estimated 2020 to 2021  Public Works Corporation Yard Building No. 089‐101 $300,000  Financial Accounting Software No. 089‐104 $156,000  General Plan Update No. 089‐105 $164,220  Leroy Park (Community Center and Site) No. 089‐201 $3,850,000  O'Connell Park Improvement No. 089‐202 $200,000  Street Maintenance FY 20/21 No. 089‐302 $411,000  Street Rehabilitation FY 20/21 No. 089‐304 $902,400  Guadalupe and Obispo Streets Pedestrian Improvements No. 089‐306 $406,000  La Guardia and Gularte Lanes Pedestrian Improvements No. 089‐307 $179,537  Recoat Elevated Tank (Design and Construction) No. 089‐401 $490,000  Well Abandonment (9th St., 5th St., Obispo) No. 089‐104 $100,000  Obispo and West Main Waterlines No. 089‐403 $1,00,000  Effluent Irrigation Pump Station Rehabilitation (Construction) No. 089‐503 $522,821  Hwy 1 Lift Station No. 089‐504 $1,000,000  Sewer Main Improvements No. 089‐505 $1,400,000  Collection System Cleaning No. 089‐506 $60,000  Aeration Basin Improvements No. 089‐507 $150,000 LAFCO of Santa Barbara County 251 CHAPTER THREE: I. CITY OF GUADALUPE  WWTP Site Improvements No. 089‐508 $106,000 Long-term Liabilities and Debts The City on June 30, 2020, had almost $2.3 million in long‐term debt outstanding. The City leases vehicles and equipment under capital leases with terms that expire in December, 2021. Compensated absences in the governmental funds are generally liquidated by the General Fund on a pay as you go basis. On December 21, 2000, the City issued certificates of participation through the Guadalupe Financing Authority which were purchased by the US Department of Agriculture (USDA) Rural Utilities Service (RUS), amounting to $1,429,800, in an agreement which included a grant of $875,200 for water and sewer line replacement. On July 27, 2005, the City issued certificates of participation which were purchased by the US Department of Agriculture (USDA) Rural Utilities Service (RUS), amounting to $1,203,900 and in an agreement, the City has pledged tax increment revenues for the payment of debt service. Opportunities for Shared Facilities The City does not currently share facilities with other agencies. Limited dispatch and airport patrol is shared with the City of Santa Maria. It has been identified by staff or in the preparation of this report that Guadalupe does not have any opportunities to do so. Due to relative distance between the City and other communities, opportunities for shared facilities are limited. It is unlikely that a proposal would be feasible in the near future. ORGANIZATION Governance City of Guadalupe’s governance authority is established under general law for Cities codified under Government Code Sections 34000. Cities are authorized to provide all municipal services. A five-member City Council, elected at-large, governs the City of Guadalupe. Every two years, the citizens elect a Mayor for a period of two years. There is no limit on the number of times a candidate can run for re-election to the City Council. The City operates under the Council- Manager form of government, which means that the City Council appoints a City manager who is responsible to oversee the daily operations of the City. The City Council provides policy direction to the City Manager who works with the City’s administration team and the citizens to implement the direction of the Council. Additionally, the City Council appoints a City Attorney to represent and advise the City Council on legal matters, a five-member Planning Commission and Recreation Commission. The City employs approximately 25 full-time employees and 2 contract employees that manage the following professional and technical municipal services: Road Maintenance and Transportation Planning, Bikeways, Transit, Stormwater Management, Water Supply, Sewer/Wastewater, Engineering, Solid Waste, Planning, Land Use, Building & Safety, Recreation & Parks, Library, Fire and Police, Administration and Finance. 252 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: I. CITY OF GUADALUPE City of Guadalupe holds meetings every 2nd and 4th Tuesday of each month at 6:00 pm in the Council Chambers, 918 Obispo Street, Guadalupe. A current listing of City Council along with respective backgrounds follows. City of Guadalupe| Current Governing Council Roster Member Position Background Years on Council Ariston Julian Mayor Educator 8 Tony Ramirez Mayor Pro Tem Educator 8 Liliana Cardenas Council Member Aviation 1 Gilbert Robles Council Member Educator 1 Eugene Costa Jr. Council Member Finance 2 Website Transparency The table, below, is not an exhaustive inventory of website criteria required under current law. Rather, it identifies key components, required by the Government Code and/or recommended by the California Special Districts Association and other organizations, for websites to enhance transparency and accountability. Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in advance on their websites. Government Code Section 6253 requires that agencies post content most requested by constituents and most often requested via Public Record Act requests. Because of the difficulty for LAFCO staff to verify this information, these criteria are not included in the website checklist. However, agencies should address these criteria to comply with current website requirements. City of Guadalupe Website Checklist website accessed 6/9/21 https://ci.guadalupe.ca.us Required Yes No Government Code Agency maintains a website with current contact §53087.8 information? (required for independent Special Districts by 1/1/2020) X Government Code Agency has created an Enterprise System Catalog and X §6270.5 posted it to website? Government Code Agency has current agenda posted to website §54954.2 homepage and is accessible through a prominent, X direct link? Government Code Agency’s website provides information on compensation of §53908 elected officials, officers and X employees or has link to State Controller’s Government Compensation website? LAFCO of Santa Barbara County 253 CHAPTER THREE: I. CITY OF GUADALUPE The following criteria are recommended for agency websites by a number of governance associations and organizations. Yes No Description of services? X Service area map? X Board meeting schedule? X Budgets (past 3 years)? X Audits (past 3 years)? X List of elected officials and terms of office? X List of key agency staff with contact information? X Meeting agendas/minutes (last six months)? X Notes: Guadalupe is a Council-governed agency it overlays. Refer to www.ci.guadalupe.ca.us for the required checklist items. Survey Results The City of Guadalupe’s draft 2040 General Plan update was a product by a planning team of second-year graduate students pursuing Master Degrees in the field of City and Regional Planning under the supervision from California Polytechnic State University (Cal Poly) in San Luis Obispo, California. Phase 1 of the planning process occurred between September 2017 and December 2017, during which the team gathered information through a land use survey, then compiled the information during this phase to serve as the informational foundation for the development of the Guadalupe 2040 General Plan update. Phase 2 of the planning process engaged community members at community meetings #1 and #2 to express their preferences and desires for future development regarding each general plan element. The following list of meeting feedback are presented and summarized below that are particularly related to strength and weaknesses of services from the City. What are the Strengths regarding Safety in Guadalupe? Answer Choices Responses Low Crime 25.4% 14 Safety 49% 27 Small Town Feel 9% 5 Peaceful 3.6% 2 Sense of Community 7.2% 4 Friendly 5.4% 3 What are the Weaknesses regarding Safety in Guadalupe? Answer Choices Responses Road Conditions 45.4% 5 Parks 27.2% 3 Retrofitting Buildings 9% 1 Traffic 9% 1 Police Officers 9% 1 254 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: I. CITY OF GUADALUPE What are some areas of Improvement regarding Safety in Guadalupe? Answer Choices Responses Safer Beaches 50% 1 Retrofitting Buildings 50% 1 What Public Infrastructure or services can use the most improvement? Answer Choices Responses Police, Fire, & Emergency Services 25.8% 16 Water Supply & Quality 27.4% 17 Wastewater Treatment 27.4% 17 Solid Waste Management 19.3% 12 What Safety issues need the most attention? Answer Choices Responses Crime 14.2% 16 Roadway Safety 14.2% 16 Park Safety 17.8% 20 Flooding 18.7% 21 Earthquake & Building Safety 30.3% 34 Fire Hazards 4.4% 5 Where in Guadalupe do you feel unsafe? Answer Choices Responses Schools & Parks 37% 10 Downtown 14.8% 4 North Guadalupe 11.1% 3 West Guadalupe 11.1% 3 East Guadalupe 25.9% 7 Where in Guadalupe do you feel safe? Answer Choices Responses Schools & Parks 23.5% 12 Downtown 29.4% 15 North Guadalupe 21.5% 11 West Guadalupe 13.7% 7 East Guadalupe 11.7% 6 The table, on the next page, includes a list of questions asked of area residents to assess if satisfactory fire services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. LAFCO of Santa Barbara County 255 CHAPTER THREE: I. CITY OF GUADALUPE City of Guadalupe Questionnaire, Revenues, Types of Service, and Resources City of Guadalupe | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of fire, - - - police, EMS services? 2. Overall, are adequate staffing and equipment - - - provided with the level of fire, police, EMS service? 3. Do you feel an adequate level of funding is - - - provided given the level of service? 4. Personnel arrived in a timely manner and were - - - professional? 5. Personnel was knowledgeable, answer - - - questions, and were informative? No responses were provided by the public related to City of Guadalupe at this time. 256 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE J. City of Lompoc Agency Office: 100 Civic Center Plaza, Lompoc, CA 93436 Phone: 805/736‐1261 Fax: 805/736‐5347 Email: j_throop@ci.lompoc.ca.us Website: www.Cityoflompoc.com City Manager: Jim Throop Fire Chief: Alicia Welch Police Chief: Joseph Mariani SUMMARY The City of Lompoc is adjacent to the Santa Ynez River in the Lompoc Valley in northern Santa Barbara County. The City’s boundaries cover a total of 11.59 square miles and include an estimated 43,786 residents. The City expends approximately $18,021,871 per year for public safety services. This allows residents to receive the services of the City Fire and Police Departments. The City Fire Department maintains an ISO Public Protection Classification of 3 within 5 road miles of a fire station where there is a credible source of water. Total fund balance has decreased from 2015 to 2020. The General Fund balance is now over $600,000. The City receives a portion of the County’s 1% base property tax of 17¢/$1. The City receives financial support at a rate of approximately $578 per resident and has used their fund balance to assist with recent needs. The City has financial procedures in place to ensure the preparation of timely agency audits. The most recent audit by the City was for the June 30, 2020. The City’s Sphere of Influence is 376 acres beyond City boundaries, which includes a few small areas west along V Street and West Airport Avenue, towards the south, two southeastern parcels, and primarily to the east of the City. Plans to expand the sphere are being discussed. BACKGROUND The City of Lompoc was incorporated on August 13, 1888. The City operates pursuant to the general laws codified under Government Code Sections 34000. The City is located in northern Santa Barbara County adjacent to the Santa Ynez River in Lompoc Valley. Located at the intersection of State Highway 1 and 246 it is adjacent to and includes a portion of Vandenberg Air Force Base. The City is governed by a five-member City council whose Mayor is elected at-large Council Members are elected by Districts. It has a City manager form of government and is a full- service City, providing most essential City services. The City of Lompoc overlaps the Community Service Districts of Mission Hills. Other Districts include Cachuma RCD, Lompoc Valley Medical Hospital, Santa Ynez River WCD, Santa Barbara County Fire, and the Lompoc Cemetery District. LAFCO of Santa Barbara County 257 CHAPTER THREE: J. CITY OF LOMPOC 258 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: J. CITY OF LOMPOC OPERATIONS The City provides service through its fire station and utilizing its fire apparatus, equipment, and personnel. Lompoc Fire is an all-risk department consisting of a full-time Fire Chief (currently vacant), operations personnel consisting of a 24-hour crew of a Battalion Chief, Captain, two Engineers, and two Firefighters. The administration staff of three work a 40-hour workweek. The 6 operations personnel work a 24-hour shift. A total of 29 permanent employees staff Station 51 & 52. Lompoc Police has a total of 39 permanent employees that patrol the Lompoc area staffed 24 hours per day to meet the needs of the community. Employees work a variety of work schedules; patrol officers work a 3/12 schedule, Administrative and support personnel work a variety of schedules to include 9/80, 3/12, and 4/10, and Detective personnel work a 4/10 schedule. The Departments respond to over 4,500 primary response calls per year within the boundaries of the City. The Fire Department also provides automatic aid to the surrounding areas, which include protected marshes and forty-three square miles of rural/agricultural areas. While the ISO Public Protection Classification within the City is maintained at a level of 3, the more rural areas within the City have a rating of 3X. The City Fire Department maintains automatic aid agreements with the Santa Barbara County Fire Protection District and Vandenberg Air Force Base. Additionally, the City has agreements with the US Forest Service and the Office of Emergency Management. Lompoc Police Department has joint agreements with the California Highway Patrol, Santa Barbara County Sheriff’s Department, Federal Corrections Center, Vandenberg Air Force Base, Lompoc Unified School District and other Law Enforcement agencies within Santa Barbara County. All of these agreements serve to meet the intent of California’s Mutual Aid system and to provide reciprocal assistance for neighboring communities. City of Lompoc provides traditional fire and police protection, first‐response EMS, structural fire, wildland fire, rescue, basic life support, hazmat and technical rescue. The Lompoc Police Department Dispatch center provides in house emergency Dispatch services. Property taxes constitute approximately 51% of all City’s revenues, while public safety represents approximately 18.5% of City’s expenses. The City maintains a separate enterprise fund for other services, meaning that charges for services are intended to pay for the costs of providing such services. The City also has $90.6 million in long-term debts with $65.7 million reported in governmental activities, $24.9 million in business-type activities, and $0.3 million in fiduciary funds. The City employs approximately 268 full-time employees and 2 contract employees that manage the following professional and technical municipal services: Road Maintenance and Transportation Planning, Bikeways, Pedestrian & Transit, Stormwater Management, Water Supply, Sewer/Wastewater, Engineering, Solid Waste, Planning & Land Use, Building & Safety, Code Compliance, Police & Fire, Recreation & Parks, Library, Administration and Finance. LAFCO of Santa Barbara County 259 CHAPTER THREE: J. CITY OF LOMPOC OPPORTUNITIES & CHALLENGES The City has shown resourcefulness in providing services. The City has worked closely with their neighboring communities Vandenberg Village CSD, Mission Hills CSD, and Vandenberg Air Force Base to forge relationships to improve service and reduce costs. The operations of all Fire and Police Departments are constantly challenged by increased demands, funding limitations and evolving technology. The Police Department has identified several needs and critical issues to enhance public safety and responsiveness to community needs. The needs include; recruitment and retention of personnel, replacement of dated equipment and radios, the replacement of the Computer Aided Dispatch System to include Records Management, the purchase of Body Worn Cameras, and the support personnel needed to fulfill and manage public records act requests. There are overlaps or duplicate Fire/EMS service provided. This is caused by multiple dispatch centers within the Operational area and a lack of GPS tracking and usage of closest resource. The Lompoc Police Department Dispatch is working towards improving consoles and moving to a larger operations center. In 2020, the Lompoc Police Department received funds ($287,000) from CalOES to use on state approved upgrades. The City has budgeted $273,372 for the installation/maintenance of Vesta CPE with Analytics Lite and three 16-inch DVLR’s as well as installation of SMS text to 911 on Vesta. The department also purchased wireless headsets to replace the current handsets in dispatch, which now allows dispatchers to have both hands-free during calls to type and the ability to move from their desk, if necessary, while still taking calls. The Police Department indicated a positive response from its Police App and prior community events such as our annual Car Show, Police Memorial Week, and National Night Out which have proved to be successful in community outreach efforts. Public facilities and services in Lompoc may need expansion and improvement to accommodate future increases in population. The City’s General Plan states 44% of residents are employed in the City of Santa Barbara, or other Cities outside of the Lompoc Valley, and commute from Lompoc. The current General Plan calls for the City to “maintain a compact urban form and growth pattern”. Associated policies include encouraging the development of underdeveloped and vacant land within the City, limiting development of agricultural land surrounding the City, protecting of prime agricultural land outside of the Urban Limit Line, and encouraging mixed-use development in certain areas. Governance Structure Options The opportunities for new governance structures in Lompoc are small. The City of Lompoc is largely surrounded by farmland under Williamson Act land protection. For these reasons, it is unlikely that Lompoc will annex additional land in the near future. The Community Services 260 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: J. CITY OF LOMPOC Districts of Vandenberg Village and Mission Hills are the nearest communities along the northern and northeast border of the City. The Santa Ynez River, located to the north and eastern edge of Lompoc, has a floodplain which restricts development outside of the City’s eastern boundary. There is a plan to move to a regional public safety communication center in approximately three years. The plan was approved by the Santa Barbara County Board of Supervisors on October 19, 2019. The new regional center would provide dispatch services for all fire agencies in Santa Barbara County and will include an ambulance and EMS resources component. The Lompoc City Council would still need to authorize the fire chief to negotiate with Santa Barbara County Fire to participate in the regional fire dispatch center. The County will be the primary organization for building construction and developing governance on how the multiagency center will operate. Regional Collaboration The City of Lompoc coordinates fire and policing services with the Vandenberg Air Force Base for services. Sewage effluent from the City, Vandenberg Village and Vandenberg Air Force Base is treated and disposed of at the Lompoc Regional Wastewater Reclamation Plant operated by the City of Lompoc. Public transit services and facilities such as the COLT bus system, which serves Lompoc, Mission Hills, and Vandenberg Village provides five bus routes available from 6:30 am to 8:00 pm on weekdays, and 9:00 am to 5:00 pm on Saturday. Curb-to-curb service is also available for persons with disabilities. Lompoc is also served by three regional commuter transit providers. The Breeze Bus offers service from the City of Lompoc to Vandenberg Air Force Base and the City of Santa Maria to the north. Clean Air Express offers service to the south, connecting Lompoc to the Cities of Goleta and Santa Barbara. Wine Country Express is a transit service operated by COLT through a partnership with the Cities of Lompoc, Buellton, and Solvang, as well as Santa Barbara County. The airport is not served by the City’s public transit system. Since the airport manager also manages the City Transit System, consideration should be given to developing a joint facility that houses City Transit functions. The City of Lompoc provides all weekly garbage and recycling collection services in the City and owns and operates the City of Lompoc Sanitary Landfill, which also receives waste from adjacent unincorporated County areas including Mission Hills, Mesa Oaks and Vandenberg Village. SPHERE OF INFLUENCE & BOUNDARIES The City of Lompoc has a Sphere of Influence that is 376 acres beyond City boundaries. The City’s SOI extend to the west along V Street and West Airport Avenue, towards the south, two southeastern parcels, and primarily to the east of the City. Lompoc’s SOI exceeds the current City limits in the following locations: LAFCO of Santa Barbara County 261 CHAPTER THREE: J. CITY OF LOMPOC • Open space areas east of City Limits, including River Bend Park • A portion of the landfill property • One very low-density residential area south of West Willow Avenue • The Wineman property west of V Street • The Drive-in Property east of H Street The City requested expansion to their Sphere of Influence, with the Bailey Avenue proposal. The Bailey Avenue properties are under review and consideration as a separate action and application and will not be evaluated under this service review. Subsequent municipal service review reports will continue to monitor the City’s need to expand their Sphere of Influence. A map of the City’s Sphere of Influence and boundaries can be seen at the beginning of this profile. BOUNDARIES Jurisdictional Boundary Lompoc’s jurisdictional boundary Lompoc’s existing boundary spans approximately 11.59 square spans 11.59 square miles with 98.2% being incorporated and under the miles in size and covers 6,625 acres (parcels and public rights-of- land use authority of the City. The ways) within mostly a contiguous area with a few municipal City does serve parcels outside of its jurisdiction. facilities being non-contiguous. Nearly all of the jurisdictional service boundary, approximately 98.2%, is incorporated and under the land use authority of the City. The remaining portion of served land approximately 1.8% of the total is unincorporated and under the land use authority of the County of Santa Barbara. Overall, there are 22,795 registered voters within the jurisdictional boundary. City of Lompoc | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters City of Lompoc 6,625 98.2% 11,008 22,795 OASA – Beattie TBD TBD TBD TBD OASA – GTE TBD TBD TBD TBD OASA – Campbell 120.85 1.7% 1 0 OASA – Bodger TBD TBD TBD TBD OASA – Perry 0.27 0.1% 1 TBD Totals 6,746 100.0% 11,010 22,795 City of Lompoc | Boundary Breakdown By Land Use Authority Total % of Total Total Number of Land Use Authority Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters City of Lompoc 6,625 98.2% 11,008 22,795 Co of Santa Barbara TBD 1.8% TBD TBD Totals 29,571 100.0% 45,462 22,795 262 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: J. CITY OF LOMPOC Total assessed value (land and structure) is set at $3.1 billion as of April, 2021, and translates to a per acre value ratio of $466,599. The former amount further represents a per capita value of $70,598 based on the estimated service population of 43,786. City of Lompoc receives $5,233,491 in annual property tax revenue generated within its jurisdictional boundary and operates as an enterprise for other services. The jurisdictional boundary is currently divided into 11,008 legal Close to two-fifths of the parcels and spans 6,625 acres the remaining jurisdictional acreage jurisdictional boundary is under consists of public right-of-ways. Close to two- fifth or 40% of the private ownership, and of this amount approximately 87% has parcel acreage is under private ownership with 87% already been been developed. developed and/or improved to date, albeit not necessarily at the highest density as allowed under zoning. The remainder of private acreage is entirely undeveloped and consists of 187 vacant parcels that collectively total 464 acres. The jurisdictional boundary qualifies as a disadvantaged unincorporated community. City of Lompoc Incorporation, Revenues, Attributes, Types of Service, and Resources City Incorporation and Duties Incorporation Date 1888 General Law pursuant to Article XI of the Legal Authority California Constitution, Sections 34000 et seq. A five-member City Council Mayor is elected at-large Mayor & Council Members Council Members by Districts. Agency Duties Road Maintenance and Transportation Planning, Stormwater Management, Water Supply, Sewer/Wastewater, Engineering, Solid Waste, Broadband, Planning, Land Use, Building & Safety, Library, Recreation & Parks, Fire and Police, Administration and Finance. POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2010 population of Lompoc to be 42,092. Santa Barbara County Association of Governments prepared a Regional Growth Forecast for 2050 in 2019. That report used a conservative trend-base allocation methodology estimating the City of Lompoc to be 45,500 by 2020. Between 2010 and 2020, the population of Lompoc increased by 1,352 people (3.1 percent; or less than 1 percent per year). There are approximately 14,682 households within the City. In contrast, the County’s population increased by 6.1 percent between 2010 and 2020. LAFCO of Santa Barbara County 263 CHAPTER THREE: J. CITY OF LOMPOC Demographics for the City are based on an age characteristics report prepared by SBCAG in 2017, which identified the largest age group represented in Lompoc as residents under the age of 19 group at 30 percent. Approximately 19 percent of the population was in the 65 or older years age group and 21 percent in the 20 to 34 years range. Approximately 29 percent were between 34 to 54 years of age group. According to the 2010 U.S. Census, approximately 61.1 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic group in Lompoc, comprised 50.8 percent of the total population. Projected Growth and Development The City of Lompoc General Plan serves as the City’s vision for long-term land use, development and growth, and provides the City’s vision within its Planning Area. The City’s General Plan was adopted in 2013, although the Housing Element is updated every 8 years in accordance with state regulations and spans the 2015-2023 planning period. The current City of Lompoc Housing Element (2015-2023) identifies an estimated growth rate of 0.45 percent within the City. The County’s Housing Element, covering the same period, estimates less than one percent growth in the surrounding unincorporated Vandenberg/Mission Hills areas. The County’s General Plan covers the Lompoc Valley and surrounding hills side areas. The following population projections within the City are based on the Department of Finance Table E4 estimate and SBCAG regional forecast. Table J-1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Lompoc 42,434 44,327 43,786 46,975 47,723 County 423,895 441,963 451,840 507,564 520,011 * Assumes trend-based land use capacity within the City. SBCAG regional forecast model. ** DOF Table E4 projections. 264 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: J. CITY OF LOMPOC Disadvantaged Unincorporated Communities Senate Bill (SB) 244 of 2011 requires LAFCO to identify and consider disadvantaged unincorporated communities (DUCs) when preparing MSRs and Sphere updates for Cities and Special Districts that provide sewer, water, or structural fire protection services. A DUC is defined by the Water Code as one in which the median annual household income (MHI) is 80 percent of the statewide average. Incorporated communities are also defined as disadvantaged when the MHI falls below 80 percent. In 2020, the statewide MHI was $80,440, 80 percent of that is $64,352. The MHI for Lompoc was $56,483 in 2020, which qualifies the community as a disadvantaged community. In addition, review of the State DAC Mapping Tool and CalEnviroScreen 4.0 was used to verify disadvantaged status with other applications of the definition. CalEnviroScreen is a screening tool used to help identify communities disproportionately burdened by multiple sources of pollution and with population characteristics that make them more sensitive to pollution. The County prepared an update to its Integrated Regional Water Management Plan in 2019. This was in part for the purposes of grants for the Central Coast Funding Area for which disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. In all cases, the City of Lompoc’s Sphere of Influence does qualify under the definition of disadvantaged community for the present and probable need for public facilities and services within the service areas with some areas contiguous to the Sphere of Influence such as Mission Hills also qualifies as a disadvantaged community. SERVICES Overview The Fire Department has 29 full time equivalent personnel, with 6 firefighters on duty at all times between the two stations. Station 51 houses two (2) engines and Station 52 houses two (2) triple combination pumper engines. Response times throughout the City are 3.5 minutes. Fire Department responds to approximately 3,000 calls per year. Fire protection for the land surrounding the City of Lompoc is provided by Santa Barbara County Fire protection. Mutual aid agreements are in place among Lompoc Fire, Santa Barbara County, and Vandenberg Air Force Base Fire. Estimated response time for engines from VAFB Fire Department to Lompoc is approximately 10 to 15 minutes. Lompoc Police has a total of 39 permanent employees that patrol the Lompoc area staffed 24 hours per day to meet the needs of the community including responsibility for all traffic, enforcement, criminal investigation, and crime prevention services. The Department has its own dispatch center and handles emergency (i.e., 911) telephone calls, non-emergency telephone calls, and dispatches police, fire, and ambulance service. The Lompoc Police Department accomplishes their mission through the deployment of patrol officers, K-9 officers, traffic (motorcycle) officers, school resource officers, detectives, narcotics investigators and game officers. The Lompoc Police LAFCO of Santa Barbara County 265 CHAPTER THREE: J. CITY OF LOMPOC Department maintains a fully equipped and trained SWAT team as well as very active explorer post, police volunteers, and police activities league. All other services provided by the City are not the primary focus of this report and will be discussed in greater detail under the appropriate future MSR Study. City of Lompoc Incorporation, Revenues, Attributes, Types of Service, and Resources Attributes City Limits (est. square miles) 11.59 Population (2020 estimated) 43,786 Assessed Valuation (FY 21-22: Includes City only) $3,091,221,802 3 Number of Stations Stations Dispatch (Through City) ISO Public Protection Classification: 3 Within 5 miles of a Station and with a Credible Source of Water Without a Credible Source of Water 3X Regular Financial Audits Every Year Average Annual Revenue Per Capita (FY 19-20) $578 Average Portion of County 1% Property Tax Received 17¢/$1 Ending General Fund Balance (June 2020) $600,000 Change in General Fund Balance (from June 2015 to June 2020) -8.5% Total Fund Balance/Annual Revenue Total (FY 19-20) 2% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing DOF Table E4, Assessed Valuation and Portion of County Property Tax Received are from County of Santa Barbara Auditor-Controller’s Office; Fund Balance Information from City Audit; Other information from City. Types of Services Fire X Technical Rescue - Basic Life Support (EMT) X Advanced Life Support (Paramedic) - Ambulance - Police X 266 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: J. CITY OF LOMPOC City of Lompoc Incorporation, Revenues, Attributes, Types of Service, and Resources Station Address Acquired/Built Condition Size 115 South G Street, Station 51 1979 Poor 11,200 sqft 1100 North D Street, Station 52 1987 Poor 3,000 sqft 107 Civic Center Plaza, Police 1986 Good 17,755 sqft Station The Lompoc Jail is in the Police Department building which was built in 1959. The building is in the Lompoc Government Civic Center with other County and Municipal buildings. It is adjacent to the County Courthouse. There are seven cells with a capacity for 19 detainees and cameras are throughout the area. Detainees are held for a maximum of 96 hours before being transported to the Main Jail. The facility appears to be clean and well-maintained but needs maintenance in some areas. There are two full-time custody staff on day shift and one full-time at night. When a female is arrested, a female dispatcher is pulled from duties for searches. There are no special documented procedures for handling cases where the detainee has medical or mental problems. The Lompoc City Jail has been used for holding of detainees from Lompoc, Santa Maria and New Cuyama. This has eased the long drive to the Main Jail in Santa Barbara, which takes officers off the streets for multiple hours. Once the Northern Branch Jail is open, other law enforcement officers will no longer use the Lompoc City Jail in this manner. LAFCO of Santa Barbara County 267 CHAPTER THREE: J. CITY OF LOMPOC Apparatus Three Type I Engines Engines Two Type III Engines Two Type VI Engines One 75’ Aerial Ladder Truck Command 4x4 Ford Expedition Command Chevrolet Tahoe vehicle GMC Pick-up Reserve Command Mobile Command Post Vehicle CERT Trailer Tow Vehicle (Military Surplus) Utility USAR Medium Rescue Unit Trailer Two 4x4 Utility Vehicle One Type II Hazardous Response Trailer One Truck Two off road Polaris UTV Support Honda Civic Hybrid Three Motorcycle Patrol Patrol Ten Squad Patrol Vehicle (K9) Eleven Unmarked Car (Decoy, Marked/Unmarked Surveillance) Response Vehicle Armored Rescue Vehicle Total Staffing Personnel Per 1,000 population Full time fire suppression 29 0.66 Temporary fire suppression 0 - Volunteer/Paid call Firefighters 0 - Sworn Staff 39 0.89 Canines 0 - Support Staff 0 - Non-safety regular 18 0.41 Other City Staff 182 4.15 Lompoc Fire has a total of 29 permanent employees that staff Station 51 & 52 which consists of one (1). Fire Chief, one (1) Office Staff Assistant, three (3) Battalion Chiefs, six (6) Captains, six (6) Engineers, and nine (9) Fire Fighters. 2 68 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: J. CITY OF LOMPOC Lompoc Police has a total of 39 permanent employees that patrol the Lompoc area. (“FTEs). Police officers are supported by the following full-time employees: eight (8) Dispatchers, five (5) Jailers, and five (5) Office Staff Assistants. Staffing Experience/Tenure Years in Industry Year w/ Agency Full time fire suppression N/A N/A Temporary fire suppression 0 - Volunteer/Paid call Firefighters 0 - Sworn Staff 13.9 10.8 Canines 0 - Support Staff 0 - Non-safety regular 8.7 3 Other City Staff N/A N/A The Lompoc Fire Department and Police Department utilizes their own station, apparatus, and staffing to protect the City and residents. City of Lompoc Total Calls for Service -City of Lompoc 30000 25000 20000 s lla C 15000 la t o T 10000 5000 0 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 Fire Police Source: City Communications (911 System) Data. Note: The above information includes all calls for service received by the City of Lompoc Fire and Police Departments within the City. Additional calls are referred, and responded to, for mutual and automatic aid. Fire calls are provided as an average over five years 2015-2020. LAFCO of Santa Barbara County 269 CHAPTER THREE: J. CITY OF LOMPOC Calls for Service -City of Lompoc CY -2020 Average 3000 87.7% 2500 2000 1500 1000 500 6.1% 1.7% 1% 1% 2.5% 0.1% 0 Medical Vegetation Structure Fire Other Fire Haz/Mat EMS Other Emergency Fire Calls Source: Lompoc Fire Department Data. Lompoc Police reports it has experienced an Lompoc Snapshot: FY2015 to FY2020 approximate 15 percent decrease in total annual service Change in incident reports -15.1% calls between 2015-2020. This produces a relatively - Avg. Calls / 1,000 residents 755.5 high five-year average of 755.5 calls for every 1,000 Change in Total Crimes +18.2% residents compared to the other local law enforcement - Avg. Crimes / 1,000 residents 35.7 Avg. Clearance Rate 18.8% agencies.Actual reported crimes have also increased by Incident to Crimes Ratio 2.4 18% during the same period with the five-year average resulting in 35.7 reported crimes for every 1,000 residents. The relationship between service calls and reported crimes results in a five-year average of one reported crime for every 0.4 service calls in Lompoc. A summary of service demands on Lompoc police services between 2015-2020 follows. Trends in Reported Crimes Approximately 56.5% of reported crimes in Lompoc between 2015-2020 are classified as non- violent and involve either property or simple assault offenses. Property offenses account for over three-fourths of the total of non-violent crimes with the largest portion associated with larceny/theft followed by burglaries. Non-violent crimes overall have increased in the period by 69%. 270 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: J. CITY OF LOMPOC Trends in Violent Crimes Violent crimes continue to represent a relatively higher portion of the overall offense totals (43 percent) between 2015-2020. Aggravated assault offenses constitute 91.5% of all violent crimes during this period. Homicide rates in Lompoc have been low with 16 total homicides during the period; 7 of which occurred in 2019. Trends in Clearance Rates Clearance rates overall have fluctuated between 2015-2019 from a low of 10.1% to a high of 13.6% in terms of reported crimes resulting in an arrest or determined to be unfounded. The average overall clearance rate is 12%. The clearance rate for violent crimes averages 42%, which is on the lower end among all local law enforcement agencies. Jurisdictional Comparisons: Reported Crimes Lompoc’s five-year average between 2015-2020 for violent crimes and property crimes total 886 and 1,138, respectively. These amounts are higher and lower than the respective national averages of 310 violent crimes and 2,486 property crimes for similarly sized jurisdictional agencies as measured by population during the period. Jurisdictional Comparisons: Clearance Rates Lompoc’s five-year average between 2015-2019 for clearing violent crimes and property crimes are 42% and 45%, respectively. These clearance rates are both lower and higher than the national averages of 46% and 19% for similarly sized jurisdictional agencies as measured by population during the period. LAFCO of Santa Barbara County 271 CHAPTER THREE: J. CITY OF LOMPOC Lompoc Service Characteristics: Service Calls and Crime Totals Category 2015 2016 2017 2018 2019 2020 Average Trend Service Calls 30029 31559 28151 24875 24726 26068 33081.6 Total Reported Crimes 1467 1690 1747 1630 1863 1794 2038.2 +18.2% Violent Crimes 733 707 731 665 788 809 886.6 +9.3% Homicide 2 0 2 1 7 4 3.2 +50% Rape 29 27 51 26 28 25 37.2 -16% Robbery 24 19 37 32 32 27 34.2 +11.1% Assault Crimes 678 661 641 606 721 753 812 +9.9% Property Crimes 727 978 1008 951 1057 972 1138.6 +25.2% Burglary 105 219 237 178 240 175 230.8 +40% Motor Theft 79 131 177 144 236 231 199.6 +65.8% Larceny Theft 543 628 594 629 581 566 708.2 +4.1% Arson 7 5 8 14 18 13 13 +46.1% Total Clearances 149 231 237 192 218 623.4 +31.6% Violent Crimes 72 111 94 86 101 92.8 +28.7% Homicide 2 0 2 1 3 1.6 +33% Rape 4 12 7 3 2 5.6 -100% Robbery 6 10 10 10 11 9.4 +45.4% Assault Crimes 60 89 75 72 85 76.2 +29.4% Property Crimes 77 120 142 106 116 112.2 +33.6% Burglary 9 18 33 19 17 19.2 +47% Motor Theft 7 16 20 21 41 21 +82.9% Larceny-Theft 61 86 89 66 58 72 -5.1% Arson 0 0 1 0 1 0.4 +0.4% Clearances to Crimes % 10.1 13.6 13.5 11.7 11.1 12 -9.0% Violent Crimes 47.1 50 38.7 39.4 34.7 41.98 -35.7% Assault Crimes 50.8 50.6 44.1 45.3 38.1 45.78 -33.3% Property Crimes 16.5 12.3 14.6 11.1 11 13.1 -50% The comparison against national averages involves law enforcement agencies with service populations ranging between 25,000 and 49,999. Clearances for 2020 were not available 272 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: J. CITY OF LOMPOC FINANCES The City prepares an annual budget and financial statement, which includes details for each of its government and enterprise funds. The City maintains a separate enterprise fund for wastewater services, meaning that charges for services are intended to pay for the costs of providing such services. City Revenues 2018-2019 2019-2020 Amount % of Total Amount % of Total Property tax $4,855,028 4.6% $5,233,491 5.1% Sales tax $7,856,536 7.4% $7,511,905 7.3% Other taxes $8,004,287 7.5% $8,365,473 8.2% Grants & contributions $625,164 0.6% $643,210 0.6% (not restricted) Charges for services $71,831,908 67.5% $68,070,924 66.5% Grants & contributions $9,610,124 9.0% $8,977,772 8.8% Interest $2,839,183 2.7% $2,579,023 2.5% Other revenue $709,629 0.7% $990,827 1.0% Revenue total $106,331,859 100.0% $102,372,625 100.0% Fiscal Indicators Select fiscal indicators are shown graphically below. Over the past three fiscal years, the City’s expenditures have remained relatively flat in comparison to its revenues. The increase in revenue was primarily due to increased charges for services. The City’s reserve balances are insufficient to absorb revenue imbalances. The line graph below shows the current financial trend in millions. These indicators provide a measurement of the agency’s financial condition over time. Fiscal Trends-City of Lompoc 120 100 80sn o 60 illiM n 40 i tn u o m 20A 0 2017-18 2018-19 2019-20 -20 Revenue Expenditure Reserve LAFCO of Santa Barbara County 273 CHAPTER THREE: J. CITY OF LOMPOC CITY OF LOMPOC Property, Sales, Other Tax This indicator is important for general fund related services as 100% they are heavily reliant upon property tax revenues. As this revenue source is relatively stable and lags about two years Property Tax behind changes in market conditions, this indicator can 80% sn potentially depict the stability of an agency's revenue base. o 60% Other Tax illiM n 40% i tn u o m 20% Sales Tax A 0% 2015-16 2016-17 2017-18 2018-19 2019-20 A Service Obligation ratio of one or more indicates if Service Obligation revenues were sufficient to pay for operations. It is calculated by operating revenues divided by operating expenditures 1.15 Fiscal Operating Operating 1.1 Year Revenues Expenditures Ratio 2015 $ 97,452,050 $ 86,251,611 1.1 1.05 2016 $ 97,479,833 $ 88,626,310 1.0 2017 $ 101,345,340 $ 94,145,090 1.0 1 2018 $ 103,130,209 $ 97,613,048 1.0 0.95 2019 $ 106,901,540 $ 100,063,027 1.0 2015 2016 2017 2018 2019 2020 2020 $ 102,372,625 $ 98,435,626 1.0 Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2017 2018 2019 2020 Trend Funded ratio (plan assets as a % of plan liabilities) 73.1% 72.3% 73.6% 73.3% Net liability, pension (plan liabilities - plan assets) $ 73,782,615 $ 83,754,319 $ 85,250,404 $ 90,898,627 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of plan liabilities) 86.5% 2020 year of OPEB reporting Net liability, OPEB (plan liabilities - plan assets) $ 2,376,735 The net liability amounts are essentially unfunded liabilities of the agency. The figure below shows if the agency has enough assets (other than capital) to cover the liabilities. A declining trend indicates liabilities continuing to exceed agency assets. Coverage of Net Post-Empployment Liabilities 140 2 120 )la tip 1 2 4 6 8 0 0 0 0 0 0 tn u o m A 0 1 1 . . 5 5 a c n a h t re h to ( ste ssA y se itilib a iL te N % a sa 0 0 cn e g 2015 2016 2017 2018 2019 2020 A 2015 2016 2017 2018 2019 2020 Agency Assets (other than capital) $9 0,670,442 $ 96,844,060 $104,936,232 $105,716,729 $117,687,417 $128,650,186 Net Liabilities (pension & OPEB) $56,490,427 $61,761,744 $75,329,931 $98,739,319 $99,039,317 $93,275,362 274 FINAL 2021 FIRE, LAW ENFOR CEMENT, SA FETY & CRI ME, AND EM S SERVIC E REVIEW & SPHERE UPDATE CHAPTER THREE: J. CITY OF LOMPOC Pension Obligations and Payments The City contributes to CalPERS for a defined benefit pension plan for all qualified permanent and probationary employees. The City participates in one agent-multiple employer plan for its miscellaneous employees (Miscellaneous Plan) and one cost-sharing employer plan with five tier groups for its safety employees (Safety Plan). Members with five years of total service are eligible to retire at age 50 with statutorily reduced benefits. While the City's Miscellaneous Plan is not closed to new entrants, the component option of 2.7% @ 55 is closed to new entrants. Classic Members, as defined by CalPERS, entering the City's Miscellaneous Plan would enter the 2% @ 60 option while New Members, as defined by CalPERS, entering the City's Miscellaneous Plan would enter the 2% @ 62 option. The City participates in one safety cost-sharing multiple-employer plan with five tiers. The Safety Plan consists of Police and Fire Tier 1, Police Tier 2, Fire Tier 2, Police PEPRA and Fire PEPRA. The Police Tier 1 effective prior to November 19, 2011, and the Fire Tier 1 effective prior to September 24, 2011, are closed to new entrants. OPEB Obligations and Payments The City’s primary Other Post-Employment Benefits (OPEB) cost obligation is for retiree health benefits, under its election to participate in the California State Associations of Counties – Excess Insurance Authority’s (CSAC-EIA) health care plans, which is an agent multiple-employer defined benefits OPEB plan. Effective December 31, 2018, the City changed medical providers, leaving the CalPERS Health Benefit Program under the Public Employees’ Medical and Hospital Care Act (PEMHCA), and joined the CSAC-EIA health care plan. The City entered into an agreement with California Employers' Retiree Benefit Trust (CERBT) to pre-fund the City's OPEB liability. The City entered the PERS medical insurance program in 1990 under the Public Employees Medical and Hospital Care Act (PEMHCA). The City provides post- employment health care insurance to all employees who retire from the City on or after attaining age 50 with at least 15 years of OPEB credited service and a minimum of 10 consecutive years of full-time City service. Of the 165 retirees who had met eligibility requirements, 126 elected to receive benefits under the plan. Retirees need to elect to receive benefits under the plan upon retirement and if they do not, they are ineligible to elect in at any time in the future. At June 30, 2019, there are 331 active employees covered by the benefit terms for the plan. The City pays a percentage of the cost incurred by pre-Medicare retirees toward health, dental and vision insurance, beginning with 50% with 15 years of service and increasing 2.5% with each year, to a maximum of 75% with 25 years of service. The City also reimburses a fixed amount up to $100 per month for a Medicare supplement for the 65 retirees eligible for Medicare. LAFCO of Santa Barbara County 275 CHAPTER THREE: J. CITY OF LOMPOC Public Safety Funding The City budget includes police and fire funding General Fund. In FY 2019/2020, the City budgeted $17,692,497 and increased that to $18,021,871 for FY 2020/2021. Public Safety-Expenditure 1 1 1 8 0 2 4 Police Police Police Police Fire Police Fire Police Fire 1 2 2 5 0 5 )se civ re s y te fa s cilb u p stso c g n ita re p o 2 4 6 Fire Fire Fire 5 10 ( e ru tid n e p xE y cn e g lla re v o % a sa A 0 0 2015 2016 2017 2018 2019 2020 Asset Maintenance and Repair The City’s Facilities Maintenance division strives to maintain and preserve facility assets and equipment for the purpose of helping our City function at its best. All facilities are serviced with the following: HVAC (Heating Ventilation Air Conditioning) by certified staff; painting; locksmithing; electrical support; security/intrusion maintenance; welding; plumbing; custodial services; pest control; CAT6 integration support; carpentry; fire alarm services; fencing; infrastructure moving; solar photovoltaic services; flooring restoration and cleaning; electronics support; and roofing replacement and maintenance. The facilities include: ➢ The Corporate Yard ➢ Solid Waste V Street Yard ➢ City Hall ➢ Art Gallery ➢ Police Department ➢ Dick DeWees Center ➢ Police Department Pistol Range ➢ Anderson Rec Center ➢ Fire Station 1 ➢ Civic Auditorium ➢ Fire Station 2 ➢ Aquatic Center ➢ Lompoc Library ➢ Water Treatment Plant ➢ Lompoc Museum ➢ Wastewater Treatment Plant ➢ Lompoc Landfill ACCOMPLISHMENTS FOR FYS 2017-19 • City Council Chambers: Completed replacement of HVAC system. • City Hall Lobby: Completed replacement of HVAC system. • City Council Chambers Conference Room: Upgraded HVAC with ALC Management system. 276 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: J. CITY OF LOMPOC • Corporate Yard: Replaced 40 feet of main sewer line from Streets Division restroom. • Airport: Replaced main building with new composed roof. • City Hall: Installed new security cameras to the Lobby area and front/back doors. • City Hall: Installed 24 LED retrofit lights to parking lot poles, reducing 480v power to 277v power at the poles, for better lighting and safety. • City Hall: Detached and flipped employee lobby entry doors for right hand opening. Installed clear wire safety glass into each door. • Fire Station 1: Repaired hose tower and clay tile replacement. • Anderson Rec Center: Fire damage restoration. • Dick DeWees Center: Performed 5-year sprinkler test. • Solid Waste: Performed Solar Photovoltaic maintenance. • Corporate Yard: Upgraded storm water drains, installed tread cleaning plates OBJECTIVES FOR FYS 2019-21 • City Hall: Remove fluorescent fixtures and install LED lighting fixtures in lobby ceiling. • City Hall: Repair perimeter rain gutters and downspouts in various locations, modify area gutters with external down spouts. • Corporate Yard: Paint buildings due to peeling and rust, check rain gutters and re-place as needed. • Facility Maintenance: Purchase specialized equipment including portable Aerial Lift, flooring steam cleaning machine, and a plumbing locating device. • Police Department: Pressure wash and paint exterior building due to age and amount of wear. Install new variable frequency drive and new Automatic Logic Control (HVAC). Install new elevator controls. • Fire Station 1: Perform roof maintenance and install roll up doors to annex building. • Solid Waste: Perform roof maintenance. • Library: Replace elevator (dumbwaiter). • Museum: Pressure wash and paint exterior building due to age and wear. Repair overhang around building due to dry rot. Fix mortar on wall and install 8 new security cameras. • City Wide: Fire alarm maintenance, security panel maintenance and photovoltaic power gate maintenance. • Corporate Yard: Replace sewer main from Solid Waste area to Fleet. Capital Improvements The City has a 15-year capital improvement plan (CIP), which is updated regularly and identifies and prioritizes system improvements and costs. The 2017-2023 CIP is divided into five categories: Public Safety, Municipal Improvements and Support, Transportation, Enterprise Funds, and Citywide Internal Service Funds. Summary includes over $192 million in upgrades. LAFCO of Santa Barbara County 277 CHAPTER THREE: J. CITY OF LOMPOC The backlog of maintenance projects continues to grow as funding sources are not able to keep up with the demand. There are also new Capital needs by the community to keep up adequate service levels within the City. Impact Fees will need to be studied and adjusted according to those needs. Both the Police and Fire Departments have identified the on-going need for modernized and suitably-sized facilities. Estimated at approximately $50 million, these new facilities are identified as future needs and are currently unfunded. The City’s parks have been identified by the City Council as one of their top priorities and have significant deferred maintenance issues due to a continual lack of funding in this area. Among the many projects listed in this Council priorities area, staff has also identified the need for a total renovation of Ryon Park, a focal point of the City for many high-profile events, including the Flower Festival, Annual Dog Show, Spring Arts Festival, and Movies in the Park to name a few. Storm water requirements mandated by the State without any funding sources have also been taken into consideration in this area so as to keep the City in full compliance with State law. Currently, the City will be fully funding these projects entirely without any assistance from the State. The City’s financial software is outdated, is costly to maintain, and requires additional work for staff on all levels of City operations to obtain information. A new system is proposed that will enhance the abilities for technological advancement and assist in streamlining workloads, while also providing customer service options not currently available. Per the City’s Pavement Management System Program, the current City Pavement Condition Index (PCI) was reported at 55 out of a scale of 100. It was also estimated that the City would need to invest $56 million to get to the desired level of 70, and in order to maintain that index, the City would need to spend $8 million per year. The City of Lompoc Public Utilities provides a number of vital services to the community to include safe, reliable and economical water, electricity, wastewater, and solid waste utilities. These services make up a large portion of the capital improvement projects and are necessary to support current and future needs. Internal Service funds are a way for the City to combine resources and provide a more cost- effective way to perform services. There are currently four Internal Service funds that are reimbursed based upon cost for services. The Communication Fund accounts for cost of providing phone, internet connectivity, and information and computer technology to all divisions. The Stores Internal Service Fund accounts for cost of providing supplies, postage, and printing jobs 278 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: J. CITY OF LOMPOC for all divisions. The Vehicle Internal Service Fund helps the divisions to procure new vehicles, along with maintaining and repairing the existing vehicles which includes radio communications. The final Internal Service Fund is the Employment Benefits and Insurance Fund, which accounts for all the costs of providing insurance and retirement benefits. All of the Internal Service Funds are reported separately in the financial statements, but are combined in the Governmental Funds in the Statement of Net Assets. Long-term Liabilities and Debts The City’s 2004 direct borrowing tax allocation bonds in the amount of $9,955,000 were issued to finance the construction and maintenance of the Aquatic Center, park improvements and other capital improvements. The portion of the bonds related to the former Redevelopment Agency have been transferred to the Successor Agency Trust Fund as of February 1, 2012. The bonds bear interest rates from 2.75% to 4.85%. Principal and interest payments are due each March 2 and September 2 through September 2, 2034. The bonds contain a provision in the event of default, the outstanding principal balance and accrued interest are due and payable immediately. On June 30, 2020, the principal balance outstanding on the City's portion of the bonds was $1,765,000. The City leases vehicles and equipment under direct borrowing capital leases that expire through 2035 and are reported as financed purchases of the underlying assets. The City has pledged the underlying assets as collateral on the leases, for a total value of $2,511,597 and for a total value of $3,805,710. The leases contain the provision that in the event of default, the lessor may retake possession of the underlying asset or require payment for the entire balance of the remaining lease term. At June 30, 2020, future minimum payments on direct borrowing capital leases are 2021 - $1,536,658, 2022 -$1,442,015, 2023-$1,128,602, 2024-$ 1,030,888, 2025-$937,866, thereafter- $3,643,980. On April 6, 2018, the City issued $9,875,000 in direct borrowing Water Refunding Revenue Bonds, 2018 Series A. The proceeds of the bond issue were used to fully extinguish the Water Enterprise’s portions of the 1998, 2005, and 2007 revenue bond issues. The refunding resulted in a difference of $153,693 between the reacquisition price and the net carrying amount of the old debt. The bonds bear interest from 3.00% to 5.00% and are due in semi-annual installments on March 1 and September 1 through March 1, 2037. On June 30, 2020, the principal amount outstanding on the bond was $8,620,000. On April 6, 2018, the City issued $15,190,000 in direct borrowing Wastewater Refunding Revenue Bonds, 2018 Series A. The proceeds of the bond issue were used to fully extinguish the Wastewater Enterprise’s portion of the 1998, 2005, and 2007 revenue bond issues. The refunding resulted in a difference of $168,029 between the reacquisition price and the net carrying amount of the old debt. The bonds bear interest from 2.00% to 5.00% and are due in semi-annual LAFCO of Santa Barbara County 279 CHAPTER THREE: J. CITY OF LOMPOC installments on March 1 and September 1 through March 1, 2037. On June 30, 2020, the principal amount outstanding on the bond was $13,905,000. On May 3, 2007, the City entered into a direct placement financing contract for the Wastewater Treatment Plant upgrade project from the State Water Resources Control Board (SWRCB). Proceeds borrowed during the construction phase that were converted to the loan payable were $76,337,875. Under the terms of the agreement, the loan was considered to be interest free during the construction phase with a required matching portion of $15,267,940 which was equal to 16.67% of the total estimated cost of the project. The total repayment obligation, including imputed interest, to the SWRCB loan was $91,605,815. Repayment on the loan began during the year ended June 30, 2011, and is due in equal annual payments of $4,580,291 through 2030. The imputed interest rate on the loan is approximately 1.77%. On June 30, 2020, the principal balance outstanding was $41,603,732. On March 1, 2017, the City entered into a direct placement financing contract with the State of California, Department of Resources Recycling and Recovery (CalRecycle). On July 23, 2018 the City secured $1,000,000 in financing for the Solid Waste Disposal and Codisposal Site Cleanup Program for the City of Lompoc Landfill Gas Collection and Control System (LGCCS) project from CalRecycle. The total repayment obligation, including interest, to the CalRecycle loan is $1,033,723. Repayment on the loan began during the year ending June 30, 2020, and is due in equal annual payments of $103,372 through fiscal year 2029. The interest rate on the loan is 0.599% per annum. On June 30, 2020, the principal balance outstanding was $902,601. State and federal laws and regulations require the City to place a final cover on its sanitary landfill site when it stops accepting waste and to perform certain maintenance and monitoring functions at the site for thirty (30) years after closure. Although closure and post-closure costs will be paid only near or after the date that the landfill stops accepting waste. The City reports a portion of these closure and post-closure care costs as an operating expense in each period based on landfill capacity used as of each balance sheet date. The landfill closure and post-closure care liability is $7,717,252 at June 30, 2020, and represents the cumulative amount based on the use of 48.4% of the estimated capacity of the landfill used to date. The City expects to close the landfill in the year 2047. Opportunities for Shared Facilities The City currently share facilities or services with other agencies, such as the wastewater treatment facility. No other opportunities have been identified by staff or in the preparation of this report. 280 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: J. CITY OF LOMPOC ORGANIZATION Governance City of Lompoc’s governance authority is established under general law for Cities codified under Government Code Sections 34000. Cities are authorized to provide all municipal services. A five- member City Council governs the City of Lompoc with the Mayor elected at-large and Council Members by Districts. The citizens elect a Mayor every four years. There is no limit on the number of times a candidate can run for re-election to the City Council. The City operates under the Council-Manager form of government, which means that the City Council appoints a City manager who is responsible to oversee the daily operations of the City. The City Council provides policy direction to the City Manager who works with the City’s administration team and the citizens to implement the direction of the Council. Additionally, the City Council appoints a City Attorney to represent and advise the City Council on legal matters, a five-member Planning Commission, Airport Commission, Parks and Recreation Commission, and various other commissions and committees. The City employs approximately 268 full-time employees and 2 contract employees that manage the following professional and technical municipal services: Road Maintenance and Transportation Planning, Stormwater Management, Water Supply, Sewer/Wastewater, Engineering, Solid Waste, Broadband, Planning, Land Use, Building & Safety, Library, Recreation & Parks, Fire and Police, Administration and Finance. City of Lompoc holds meetings every 1st and 3rd Tuesday of each month at 6:30 pm in the Council Chambers, 100 Civic Center Plaza, Lompoc. A current listing of City Council along with respective backgrounds follows. City of Lompoc| Current Governing Council Roster Member Position Background Years on Council Jenelle Osborne Mayor Educator 8 Gilda Cordova Mayor Pro Tem District 1 Educator 8 Victor Vega Council Member District 2 Aviation 1 Dirk Starbuck Council Member District 3 Educator 1 Jeremy Ball Council Member District 4 Finance 2 Website Transparency The table, below, is not an exhaustive inventory of website criteria required under current law. Rather, it identifies key components, required by the Government Code and/or recommended by the California Special Districts Association and other organizations, for websites to enhance transparency and accountability. LAFCO of Santa Barbara County 281 CHAPTER THREE: J. CITY OF LOMPOC Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in advance on their websites. Government Code Section 6253 requires that agencies post content most requested by constituents and most often requested via Public Record Act requests. Because of the difficulty for LAFCO staff to verify this information, these criteria are not included in the website checklist. However, agencies should address these criteria to comply with current website requirements. City of Lompoc Website Checklist website accessed 6/9/21 https://Cityoflompoc.com Required Yes No Government Code Agency maintains a website with current contact §53087.8 information? (required for independent Special Districts by 1/1/2020) X Government Code Agency has created an Enterprise System Catalog and X §6270.5 posted it to website? Government Code Agency has current agenda posted to website §54954.2 homepage and is accessible through a prominent, X direct link? Government Code Agency’s website provides information on compensation of §53908 elected officials, officers and X employees or has link to State Controller’s Government Compensation website? The following criteria are recommended for agency websites by a number of governance associations and organizations. Yes No Description of services? X Service area map? X Board meeting schedule? X Budgets (past 3 years)? X Audits (past 3 years)? X List of elected officials and terms of office? X List of key agency staff with contact information? X Meeting agendas/minutes (last six months)? X Notes: Lompoc is a Council-governed agency it overlays. Refer to www.Cityoflompoc.com for the required checklist items. Survey Results The table, on the next page, includes a list of questions asked of area residents to assess if satisfactory fire services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. 282 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: J. CITY OF LOMPOC City of Lompoc Questionnaire, Revenues, Types of Service, and Resources City of Lompoc | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of fire, - 2 - police, EMS services? 2. Overall, are adequate staffing and equipment - 2 - provided with the level of fire, police, EMS service? 3. Do you feel an adequate level of funding is - 2 - provided given the level of service? 4. Personnel arrived in a timely manner and were - 1 1 professional? 5. Personnel was knowledgeable, answer - 1 1 questions, and were informative? A total of 2 responses by the community and 0 responses by staff answered the survey questions. The community rated 0% satisfactory and 80% unsatisfactory, with 20% undecided. Additional Comments were provided. LAFCO of Santa Barbara County 283 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 284 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE K. City of Santa Barbara Agency Office: P.O. Box 1990, Santa Barbara, CA 93102 Phone: 805/963-0611 Fax: 805/564-5475 Email: rbjork@santabarbaraca.gov Website: www.santabarbaraca.gov Interim City Administrator: Rebecca Bjork Fire Chief: Chris Mailes Interim Police Chief: Barney Melekian SUMMARY The City of Santa Barbara is located in southern Santa Barbara County, situated between the Pacific Ocean and coastal mountains. The City’s boundaries cover a total of 19.49 square miles of land and 22.5 square miles of water and include an estimated 93,511 residents. The City expends approximately $74,653,768 per year for public safety services. This allows residents to receive the services of the City Fire and Police Departments. The City Fire Department maintains an ISO Public Protection Classification of 2 within 5 road miles of a fire station where there is a credible source of water. Total fund balance has increased steadily from 2015 to 2020. The General Fund balance is now over $32,078,880, which can be used to offset short term funding lows. The City receives a portion of the County’s 1% base property tax of 12¢/$1. The City receives financial support at a rate of approximately $1,809 per resident and maintains a fund balance to assist with future needs. The City has financial procedures in place to ensure the preparation of timely agency audits. The most recent audit by the City was for June 30, 2020. The City’s Sphere of Influence is larger than its boundaries including areas to the north (Mission Canyon & San Marcos Foothills) and west (Los Positas), and several islands surrounded by the City that have not been annexed. Plans to expand the Sphere are being discussed. BACKGROUND The City of Santa Barbara was incorporated on August 26, 1850. The City was established under charter law for Cities codified under Government Code Sections 34450 within California Constitution Article XI, Section 5(a). The City is located in southern Santa Barbara County and is the County Seat. The City extends from Montecito on the east to Highway 154 and Hope Ranch on the west. The City is governed by a seven-member City Council with mayor elected at-large and six Council Members elected by Districts. It has a City manager form of government and is a full-service City, providing most essential City services. LAFCO of Santa Barbara County 285 CHAPTER THREE: K. CITY OF SANTA BARBARA 286 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. CITY OF SANTA BARBARA The City of Santa Barbara overlaps the Goleta Sanitary District, Goleta Water District, Santa Barbara Mosquito and Vector Control District, Santa Barbara Metropolitan Transit District, Cachuma RCD, and the Goleta Cemetery District. A portion overlaps the County of Santa Barbara Fire Protection District and Mission Canyon Lighting District. OPERATIONS The City provides service through its fire station and utilizes its fire apparatus, equipment, and personnel. Santa Barbara Fire is an all-risk department consisting of 105 employees, with 85 assigned to the Operations Division. They provide emergency response to the community around the clock, 365 days a year from 8 different station locations. Operations personnel work a 48/96 work schedule. Over a year this creates a 56-hour average work week that has a two (2) complete days on duty with four (4) days off duty rotation system. There are three (3) platoons or shifts of firefighters to fully staff this rotation system. Thus, each shift has 28 firefighters and one Battalion Chief for a total of 29 safety personnel on duty each day of the year. Santa Barbara Police has a total of 210 permanent employees that provide law enforcement services to the City of Santa Barbara under three divisions. The Field Operations Division provides police services to the community, which includes 24-hour patrol responses to 9-1-1 calls for service, traffic and parking enforcement, gang and nightlife enforcement, explorer program and quality of life response teams. The Criminal Investigations & Internal Operations Division conducts follow-up investigations from initial crime reports that include crimes against persons, property, narcotics, gangs, schools, and forensic investigations. The Division also provides records and evidence management. The Strategic Operations and Personnel Division manages departmental planning, training, recruitment, wellness, information technology, animal control services, department fleet and facilities, staffs City sanctioned special events, and provides fiscal oversight. Employees work a variety of work schedules; patrol officers work a 3/12 schedule, Administrative and support personnel work a variety of schedules to include 9/80, 3/12, and 4/10, and Detective personnel work a 4/10 schedule. The Departments respond to over 2,500 primary response calls per year and receives over 54,000 9-1-1 calls within the boundaries of the City. While the ISO Public Protection Classification within the City is maintained at a level of 2, the more rural areas within the City have a rating of 3X. The City Fire Department maintains automatic aid agreements with the Santa Barbara County Fire Protection District, Montecito Fire, Carpinteria/Summerland Fire, and Los Padres National Forest. Additionally, the City has agreements with the US Forest Service and participates with State Office of Emergency Management (OES) through agreements. Police Department also has joint agreements with Ventura Police Department for regional data sharing and records management and forensic crime laboratory services. Police Department has joint agreements with the California Highway Patrol, Santa Barbara County Sheriff’s Department, and other Law Enforcement agencies within Santa LAFCO of Santa Barbara County 287 CHAPTER THREE: K. CITY OF SANTA BARBARA Barbara County. All of these agreements serve to meet the intent of California’s Mutual Aid system and to provide reciprocal assistance for neighboring communities. City of Santa Barbara provides traditional fire and police protection, first‐response EMS, structural fire, wildland fire, rescue, basic life support, hazmat and technical rescue. The Santa Barbara Police Department Dispatch center provides in-house emergency Dispatch services. Property taxes constitute approximately 28% of all City’s revenues, while public safety represents approximately 25.8% of City’s expenses. The City maintains a separate enterprise fund for other services, meaning that charges for services are intended to pay for the costs of providing such services. The City also has $233.4 million in long-term debts with $23.9 million reported in governmental activities, $209.5 million in business-type activities. The City employs approximately 1,037 full-time employees that manage the following professional and technical municipal services: Road Maintenance and Transportation Planning, Bikeways, Pedestrian & Transit, Stormwater Management, Water Supply, Sewer/Wastewater, Engineering, Solid Waste, Planning & Land Use, Building & Safety, Code Compliance, Police & Fire, Recreation & Parks, Waterfront/Harbor, Airport, Library, Administration and Finance. OPPORTUNITIES & CHALLENGES The City has shown resourcefulness in providing services. The City has worked closely with their neighboring communities, Goleta and Carpinteria, to forge relationships to improve service and reduce costs. The operations of all Fire and Police Departments are constantly challenged by increased demands, funding limitations and evolving technology. The future Regional Dispatch Center would be an opportunity in the future. The Police Department has identified several needs and critical issues to enhance public safety and responsiveness to community needs. A number of issues have been raised including: gang activity, graffiti abatement, homeless individuals, Marijuana dispensaries, and police response. The Police Department indicated Santa Barbara is in the process of upgrading to Next Generation 911 (NG911) emergency services IP Network creating a State connectivity to share information. The Police Department uses a number of social media platforms including Facebook, Instagram, and Nextdoor for public outreach. The department engages in non-enforcement policing by employing a team of community liaison officers to foster collaboration between the department and individuals and community stakeholders to develop solutions and increase public trust. Police managers are engaged in local government, community groups, and committees to promote activities and receive information. 288 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. CITY OF SANTA BARBARA Governance Structure Options The opportunities for new governance structures in Santa Barbara are small. The City of Santa Barbara is largely surrounded by suburban residential, National Forest, and the Santa Barbara Channel. The City of Goleta and community of Montecito are the nearest along the eastern and western border of the City. The Pacific Ocean is located to the south. In the early 2000’s the eastern Goleta Valley citizens committee applied to LAFCO to become part of the City of Santa Barbara. This application was declined by LAFCO and subsequently a request to amend the City’s Sphere of Influence in 2006 was also declined. There is a plan to move to a regional public safety communication center in approximately three years. The plan was approved by the Santa Barbara County Board of Supervisors on October 19, 2019. The new regional center would provide dispatch services for all fire agencies in Santa Barbara County and will include an ambulance and EMS resources component. The City Council would still need to authorize the fire chief to negotiate with Santa Barbara County Fire to participate in the regional fire dispatch center. Regional Collaboration The City of Santa Barbara Harbor Patrol coordinates operations with the U.S. Coast Guard, Santa Barbara Police, Santa Barbara Fire, California Department of Fish and Wildlife, and the County Sheriff. City Fire also coordinates fire risk prevention, management, response, recovery, and public education programs with the County of Santa Barbara, Montecito Fire Protection District, U.S. Forest Service, California Emergency Management Agency, CAL FIRE, Federal Emergency Management Agency, and other agencies. City Police coordinates with California Highway Patrol, City and County Fire Departments, Caltrans, and local Sheriff and Police Departments. The City and Santa Barbara City College (SBCC) share specific parking resources subject to the terms of a Joint Use Agreement and subsequent Five-Year Supplemental Parking Agreements. In addition to other terms, the agreements establish fees and seasonal use of the Waterfront Department’s Leadbetter and Harbor West parking lots (Leadbetter lots) and SBCC’s La Playa West and East parking lots (La Playa lots). Public transit services and facilities are provided by the Santa Barbara Metropolitan Transit District (MTD) throughout the City and to neighboring jurisdictions. The Waterfront and Downtown Shuttles, operated by MTD and partially funded by the City, provide frequent lower cost service along Cabrillo Boulevard between the Harbor and the Santa Barbara Zoo and along State Street to Downtown. The City of Santa Barbara provides all weekly garbage and recycling collection services through MarBorg Industries. The Material Recovery Facility receives recycling materials collected. Waste is taken to the South Coast Recycling and Transfer Station. Unrecyclable solid waste from the LAFCO of Santa Barbara County 289 CHAPTER THREE: K. CITY OF SANTA BARBARA City is ultimately disposed at Tajiguas Sanitary Landfill located in the City of Goleta. SPHERE OF INFLUENCE & BOUNDARIES The City of Santa Barbara has a Sphere of Influence that totals 5,430 acres beyond City boundaries. The SOI boundary includes areas to the north (Mission Canyon & San Marcos Foothills) and west (Los Positas & Hope Ranch), and several islands surrounded by City. The City has generally considered annexations on a case-by-case basis at the request of the property owner. The resultant City boundary line is somewhat irregular with enclosed peninsulas and islands of County land completely surrounded by City territory. In 2000, the City passed an ordinance setting priorities for future annexations. The goal of that ordinance is to simplify the City boundaries and provision of services by encouraging annexation of unincorporated islands and peninsulas of land contiguous to the City. A map of the City’s Sphere of Influence and boundaries can be seen at the beginning of this profile. BOUNDARIES Jurisdictional Boundary Santa Barbara’s jurisdictional City of Santa Barbara’s existing boundary spans approximately boundary spans 19.49 square miles of land with 99.9% being served as 19.49 square miles of land and 22.5 square miles of water in size incorporated and under the land use and covers 10,965 acres (parcels and excluding public rights-of- authority of the City. The remainder of the service boundary lies within ways) between one non- contiguous area with the airport the County of Santa Barbara. connected by a narrow strip. Nearly all of the jurisdictional service boundary, approximately 99.9%, is incorporated and under the land use authority of the City. The remaining portion of served land approximately 0.1% of the total is unincorporated and under the land use authority of the County of Santa Barbara. Overall, there are 62,743 registered voters within the jurisdictional boundary. City of Santa Barbara | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters City of Santa Barbara 10,965 99.9% 25,576 62,743 OASA– 013-210-049 1 TBD 1 2 OASA – 013-070-022 0.78 TBD 1 0 OASA – 051-253-018, 0.72 TBD 4 TBD 051-261-002, , 051-262- 009, 051-263-007 OASA – 013-170-014 1.01 TBD 1 TBD OASA – 013-170-021 1 TBD 1 TBD OASA – 013-170-023 1 TBD 1 TBD OASA – 051-262-013 0.16 TBD 1 TBD OASA – 013-164-012 1 TBD 1 TBD OASA – 055-221-005 0.23 TBD 1 TBD 290 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. CITY OF SANTA BARBARA OASA – 013-123-008 015 0.76 TBD 2 TBD OASA - MacIntyre TBD TBD TBD TBD OASA – Sunset Rd area TBD TBD TBD TBD OASA - Rockhar TBD TBD TBD TBD Totals 10,973 100.0% 25,590 62,745 City of Santa Barbara | Boundary Breakdown By Land Use Authority Total % of Total Total Number of Land Use Authority Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters City of Santa Barbara 10,965 99.9% 25,576 62,743 Co of Santa Barbara 7.66 0.1% 14 2 Totals 10,973 100.0% 25,590 62,745 Total assessed value (land and structure) is set at $24.3 billion as of April, 2021, and translates to a per acre value ratio of $2.2 million. The former amount further represents a per capita value of $259,736 based on the estimated service population of 93,511. The jurisdictional boundary is currently divided into 25,576 legal Close to four-fifths of the parcels and spans 10,965 acres the remaining jurisdictional acreage jurisdictional boundary is under consists of public right-of-ways. Close to four- fifths or 78% of the private ownership, and of this amount approximately 93% has parcel acreage is under private ownership with nearly all or 93% been developed. having already been developed and/or improved to date, albeit not necessarily at the highest density as allowed under zoning. The remainder of private acreage is entirely undeveloped and consists of 626 vacant parcels that collectively total 947 acres. The jurisdictional boundary does not qualify as a disadvantaged unincorporated community. City of Santa Barbara Incorporation, Revenues, Attributes, Types of Service, and Resources City Incorporation and Duties Incorporation Date 1850 Charter Law, California Constitution Article XI, Legal Authority Section 5(a) Sections 34450 A seven-member City Council with mayor elected at-large Mayor & Council Members and six Council Members elected by Districts. Agency Duties Road Maintenance and Transportation Planning, Bikeways, Pedestrian & Transit, Stormwater Management, Flood Control, Water Supply, Conservation & Groundwater Management, Sewer/Wastewater, Engineering, Solid Waste, Planning, Land Use & Economic Development, Building & Safety, Harbor, Airport, Library, Recreation & Parks, Police and Fire, Administration and Finance. LAFCO of Santa Barbara County 291 CHAPTER THREE: K. CITY OF SANTA BARBARA POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2010 population of Santa Barbara to be 87,396. Santa Barbara County Association of Governments prepared a Regional Growth Forecast for 2050 in 2019. That report used a conservative trend-base allocation methodology estimating the City of Santa Barbara to be 95,100 by 2020. Between 2010 and 2020, the population of Santa Barbara City increased by 5,101 people (5.4 percent or less than 1 percent per year). There are approximately 39,145 households within the City. In contrast, County’s population increased by 6.1 percent between 2010 and 2020. Demographics for the City are based on an age characteristics report prepared by SBCAG in 2017, which identified the largest age group represented equally in Santa Barbara as 35 to 54 group at 26 percent. Also, the population in the 65 or older age group and the 20 to 34 years range are both 26 percent. Approximately 21 percent of the residents were under the age of 19. According to the 2010 U.S. Census, approximately 75.1 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic group in Santa Barbara, comprised 38 percent of the total population. Projected Growth and Development The City of Santa Barbara’s General Plan serves as the City’s vision for long-term land use, development and growth, and provides the City’s vision within its Planning Area. The City’s General Plan was adopted in 2011, although the Housing Element is updated every 8 years in accordance with state regulations and spans the 2015-2023 planning period. The City plans to start an update to the General Plan in 2022. The current City of Santa Barbara Housing Element (2015-2023) identifies an estimated growth rate of 0.2 percent within the City. The County’s Housing Element, covering the same period, estimates less than one percent growth in the surrounding unincorporated areas. The County’s General Plan covers the South Coast and surrounding hills side areas. The following population projections within the City are based on the Department of Finance Table E4 estimate and SBCAG regional forecast. 292 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. CITY OF SANTA BARBARA Table K-1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Santa Barbara 88,410 92,305 93,511 94,876 96,000 County 423,895 441,963 451,840 507,564 520,011 * Assumes trend-based land use capacity within the City. SBCAG regional forecast model. ** DOF Table E4 projections. Disadvantaged Unincorporated Communities Senate Bill (SB) 244 of 2011 requires LAFCO to identify and consider disadvantaged unincorporated communities (DUCs) when preparing MSRs and Sphere updates for Cities and Special Districts that provide sewer, water, or structural fire protection services. A DUC is defined by the Water Code as one in which the median annual household income (MHI) is 80 percent of the statewide average. Incorporated communities are also defined as disadvantaged when the MHI falls below 80 percent. In 2020, the statewide MHI was $80,440, 80 percent of that is $64,352. The MHI for Santa Barbara City was $84,540 in 2020, which does not qualify the community as a disadvantaged community. In addition, review of the State DAC Mapping Tool and CalEnviroScreen 4.0 was used to verify disadvantaged status with other applications of the definition. CalEnviroScreen is a screening tool used to help identify communities disproportionately burdened by multiple sources of pollution and with population characteristics that make them more sensitive to pollution. The County prepared an update to its Integrated Regional Water Management Plan in 2019. This was in part for the purposes of grants for the Central Coast Funding Area for which disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. In most cases, the City of Santa Barbara’s Sphere of Influence does not qualify under the definition of disadvantaged community for the present and probable need for public facilities and services nor are the areas contiguous to the Sphere of Influence qualify as a disadvantaged community. In the CalEnviroScreen 4.0 tool, City of Santa Barbara has a small portion within the East Beach area Census Tract 6083000804 that was in the 73rd percentile largely due to environmental effects of groundwater threats, impaired waters, cleanup sites, and solid waste having scores in the 80 plus range. However, this would not qualify the City as a disadvantaged community under LAFCO’s definition. SERVICES Overview All Engine companies are comprised of a Captain, an Engineer, and a Firefighter, except for the Ladder Truck/Heavy Rescue Squad crew which has one additional firefighter, and at Station 8 which has a Captain and two engineers to drive the large airport response vehicles. The Station Distribution provides for average 4-6-minute responses throughout the majority of the City. For LAFCO of Santa Barbara County 293 CHAPTER THREE: K. CITY OF SANTA BARBARA calls that require additional resources, additional units usually arrive within 2 minutes to provide up to 14 firefighters to a structure fire within 8-9 minutes from dispatch. The Police Department directs all 911 dispatching services through a combined police and fire dispatch center. The City Fire, through an agreement, staffs Station 8, which provides response to emergencies involving aircraft at the City Airport, located approximately 6 miles west near the City of Goleta. The County Fire Department serves as back-up and under mutual aid for calls outside of the airport terminals. Calls involving medical emergencies provide an average of 70% of the incidents that crews respond to in Santa Barbara. All SBFD responders are basic life support certified and respond to all medical emergencies along with American Medical Response Ambulances, a private contractor providing advanced life support paramedic service and patient transport. City of Santa Barbara Incorporation, Revenues, Attributes, Types of Service, and Resources Attributes City Limits (est. square miles) 19.49 Population (2020 estimated) 93,511 Assessed Valuation (FY 21-22: Includes City only) $24,288,229,704 9 Number of Stations Stations Dispatch (Through City) ISO Public Protection Classification: 2 Within 5 miles of a Station and with a Credible Source of Water Without a Credible Source of Water 3X Regular Financial Audits Every Year Average Annual Revenue Per Capita (FY 019-20) $1,809 Average Portion of County 1% Property Tax Received 12¢/$1 Ending General Fund Balance (June 2020) $32,078,880 Change in General Fund Balance (from June 2015 to June 2020) -3.4% Total Fund Balance/Annual Revenue Total (FY 19-20) 21% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing DOF Table E4, Assessed Valuation and Portion of County Property Tax Received are from County of Santa Barbara Auditor-Controller’s Office; Fund Balance Information from City Audit; Other information from City. 294 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. CITY OF SANTA BARBARA Types of Services Fire X Technical Rescue X Basic Life Support (EMT) X Advanced Life Support (Paramedic) - Ambulance - Police X City of Santa Barbara Incorporation, Revenues, Attributes, Types of Service, and Resources Station Address Acquired/Built Condition Size 121 W. Carrillo Street, Station 1 1960 Good 13.400 sqft (Headquarters) 819 Cacique Street, Station 2 1993 Good 7,650 sqft 415 E Sola Street, Station 3 1929 Fair 5,500 sqft 19 N Ontare Road, Station 4 1985 Good 5,200 sqft 2505 Modoc Road, Station 5 1966 Good 2,850 sqft 1802 Cliff Drive, Station 6 1951 Good 2,850 sqft 2411 Stanwood Drive, Station 7 1951 Poor 2,850 sqft 40 Hartley Place, Station 8 1996 Good unk sqft 30 S. Olive Street, Training Facility Unk Fair 4,400 sqft 925 Chapala Street, Administrative 1975 Good unk sqft 215 E. Figueroa Street, Main Police 1959 Poor 24,164 sqft Station 222 E. Anapamu Street, Police 1980 Poor 9,608 sqft Annex Bldg 415 1/2 E Sola Street, Animal 1929 Fair unk sqft Control Office 1221 Anacapa Street, Combined 2006 Good unk sqft Communication Center (Dispatch) The main police building was built in 1959 and there are many maintenance concerns. The need for a new building has been well documented for many years. The facilities have not been earthquake retrofitted (as required by California’s Essential Services Buildings Seismic Safety Act of 1986) and the building is not ADA compliant. This presents a safety risk for the police administrative staff, custodial staff, and detainees. A new site has been identified and construction is scheduled to have begun in 2020. The passage of Measure C in November 2017 provides a funding source to complete the new station. LAFCO of Santa Barbara County 295 CHAPTER THREE: K. CITY OF SANTA BARBARA In 2000, the Police Department began leasing an adjacent building to address overcrowding. This building (PD Annex) now contains approximately 40 police officers and administrative staff and has become a critical part of Police Operations. This building is in need of modern repair with water and drainage issues. Station One has been recently remodeled, with seismic reinforcements and improvements to crew living quarters. Station One has a large classroom that serves double purpose as the City’s Emergency Operating Center for disaster management. A Battalion Chief, in charge of all firefighters on one shift, also works and lives there, directing the daily workload. Station Three was built in 1929, located in a residential neighborhood. The Animal Control (AC) Office share this site. The AC space is small with no easy access for public and a small driveway. Fire Station No. 7 share the station with U.S. Forest Service Engine 46 and in need of replacement. The Fire Training facility is located downtown and equipped with various training opportunities for daily use. The site does not have the props, equipment, or site areas to fulfill many of the core training needs in the field of Haz-Mat, Urban Search and Rescue, and basic “In-Service” training. The props and programs are in need of replacement and updating. The remaining stations and all other facilities are unknown as no assessment studies have been prepared for these public buildings. Apparatus Eleven Type I Engines Engines Two Type III Engine Three Type VI Engine Wildland Three Ladder/Heavy Rescue One Haz-Mat – Light Air Two ARFF Rigs (Airport rescue) Four Battalion vehicles Command 4x4 Wildland Patrol Vehicle Special Response Ford F550 Box unit Armored Rescue Bearcat Three Command (2 captain 1 admin) MCI Vehicle Utility Utility Pickup Vehicle Utility Truck (SWAT) Utility Truck (Range Vehicle) Utility Van (CSI) Utility Trailer One ATV (Beach) 296 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. CITY OF SANTA BARBARA Two 12 passenger vans Support Prisoner Transport Van Two Support Vehicles Six SUV’s Three AC Vehicles Twenty-Six Squad Patrol Vehicle Two Squad Patrol Vehicle (K9) Patrol Nine Motorcycle Patrol Twelve Parking Enforcement Marked/Unmarked Seventeen Unmarked (Detective, Patrol, & Admin) Five Unmarked Car (Surveillance) Four Type I Engines are Reserve for various Stations. Six motorcycle in reserve for parade or special events. Total Staffing Personnel Per 1,000 population Full time fire suppression 98 1.04 Temporary fire suppression 0 - Volunteer/Paid call Reserve-Civilian 18 0.19 Sworn Staff 124 1.3 Canines 2 0.02 Support Staff 22 0.2 Non-safety regular 18 0.19 Other City Staff 721 7.7 Santa Barbara City Fire has a total of 105 permanent employees that staff eight stations. Santa Barbara City Police has a total of 211 permanent employees with 124 that patrol the Santa Barbara City area. (“FTEs). LAFCO of Santa Barbara County 297 CHAPTER THREE: K. CITY OF SANTA BARBARA Staffing Experience/Tenure Years in Industry Year w/ Agency Full time fire suppression 6.25 13.51 Temporary fire suppression - - Volunteer/Paid call Firefighters - - Sworn Staff N/A 10.6 Canines - - Support Staff N/A 8.5 Non-safety regular N/A N/A Other City Staff N/A N/A The Santa Barbara City Fire Department and Police Department utilizes their own station, apparatus, and staffing to protect the City and residents. The Santa Barbara Airport is assisted by the County Fire Department operations which utilizes Station 17, apparatus, and staffing to protect the airport. City of Santa Barbara Total Calls for Service -City of Santa Barbara 12,000 10,000 8,000 s 6,000 lla C la t o 4,000 T 2,000 0 CY 2017 CY 2018 CY 2019 CY 2020 Fire Police Source: City Fire & Police Department Data. Note: The above information includes all calls for service received by the City of Santa Barbara Fire and Police Department within the City. These include additional calls as referred, and responded to, for mutual and automatic aid. 298 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. CITY OF SANTA BARBARA Calls for Service -City of Santa Barbara CY -2020 8000 79.3% 7000 6000 5000 4000 3000 2000 13% 1000 4.4% 0.4% 0.3% 0.4% 0.6% 1.6% 0 Medical Vegetation Structure Other Fire Haz/Mat EMS Rescue Other Emergency Fire Fire Calls Source: Santa Barbara Fire Department Data. Santa Barbara City was unable to report service call Santa Barbara Snapshot: FY15 to FY19 data for unknown reasons. This makes it difficult to Change in incident reports +Unk% - Avg. Calls / 1,000 residents Unk determine the five-year average for calls for every 1,000 Change in Total Crimes +37.4% residents. Actual reported crimes have also increased - Avg. Crimes / 1,000 residents 35 by 38% during the same period with the five-year Avg. Clearance Rate 36.4% Incident to Crimes Ratio Unk average resulting in 35 reported crimes for every 1,000 residents. The relationship between service calls and reported crimes could not be determined at this time. A summary of service demands on Santa Barbara City Police services between 2015-2019 follows. Trends in Reported Crimes Approximately 92% of reported crimes in Santa Barbara City between 2015-2019 are classified as non-violent and involve either property or simple assault offenses. Property offenses account for over four-fifths of the total of non-violent crimes with the largest portion associated with larceny/theft followed by burglaries. Non-violent crimes overall have increased in the period by 34%. LAFCO of Santa Barbara County 299 CHAPTER THREE: K. CITY OF SANTA BARBARA Trends in Violent Crimes Violent crimes continue to represent a relatively small portion of the overall offense totals (eight percent) between 2015-2019. Aggravated assault offenses constitute 57% of all violent crimes during this period. Homicide rates in Santa Barbara have been low with three total homicides during the period; all of which occurred in 2017. Trends in Clearance Rates Clearance rates overall have fluctuated between 2015-2019 from a low of 27% to a high of 43% in terms of reported crimes resulting in an arrest or determined to be unfounded. The average overall clearance rate is 36%. The clearance rate for violent crimes averages 56%, which is on the lower end among all local law enforcement agencies. Jurisdictional Comparisons: Reported Crimes Santa Barbara City’s five-year average between 2015-2019 for violent crimes and property crimes total 390 and 2,545, respectively. These amounts are higher than the respective national averages of 385 violent crimes and 2,326 property crimes for similarly sized jurisdictional agencies as measured by population during the period. Jurisdictional Comparisons: Clearance Rates Santa Barbara City’s five-year average between 2015-2019 for clearing violent crimes and property crimes are 56% and 62%, respectively. These clearance rates are both higher than the national averages of 46% and 19% for similarly sized jurisdictional agencies as measured by population during the period. 300 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. CITY OF SANTA BARBARA Santa Barbara Service Characteristics: Service Calls and Crime Totals Category 2015 2016 2017 2018 2019 2020 Average Trend Service Calls Total Reported Crimes 3100 3477 2899 2764 2533 2954.6 +33.3% Violent Crimes 363 397 377 415 400 390.4 +1.7% Homicide 1 0 0 1 2 0.8 -5.7% Rape 62 87 67 77 72 73 +29.2% Robbery 76 82 80 89 82 81.8 +36% Assault Crimes 224 228 230 248 244 234.8 +12.5% Property Crimes 2717 3060 2499 2333 2118 2545.4 +35.3% Burglary 374 433 327 261 254 329.8 -21.3% Motor Theft 134 199 204 178 178 178.6 +91.6% Larceny Theft 2209 2428 1968 1894 1686 2037 +28.8% Arson 20 20 23 16 15 18.8 +36.8% Total Clearances 597 751 534 327 572 556.2 -60.4% Violent Crimes 207 259 193 210 235 220.8 -36.1% Homicide 5 5 2 5 1 3.6 -25% Rape 27 45 27 25 30 30.8 -115% Robbery 28 50 38 40 49 41 +11.8% Assault Crimes 147 159 126 140 155 145.4 -32.6% Property Crimes 564 484 335 299 332 402.8 -50.1% Burglary 76 64 54 37 59 58 -100% Motor Theft 51 41 47 27 29 39 -62.5% Larceny-Theft 437 379 234 235 244 305.8 -71.8% Arson 6 8 6 8 5 6.6 +0.6% Clearances to Crimes % 19.2 21.5 18.4 11.8 22.5 18.68 -32.8% Violent Crimes 57 65.2 51.2 50.6 58.8 56.56 -21.5% Assault Crimes 65.6 69.7 54.8 56.5 63.5 62.02 -23.1% Property Crimes 20.8 15.8 13.4 12.8 15.7 15.7 -48% The comparison against national averages involves law enforcement agencies with service populations ranging between 50,000 and 99,999. Crimes and Clearances for 2020 were not available FINANCES The City prepares an annual budget and financial statement, which includes details for each of its government and enterprise funds. The City maintains a separate enterprise fund for wastewater services, meaning that charges for services are intended to pay for the costs of providing such services. LAFCO of Santa Barbara County 301 CHAPTER THREE: K. CITY OF SANTA BARBARA City Revenues 2018-2019 2019-2020 Amount % of Total Amount % of Total Property tax $35,186,688 9.7% $38,148,151 9.7% TOT tax $23,421,551 6.5% $18,168,065 4.6% Sales & use tax $48,602,692 13.4% $44,533,319 11.3% Business Licenses $2,724,903 0.8% $2,765,152 0.7% Utility User $13,888,280 3.8% $14,120,037 3.6% Cannabis $0 0.0% $1,051,592 0.3% Property Transfer Tax $863,472 0.2% $657,612 0.2% Other taxes $93,985 0.03% $3,488 0.0% Franchise fees $3,636,661 1.0% $3,634,849 0.9% Motor Vehicle fees $45,508 0.02% $74,026 0.02% Charges for services $176,269,000 48.7% $182,047,000 46.2% Grants & contributions $46,552,000 12.9% $42,992,000 10.9% Other Revenue $1,965,876 0.5% $37,855,436 9.6% Interest $8,711,428 2.4% $8,242,899 2.0% Revenue total $361,962,044 100.0% $394,293,626 100.0% Fiscal Indicators Select fiscal indicators are shown graphically on the next page. Over the past three fiscal years, the City’s expenditures have increased steadily, while revenues have outpaced these increases. The increase in expenditures was primarily due to increased spending in personnel expenses including medical insurance and pension costs, as well as inflationary increases from supplies, services, and capital projects. The City used the general fund reserve to balance FY 2021 budget, as well as implement over $6 million of departmental expenditure reductions in order to balance the budget during COVID. The line graph below shows the current financial trend in millions. These indicators provide a measurement of the agency’s financial condition over time. 302 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. CITY OF SANTA BARBARA Fiscal Trends-City of Santa Barbara 450 400 350 300 sn o 250 illiM 200 n i tn 150 u o m 100 A 50 0 -50 2017-18 2018-19 2019-20 Revenue Expenditure Reserve CITY OF SANTA BARBARA Property, Sales, TOT Tax This indicator is important for fire and related services as they 100% are heavily reliant upon property tax revenues. As this revenue source is relatively stable and lags about two years behind changes in market conditions, this indicator can potentially 80% Property Tax sn depict the stability of an agency's revenue base. o 60% illiM 40% TOT Tax n i tn u o m 20% A Sales Tax 0% 2015-16 2016-17 2017-18 2018-19 2019-20 A Service Obligation ratio of one or more indicates if Service Obligation revenues were sufficient to pay for operations. It is calculated by operating revenues divided by operating expenditures 1.3 Fiscal Operating Operating 1.2 Year Revenues Expenditures Ratio 2015 $ 288,456,545 $ 271,684,440 1.0 1.1 2016 $ 332,774,948 $ 266,808,030 1.2 2017 $ 321,437,787 $ 279,530,288 1.1 1 2018 $ 345,324,864 $ 325,689,029 1.0 0.9 2019 $ 361,962,044 $ 342,271,422 1.0 2015 2016 2017 2018 2019 2020 2020 $ 394,293,626 $ 349,463,775 1.1 LAFCO of Santa Barbara County 303 CHAPTER THREE: K. CITY OF SANTA BARBARA Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2017 2018 2019 2020 Trend Funded ratio (plan assets as a % of plan liabilities) 69.1% 68.5% 71.5% 71.5% Net liability, pension (plan liabilities - plan assets) $ 296,023,415 $ 330,936,334 $ 328,048,428 $ 344,469,054 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of 0% 2020 year of OPEB reporting plan liabilities) Net liability, OPEB $ 26,568,000 (plan liabilities - plan assets) The net liability amounts are essentially unfunded liabilities of the agency. The figure below shows if the agency has enough assets (other than capital) to cover the liabilities. A declining trend indicates liabilities continuing to exceed agency assets. Coverage of Net Post-Empployment Liabilities 400 250 )la tip 1 2 3 0 0 0 0 0 0 tn u o m A 5 1 1 2 0 0 5 0 0 0 0 a c n a h t re h to ( ste ssA y se itilib a iL te N % a sa cn 0 0 e g A 2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020 Agency Assets (other than capital) $1 51,792,000 $150,119,000 $154,673,000 $175,943,000 $188,170,000 $188,940,000 Net Liabilities (pension & OPEB) $254,788,312 $266,540,375 $313,522,415 $357,078,334 $354,632,428 $371,037,054 Pension Obligations and Payments The City contributes to CalPERS for a defined benefit pension plan for all qualified permanent and probationary employees. The City participates in one agent-multiple employer plan for its miscellaneous employees (Miscellaneous Plan), Safety (Police and Fire) cost-sharing employer plans (Safety Plan). Members with five years of total service are eligible to retire at age 50 to 62 with statutorily reduced benefits. The City maintains sufficient liquidity to ensure its ability to meet short-term obligations, while also providing for long-term needs of the City. As of June 30, 2020, the City reported a net pension liability for its proportionate share of the net pension liability of $4,310,393. The City participates in pension trust fund for Safety Plan employees hired between 1937 and 1965 who are disabled due to job-related injuries. Pursuant to PEPRA, the Miscellaneous and Safety “Classic” plans are closed to new entrants as of 2013. At the liability measurement date of June 30, 2019, the following employees were covered by the benefit terms: Miscellaneous Safety - Retired employees – 1,044 255 - Active employees – 772 140 304 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. CITY OF SANTA BARBARA OPEB Obligations and Payments The City benefit payments are recognized when currently due and payable in accordance with the benefit terms on a pay-as-you-go basis and sets monthly amount by the applicable Memorandum of Agreement of the retired employee. The payment is based upon the employees’ years of service up to a maximum of 35 years, multiplied by the annual amount for the respective employee unit. The City will continue to make its contribution until the retiree reaches age 65 or dies, whichever occurs first. However, provided that if the retiree dies before reaching the age of 65 and there is a surviving spouse or registered domestic partner, the City’s contribution shall cease when the retiree would have reached age 65. Thereafter, the spouse may remain on the insurance plan, at his/her own cost, subject to the conditions set forth by the insurance company. For the Police bargaining unit only: The City will continue the normal retiree medical allowance past the age of 65 for the six (6) specified employees named in the Police Memorandum of Understanding who retire after December 23, 2006 and thereafter certify, on an annual basis, that they are not eligible to apply for Medicare Part A (hospitalization) coverage on the basis of their City service, other covered employment, through a spouse’s covered employment, or through any other means. The OPEB plan does not have a stand-alone financial report. In addition to the direct City paid contributions, retirees covered under the City’s plans receive pre-65 benefits that are subsidized, as the cost of their coverage is based on blended (active and retiree) premium rates instead of normally higher retiree only rates. This implicit subsidy is also considered in the valuation for retirees electing City healthcare plan coverage. However, it does not apply to retirees electing coverage in non-City plans. As of the June 30, 2019, measurement date, the following current and former employees were covered by the benefit terms under the plan: - Retired employees – 233 - Active employees – 949 Public Safety Funding The City budget includes police and fire funding. In FY 2019/2020, the City budgeted $75,110,913 and decreased that to $74,653,768 for FY 2020/2021. LAFCO of Santa Barbara County 305 CHAPTER THREE: K. CITY OF SANTA BARBARA Public Safety-Expenditure 4 5 5 0 Police Police Police 2 24 3.5 )se civ 3 3 4 0 5 0 Police Police Fire Police Fire Fire Fire Fire 2 2 2 2 3 2.5 re s y te fa s cilb stso c g n ita re Fire u p p o 2 2 0 5 2 2 1 1.5 ( e ru tid lla re v o 1 1 0 5 2 2 0 0.5 n e p xE y cn % a sa 5 19.5 e g A 0 19 2015 2016 2017 2018 2019 2020 Asset Maintenance and Repair The City budget includes Measure C funding, a voter approved 1% sales tax measure in 2017. These funds are used to fund a new police station and address deferred maintenance needs on City facilities, such as recreation and library, repair deteriorated streets and sidewalks, fund street lighting improvements, storm drains and other street related infrastructure. Some Measure C programs include: City Hall – plumbing and restroom upgrades ($75,000, 2020 and $360,000, 2021), Mackenzie Adult Bldg roof replacement ($95,000, 2021), Chase Palm Park Bldgs. & Fire Station 2 ($490,000, 2020), Park Restroom Bldgs. & Carrillo Gym ($900,000, 2021), and PW Corporate Yard parking lot ($300,000, 2020). The City has capital improvement needs that are addressed in their 6-year Capital Improvement Program involving annual or ongoing maintenance projects. Annual update of the CIP is a vital component to its successful implementation. Capital Improvements The City’s 6-year capital improvement plan (CIP) is updated regularly. The CIP identifies and prioritizes system improvements and costs. The 2019 CIP Summary includes over $875 million of maintenance and upgrades to City programs. Approximately, $408 million worth of projects are without identified funding. The City’s infrastructure needs and projects are classified by the following categories: Airport, Public Safety, Parks and Recreation, Creeks, General Administration, Roadway Infrastructure, Bike & Pedestrian, Parking, Water & Wastewater, Waterfront, Technology, and Vehicles and Equipment. To accomplish the list of projects in the CIP, a number of funding sources and their restrictions are identified which include, but not limited to, General Fund, Enterprise Fund, Airport Fund, Downtown Parking Fund, Creeks Fund, Gold Fund, Wastewater Fund, Water Fund, Waterfront Fund, Internal Service Funds, Facilities Fund, Fleet Fund, Information Technology Fund, Department Funding Sources, Creeks and Water Quality (Measure B, 2000 voter approved measure), Grants, Street Capital Fund (Utility users Tax), Measure A is a 2008 half cent sales tax, Measure C is a one cent general purpose sales tax, and Harbor Preservation Fund. 306 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. CITY OF SANTA BARBARA Long-term Liabilities and Debts The City has a total of $43.8 million in outstanding revenue bonds including the following: $28.8 million of 2019 Airport refunding bonds, $7.6 million of 2016 Sewer refunding bonds, $7.3 million of 2014 Waterfront refunding bonds. The Water Fund has $12.5 million in outstanding COP bonds which refunded the 2002 COP bonds in 2013 issued at $22.7 million. These proceeds were used to finance capital improvements to the water distribution system. The outstanding $138.3 million in loans payable in the Business-Type Activities includes $91.7 million related to the Water Fund. Two of the Water Fund loans are low-interest loans from the State Department of Water Resources (SDWR) used to fund the Cater Water Treatment Plant Project, the Ortega Ground Water Treatment Plant Project and the Cater Water Treatment Plant- Phase III Project. Approximately 40% of the SDWR loans will be reimbursed by the Montecito Water District and the Carpinteria Water District for the Cater Water Treatment Plant Project pursuant to a long-standing joint powers agreement. The third loan is a low interest loan from the State Water Resources Control Board used to fund the Desalination Plant Reactivation Project. The Desalination Project loan was issued for $80 million, with an outstanding balance of $65.3 million at June 30, 2020. The Desalination Project was completed in Fiscal Year 2018. The Waterfront Fund has $9.4 million in outstanding loans from the State Department of Parks & Recreation, Division of Boating and Waterways, is used to finance major renovations to the marina. The Airport Fund carries outstanding loans from the State Department of Transportation totaling $0.8 million, used to finance capital improvements at the airport. Lastly, the Wastewater Fund accounts for $36.1 million in loans from the California State Water Resources Control Board for sewer infrastructure improvements. Opportunities for Shared Facilities The City currently shares the Carter and Ortega Groundwater Treatment Plant Facilities with the Carpinteria Valley (20%) and Montecito (19.7%) Water Districts for water treatment. The City is also a member of the Joint Powers Agency for Cachuma Operation and Maintenance Board (COMB) which operates, repairs, and maintains all Cachuma project facilities, except Bradbury Dam. Members include Bureau of Reclamation, City of Santa Barbara, Carpinteria Valley Water, Goleta Water, and Montecito Water Districts. The Agreement was established in 1996 and amended in 2003. In 2018, the JPA Separation Agreement was signed acknowledging the removal of the Santa Ynez River Water Conservation Improvement District No. 1 from COMB membership. COMB is responsible for diversion of water to the South Coast through the Tecolote Tunnel, and operation and maintenance of the South Coast Conduit pipeline, flow control valves, meters, and instrumentation at control stations, and turnouts along the South Coast Conduit and at four regulating reservoirs. LAFCO of Santa Barbara County 307 CHAPTER THREE: K. CITY OF SANTA BARBARA The Cachuma Conservation Release Board (CCRB) is a joint powers agency formed in 1973 by the City of Santa Barbara, Goleta Water, Carpinteria Valley Water, and the Montecito Water Districts. In 2011, Carpinteria withdrew its membership. In 1993, CCRB began a Fish Management Plan Program in the Lower Santa Ynez River with many federal, state, and local partners. CCRB was the primary implementing agency of the fisheries program until 2011. At that time, implementation of the Fish Management Plan was transferred to the (COMB). Since that time, CCRB has focused on issues related to the Cachuma Project water rights. The City joined in the formation of the Central Coast Water Authority (CCWA) in 1991. The purpose of the Central Coast Water Authority is to provide for the financing, construction, operation, and maintenance of certain local (non-state owned) facilities required to deliver water from the SWP to certain water purveyors and users in Santa Barbara County. The City’s voting share of the project, based upon approximate allocation of State Water entitlement, is 11.47%. CCWA is composed of eight members, all of which are public agencies. ORGANIZATION Governance City of Santa Barbara’s governance authority is established under charter law for Cities codified under Government Code Sections 34450 within California Constitution Article XI, Section 5(a). Cities are authorized to provide municipal affairs outlined in their charter. A seven-member City Council with mayor elected at-large and six Council Members elected by Districts governs the City of Santa Barbara. Every four years, the citizens elect a Mayor for a period of four years. There are term limits of eight consecutive years a candidate can run for re-election to the City Council. The City operates under the Council-Manager form of government, which means that the City Council appoints a City manager who is responsible to oversee the daily operations of the City. The City Council provides policy direction to the City Manager who works with the City’s administration team and the citizens to implement the direction of the Council. Additionally, the City Council appoints a City Attorney to represent and advise the City Council on legal matters, a seven-member Planning Commission, Fire & Police Commission, Harbor Commission, Housing Authority, Parks and Recreation Commission, and numbers of committees. The City employs approximately 1,037 full-time employees that manage the following professional and technical municipal services: Road Maintenance and Transportation Planning, Bikeways, Pedestrian & Transit, Stormwater Management, Flood Control, Water Supply, Conservation & Groundwater Management, Sewer/Wastewater, Engineering, Solid Waste, Planning, Land Use & Economic Development, Building & Safety, Harbor, Airport, Library, Recreation & Parks, Police and Fire, Administration and Finance. City of Santa Barbara holds meetings every Tuesday of each week at 2:00 pm in the Council Chambers, 735 Anacapa Street, Santa Barbara. A current listing of City Council along with respective backgrounds follows. 308 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. CITY OF SANTA BARBARA City of Santa Barbara| Current Governing Council Roster Member Position Background Years on Council Cathy Murillo Mayor Educator 10 Oscar Gutierrez Mayor Pro Tem District 3 Journalism 2 Alejandra Gutierrez Council Member District 1 Career Center Tech 2 Mike Jordan Council Member District 2 Finance 2 Kristen Sneddon Council Member District 4 Educator 3 Eric Friedman Council Member District 5 Grocery Crew 3 Member Meagan Harmon Council Member District 6 Real Estate 2 Attorney Website Transparency The table, below, is not an exhaustive inventory of website criteria required under current law. Rather, it identifies key components, required by the Government Code and/or recommended by the California Special Districts Association and other organizations, for websites to enhance transparency and accountability. Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in advance on their websites. Government Code Section 6253 requires that agencies post content most requested by constituents and most often requested via Public Record Act requests. Because of the difficulty for LAFCO staff to verify this information, these criteria are not included in the website checklist. However, agencies should address these criteria to comply with current website requirements. City of Santa Barbara Website Checklist website accessed 6/9/21 https://santabarbara.gov Required Yes No Government Code Agency maintains a website with current contact §53087.8 information? (required for independent Special Districts by 1/1/2020) X Government Code Agency has created an Enterprise System Catalog and X §6270.5 posted it to website? Government Code Agency has current agenda posted to website §54954.2 homepage and is accessible through a prominent, X direct link? Government Code Agency’s website provides information on compensation of §53908 elected officials, officers and X employees or has link to State Controller’s Government Compensation website? LAFCO of Santa Barbara County 309 CHAPTER THREE: K. CITY OF SANTA BARBARA The following criteria are recommended for agency websites by a number of governance associations and organizations. Yes No Description of services? X Service area map? X Board meeting schedule? X Budgets (past 3 years)? X Audits (past 3 years)? X List of elected officials and terms of office? X List of key agency staff with contact information? X Meeting agendas/minutes (last six months)? X Notes: Santa Barbara is a Council-governed agency it overlays. Refer to www.santabarbara.gov for the required checklist items. Survey Results The table, on the next page, includes a list of questions asked of area residents to assess if satisfactory fire services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. City of Santa Barbara Questionnaire, Revenues, Types of Service, and Resources City of Santa Barbara | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of fire, 2 - - police, EMS services? 2. Overall, are adequate staffing and equipment 2 - - provided with the level of fire, police, EMS service? 3. Do you feel an adequate level of funding is 2 - - provided given the level of service? 4. Personnel arrived in a timely manner and were 1 - 1 professional? 5. Personnel was knowledgeable, answer 1 - 1 questions, and were informative? A total of 2 responses by the community and 0 responses by staff answered the survey questions. The community rated 80% satisfactory and 0% unsatisfactory, with 20% undecided. No additional Comments were provided. 310 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE L. City of Santa Maria Agency Office: 110 East Cook Street, Santa Maria, CA 93454 Phone: 805/925‐0951 Ext 2200 Fax: 805/349‐0657 Website: www.Cityofsantamaria.org Email: jstilwell@Cityofsantamaria.org City Manager: Jason Stilwell Interim Fire Chief: Todd Tuggle Police Chief: Marc Schneider SUMMARY The City of Santa Maria is located in the Santa Maria Valley in northern Santa Barbara County, situated just south of Santa Maria River and San Luis Obispo County. The City’s boundaries cover a total of 22.78 square miles and include an estimated 107,407 residents. The City expends approximately $53.3 million per year (in 2020) for public safety services. This allows residents to receive the services of the City Fire and Police Departments. The City Fire Department maintains an ISO Public Protection Classification of 3 within 5 road miles of a fire station where there is a credible source of water. Total fund balance has increased steadily from 2015 to 2020. The General Fund balance is now over $45,904,080, with an unrestricted fund balance of approximately $17,039,890, which can be used to offset short term funding lows. The City receives a portion of the County’s 1% base property tax of 12¢/$1. The City receives financial support at a rate of approximately $869 per resident and maintains a fund balance to assist with future needs. The City has financial procedures in place to ensure the preparation of timely agency audits. The most recent audit by the City was for June 30, 202010. The City’s Sphere of Influence is larger than its boundaries including areas to the south (Orcutt) and a few parcels along the southwest. Plans to expand the Sphere are being discussed. BACKGROUND The City of Santa Maria was incorporated on September 12, 1905. The City was established under general law, but later adopted charter laws for Cities codified under Government Code Sections 34450 within California Constitution Article XI, Section 5(a). The majority of the City is situated west of State Highway 101. The City is governed by a five-member City Council with a Mayor elected at-large and four Council Members elected by Districts. It has a City manager form of government and is a full-service City, providing most essential City services. 10 Note: The City’s June 30, 2020 Audit is expected to be issued by the end of the year. LAFCO of Santa Barbara County 311 CHAPTER THREE: L. CITY OF SANTA MARIA 312 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF SANTA MARIA The City of Santa Maria overlaps the Cachuma RCD, Laguna County Sanitation District, Santa Maria Public Airport District, Santa Maria Valley Water Conservation District, and the Santa Maria Cemetery District. A portion overlaps the North County Lighting District. OPERATIONS The City provides service through its fire station and utilizing its fire apparatus, equipment, and personnel. Santa Barbara Fire is an all-risk department consisting of 67 full-time and 1 part-time employees providing emergency response to the community around the clock, 365 days a year from 6 different station locations. Operations personnel work a 24-hour shift work schedule. There are 19 personnel on each shift, one of them is a Battalion Chief, who is responsible for commanding incidents and relieving company officers. In addition, per the contract with Santa Maria Airport, no less than one ARFF Specialist/Fire Engineer must be dedicated to the ARFF Station at all times. Santa Maria Police has a total of 140 sworn officers and 20 dispatch employees that provide law enforcement, crime, and safety investigation services to the City of Santa Maria. The Police Department deploys up to 32 patrol cars at a given time. Emergency calls are assessed on a priority basis by the officer who receives the call. The Department’s response time goal to emergency calls for service within the City limits is 2 to 5 minutes. The Communication Center employs senior telecommunicators, telecommunicators, and a Santa Maria Police lieutenant supervises the telecommunicators. The center is responsible for receiving 9-1-1, non-emergency, and other administrative calls. Dispatch services are provided for the Santa Maria Fire, Santa Maria City Rangers, Guadalupe Police and Fire Department (by contract). Staffing in the center varies based on workload during peak and non-peak hours, While the ISO Public Protection Classification within the City is maintained at a level of 3, the more rural areas within the City have a rating of 3X. The City Fire Department maintains automatic aid agreements with the Santa Barbara County Fire Protection District, Guadalupe Fire, and San Luis Obispo County. Additionally, the City takes part in a County-wide Operational Area Plan which aligns mutual aid resources and responses for all-hazards responses. City of Santa Maria provides traditional fire and police protection, first‐response EMS, structural fire, wildland fire, rescue, basic life support, hazmat and technical rescue. The Santa Maria Police Department Dispatch center provides in house emergency Dispatch services. Property taxes constitute approximately 10.3% of all City’s revenues, while public safety represents approximately 29.5% of City’s expenses. The City maintains separate enterprise funds for other services, meaning that charges for services are intended to pay for the costs of providing such services. The City also has $235.7 million in long-term debts with $141.4 million reported in governmental activities and $94.3 million in business-type activities. LAFCO of Santa Barbara County 313 CHAPTER THREE: L. CITY OF SANTA MARIA The City has authorized (has budgeted) to employ 552 full-time positions that manage the following professional and technical municipal services: Road Maintenance and Transportation Planning, Bikeways, Pedestrian & Transit, Stormwater Management, Water Supply, Sewer/Wastewater, Engineering, Solid Waste, Planning & Land Use, Building & Safety, Code Compliance, Police & Fire, Recreation & Parks, Transit, Library, Administration and Finance. OPPORTUNITIES & CHALLENGES In November 2019, City of Santa Maria had Emergency Services Consulting International conduct a Community Risk Assessment: Standards of Cover report. An overview of community risk was provided to identify the risks and challenges faced by the fire districts. The analyses completed during this study revealed many important findings. The City is underway with a current update to this report which should be published in 2021. The study revealed a number of important findings. These include: • The Measure U one-cent sales tax, adopted in 2018, is expected to generate $19.3 million annually and will maintain and enhance public safety and funding other programs. • Measure U sales tax revenues are being used to fund the staffing at Stations 4 and 5, as well as a Deputy Fire Chief, Training Chief, Emergency Services Specialist, an Office Assistant, and two Fire Prevention Officers. Measure U revenues cover approximately 38% of the SMFD FY 2020 budget. • The Fleet Replacement Fund has not, to date, been adequately funded. • The fire department lacks a reserve ladder truck. • The level of administrative support appears to be inadequate for an organization the size and complexity of SMFD. • At the time of this study, SMPD was not utilizing Medical Priority Dispatch to prioritize requests for emergency medical services. • SMFD performance goals do not align with NFPA Standards • The total response workload has increased by 8% over the past 10 years. • The current fire department utilization rate is 90.4 incidents per 1,000 population. This is comparable to similar communities. • Requests for emergency medical services make up 55.8% of all responses. • Response workload is highest around Fire Station 1. • No response unit exceeds 10%-unit hour utilization. • The amount of time SMPD takes to dispatch fire department response units exceeds SMFD’s goal only slightly. • The amount of time that response personnel takes to assemble on apparatus and initiate response significantly exceeds SMFD’s goal. • The amount of time response that units spend traveling to an incident exceeds SMFD’s goal. • SMFD provided an effective response force to five building fires within the time listed in national standards during the three-year study period. • SMFD cannot provide an effective response force to some of its service area using only its 314 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF SANTA MARIA resources. Neighboring agency resources improve coverage in the City’s southern area. • SMFD depends on the Utilities Department to inspect and repair hydrants, and during the most recent ISO survey, only received 5.6 out of 7 points. • There is not a service level agreement with the Santa Maria Utilities Department to maintain and repair hydrants. • Some areas of the service area are not properly protected by fire hydrants. • Locations for storage and processing of hazardous materials are not being inspected. • Permits are not issued for storage and processing of hazardous materials. • All permits required by the California State Fire Code are not listed individually and should be reviewed for more clarity when the City evaluates its fee schedule. • Staffing in the Fire Marshal’s Office is lacking and the two new positions funded in this year’s budget have not been hired. • There is not a records management system in the Fire Marshal’s Office and a spreadsheet is used to schedule inspections. • All occupancies needing inspections, such as apartments, have not been identified. • Pre-incident planning by operations personnel is not occurring for any occupancies. • Company inspections are not occurring for any occupancies. • During ESCI’s facility inspection process, we were unable to confirm if Fire Stations 2 and 6 have been seismically retrofitted per ASCE Standard 41-17. The analysis conducted during the evaluation phase of this process identified a number of opportunities to improve service (improvement goals). Governance Structure Options The opportunities for new governance structures in Santa Maria are small. The City of Santa Maria is largely surrounded by farmland under Williamson Act land protection towards the north. The southern border is covered by the Orcutt Community Plan and County Service Area No. 5. This area is within the Santa Maria’s Sphere of Influence. However, for these reasons, it is unlikely that Santa Maria will annex additional land along the northern boundary in the near future. The Orcutt Community Plan along the southern border of the City limits the City’s growth potential. Santa Maria is undergoing a General Plan update that will consider governance options and/or potential growth expansion areas. There is a plan to move to a regional public safety communication center in approximately three years. The plan was approved by the Santa Barbara County Board of Supervisors on October 19, 2019. The new regional center would provide dispatch services for all fire agencies in Santa Barbara County and will include an ambulance and EMS resources component. The Santa Maria City Council would still need to authorize the fire chief to negotiate with Santa Barbara County Fire to participate in the regional fire dispatch center. The County will be the primary organization for building construction and developing governance on how the multi-agency center will operate. LAFCO of Santa Barbara County 315 CHAPTER THREE: L. CITY OF SANTA MARIA Regional Collaboration The City of Santa Maria coordinates services with mutual aid agreements among Guadalupe Fire, Santa Barbara County, Santa Maria and the San Luis Obispo County. The City’s Utility Department provides weekly garbage collection and disposal. Unrecyclable solid waste from the City of Santa Maria is ultimately disposed at Santa Maria Regional Landfill, located at 2065 East Main Street, Santa Maria. The site is located along the Santa Maria River levee, northeast of the City, and serves the City of Santa Maria and surrounding communities. However, the construction and operation of a new proposed County Integrated Waste Management Facility (IWMF) would replace the existing landfill and provide needed capacity to the area to meet the disposal needs of the Santa Barbara system for approximately 90 years. The City participates include the Central Coast Water Authority, Santa Barbara County Solid Waste Local Task Force, California Law Enforcement Telecommunication System, California Risk Management Authority, Central Coast Cities Self-Insurance Fund for Workers' Compensation Insurance, and fire protection and hazardous materials authorities. SPHERE OF INFLUENCE & BOUNDARIES The City of Santa Maria has a Sphere of Influence that totals 5,084 acres beyond City boundaries. The SOI boundary includes areas to the south (Orcutt) and southwest adjacent to the City limits. The City is currently undergoing a General Plan Update that will consider a number of options and potential new sphere of influence boundaries to consider. The City did not request expansion to their Sphere of Influence. No significant projects have been identified that would require City services at this time. Subsequent municipal service review reports will continue to monitor the City’s need to expand their Sphere of Influence. A map of the City’s Sphere of Influence and boundaries can be seen at the beginning of this profile. BOUNDARIES Jurisdictional Boundary Santa Maria’s jurisdictional Santa Maria’s existing boundary spans approximately 22.78 boundary spans 22.78 square miles with 99.5% being incorporated and square miles in size and covers 12,927 acres (parcels and under the land use authority of the excluding public rights-of-ways) within a contiguous area. City. The remainder of the service boundary lies within the County of Nearly all of the jurisdictional service boundary, approximately Santa Barbara. 99.5%, is incorporated and under the land use authority of the City. The remaining portion of jurisdictional lands, approximately 0.02%, of the total is unincorporated and under the land use authority of the County of Santa Barbara. Overall, there are 45,793 registered voters within the jurisdictional boundary. 316 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF SANTA MARIA City of Santa Maria | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters City of Santa Maria 12,927 99.5% 24,630 45,793 OASA – 128-093-023 0.7 0.005% 1 0 OASA – 128-096-018 35.8 0.3% 1 0 OASA – 128-093-013 7.6 0.05% 1 0 OASA – Terra Cotta I 0.6 0.005% 1 TBD 111-630-010 OASA – 111-110-016 0.8 0.005% 1 0 OASA – Terra Cotta II 1.5 0.01% 1 TBD 111-630-004 OASA – Orcutt Apts 5.8 0.04% 1 TBD 111-110-042 Totals 12,980 100.0% 24,637 45,793 City of Santa Maria | Boundary Breakdown By Land Use Authority Total % of Total Total Number of Land Use Authority Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters City of Santa Maria 12,927 99.5% 24,630 45,793 Co of Santa Barbara 53 0.5% 7 0 Totals 12,980 100.0% 24,637 45,793 Total assessed value (land and structure) is set at $9.5 billion as of April, 2021, and translates to a per acre value ratio of $735,670. The former amount further represents a per capita value of $88,541 based on the estimated service population of 107,407. City of Santa Maria receives $5,233,491 in annual property tax revenue generated within its jurisdictional boundary and operates as an enterprise for other services. The jurisdictional boundary is currently divided into 12,927 legal Close to four-fifths of the parcels and spans 24,630 acres the remaining jurisdictional acreage jurisdictional boundary is under consists of public right-of-ways. Close to four- fifths or 82% of the private ownership, and of this amount approximately 98% has parcel acreage is under private ownership with approximately 98% been developed. having already been developed and/or improved to date, albeit not necessarily at the highest density as allowed under zoning. The remainder of private acreage is entirely undeveloped and consists of 326 vacant parcels that collectively total 212 acres. The jurisdictional boundary qualifies as a disadvantaged unincorporated community. LAFCO of Santa Barbara County 317 CHAPTER THREE: L. CITY OF SANTA MARIA City of Santa Maria Incorporation, Revenues, Attributes, Types of Service, and Resources City Incorporation and Duties Incorporation Date 1905 Charter Law, California Constitution Article XI, Legal Authority Section 5(a) Sections 34450 A five-member City Council Mayor is elected at-large Mayor & Council Members Council Members by Districts. Agency Duties Road Maintenance and Transportation Planning, Bikeways, Pedestrian & Transit, Stormwater Management, Flood Control, Water Supply, Conservation & Groundwater Management, Sewer/Wastewater, Engineering, Solid Waste, Planning, Land Use & Economic Development, Building & Safety, Library, Recreation & Parks, Police and Fire, Administration and Finance. POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2010 population of Santa Maria to be 99,989. Santa Barbara County Association of Governments prepared a Regional Growth Forecast for 2050 in 2019. That report used a conservative trend-base allocation methodology estimating the City of Santa Maria to be 111,900 by 2020. Between 2010 and 2020, the population of Santa Maria increased by 7,854 people (7.3 percent; or less than 1 percent per year). There are approximately 40,430 households within the City. In contrast, County’s population increased by 6.1 percent between 2010 and 2020. Demographics for the City are based on an age characteristics report prepared by SBCAG in 2017, which identified the largest age group represented in Santa maria as residents under the age of 19 group at 36 percent. Approximately 17 percent of the population was in the 65 or older years age group and 26 percent in the 20 to 34 years range. Approximately 26 percent were between 34 to 54 years of age group. According to the 2010 U.S. Census, approximately 56.2 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the largest ethnic group in Santa Maria, comprised 70.4 percent of the total population. 318 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF SANTA MARIA Projected Growth and Development The City of Santa Maria General Plan serves as the City’s vision for long-term land use, development and growth, and provides the City’s vision within its Planning Area. The City’s General Plan was last updated in 2011, although the Housing Element is updated every 8 years in accordance with state regulations and spans the 2015-2023 planning period. The City is currently underway with a General Plan update with the intent to be completed over the next 2-years. The current City of Santa Maria Housing Element (2015-2023) identifies from 2000 to 2010, 90% of the county’s population growth occurred in Santa Maria. It is anticipated that this trend will continue. Santa Maria constitutes 23% of the total county population. A growth rate within the County’s Housing Element, covering the same period, estimates less than one percent growth in the surrounding unincorporated areas. The County’s General Plan covers Orcutt and surrounding areas. The following population projections within the City are based on the Department of Finance Table E4 estimate and SBCAG regional forecast. Table L-1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Santa Maria 99,553 103,090 107,407 135,071 141,529 County 423,895 441,963 451,840 507,564 520,011 * Assumes trend-based land use capacity within the City. SBCAG regional forecast model. ** DOF Table E4 projections. Disadvantaged Unincorporated Communities Senate Bill (SB) 244 of 2011 requires LAFCO to identify and consider disadvantaged unincorporated communities (DUCs) when preparing MSRs and Sphere updates for Cities and Special Districts that provide sewer, water, or structural fire protection services. A DUC is defined by the Water Code as one in which the median annual household income (MHI) is 80 percent of the statewide average. Incorporated communities are also defined as disadvantaged when the MHI falls below 80 percent. In 2020, the statewide MHI was $80,440, 80 percent of that is $64,352. The MHI for Santa Maria was $61,569 in 2020, which does qualify the community as a disadvantaged community. In addition, review of the State DAC Mapping Tool and CalEnviroScreen 4.0 was used to verify disadvantaged status with other applications of the definition. CalEnviroScreen is a screening tool used to help identify communities disproportionately burdened by multiple sources of pollution and with population characteristics that make them more sensitive to pollution. The County prepared an update to its Integrated Regional Water Management Plan in 2019. This was in part for the purposes of grants for the Central Coast Funding Area for which disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. In all cases, except the State DAC Tool, the City of Santa Maria’s Sphere of Influence does qualify under LAFCO of Santa Barbara County 319 CHAPTER THREE: L. CITY OF SANTA MARIA the definition of disadvantaged community for the present and probable need for public facilities and services within the service areas with some areas contiguous to the Sphere of Influence surrounding the western side of the City also qualify as a disadvantaged community. SERVICES Overview The Fire Department has 67 full time equivalent personnel, with 19 firefighters on duty at all times between the six stations. Station 1 houses two (2) Type 1 engines, a ladder truck, air and light unit, and two(2) Battalion vehicles. Station 2 houses one (1) Type 1 engine, one (1) heavy rescue, and one (1) utility truck. Station 3 houses one (1) Type 1 engine and one (1) utility truck. Station 4 houses one (1) Type 1 engine and one (1) utility truck. Station 5 houses two (2) Type 1 engines and one (1) Type 3 wildland engine. Administration houses two (2) 4x4 trucks and five (5) SUV’s. Response times throughout the City are 7 minutes, 41 seconds, 90% of the time in 2018. Fire Department responds to approximately over 6,000 calls per year. Fire protection for the land surrounding the City of Santa Maria is provided by Santa Barbara County Fire protection. Mutual aid agreements are in place among Santa Maria Fire, Santa Barbara County, Guadalupe Fire and San Luis Obispo County Fire. Estimated response time for engines from SLO County Fire Department to Santa Maria is approximately 10 to 15 minutes. Santa Maria Police has a total of 184 permanent employees that patrol, dispatch, or provide support services staffed 24 hours per day to meet the needs of the community including responsibility for all traffic, enforcement, criminal investigation, and crime prevention services. The Department has its own dispatch center and handles emergency (i.e., 911) telephone calls, non-emergency telephone calls, and dispatches police, fire, and ambulance service. The Santa Maria Police Department accomplishes their mission through the deployment of patrol officers, K-9 officers, traffic (motorcycle) officers, school resource officers, detectives, and Special Enforcement Team. The Santa Maria Police Department provides community education and public awareness and information through the following: Youth Academy, Teen Academy, Community Academy (English and Spanish), Explorer Program, National Night Out, Downtown Fridays, Radio Programming with La Ley, La Buena, La Eme, Radio Vision and Telemundo, magazine partnerships with La Novedad and OKEY, in-person Town Hall meetings in each district, virtual Town Hall in Spanish in-progress, Community Outreach Coordinator in-progress. All other services provided by the City are not the primary focus of this report and will be discussed in greater detail under the appropriate future MSR Study. 320 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF SANTA MARIA City of Santa Maria Incorporation, Revenues, Attributes, Types of Service, and Resources Attributes City Limits (est. square miles) 22.78 Population (2020 estimated) 107,407 Assessed Valuation (FY 21-22: Includes City only) $9,510,007,446 7 Number of Stations Stations Dispatch (Through City Police) ISO Public Protection Classification: 3 Within 5 miles of a Station and with a Credible Source of Water Without a Credible Source of Water 3X Regular Financial Audits Every Year Average Annual Revenue Per Capita (FY 19-20) $869 Average Portion of County 1% Property Tax Received 12¢/$1 Ending General Fund Balance (June 2020) $45,904,080 Change in General Fund Balance (from June 2015 to June 2020) 76% Total Fund Balance/Annual Revenue Total (FY 19-20) 49% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing DOF Table E4, Assessed Valuation and Portion of County Property Tax Received are from County of Santa Barbara Auditor-Controller’s Office; Fund Balance Information from City Audit; Other information from City. Types of Services Fire X Technical Rescue X Basic Life Support (EMT) X Advanced Life Support (Paramedic) X Ambulance - Police X LAFCO of Santa Barbara County 321 CHAPTER THREE: L. CITY OF SANTA MARIA City of Santa Maria Incorporation, Revenues, Attributes, Types of Service, and Resources Station Address Acquired/Built Condition Size 314 W. Cook Street #8, Admin Unk Moderate 10,000 sqft 300 W. Cook Street, Station #1 2002 Good 7,068 sqft 418 W. Carmen Lane, Station #2 2002 Good 8,267 sqft 2305 N. Preisker Lane, Station #3 2012 Good 6,688 sqft 2637 S. College Drive, Station #4 2005 Good 6,579 sqft 1670 E. Donovan Road, Station #5 2012 Good 6,579 sqft 3339 Terminal Drive, Station #6 2008 Good 5,915 sqft (Airport) 1111 W. Betteravia Road, Police 2015 Excellent 72,000 sqft Station Station 1 houses the on-duty truck crew and the shift Battalion Chief and is in very good condition. There are ample living and kitchen spaces that are well-maintained by assigned personnel. There is space to accommodate an additional three personnel to bring the station to 6-0 staffing as currently configured except for the duty BC (there is not enough space for seven personnel). There are minimal work and storage spaces in the station. However, there have been discussions to add gear lockers in the apparatus bay and a Captain’s quarters. Station 2 is the oldest station and houses the on-duty crew and USAR response vehicle. The living quarters are ample and well-maintained and there are adequate workspaces for all personnel. There is space to accommodate one additional on-duty firefighter if needed at a future point for 4-0 staffing. There is a shop adjacent to the apparatus bay with equipment for some apparatus repair. However, the majority of Department fleet service is done at the City yard. There are several issues that should be addressed as soon as practical. There have been sewer drainage problems in the past that have caused flooding into the living area. Sprinkler system piping leaks are an ongoing challenge to keep up with due to the age of the pipes. The station backup generator is inadequate to power the entire station and is only a single-fuel-source unit (natural gas). A generator powered by diesel fuel would best suit the station’s backup power demand. There are frequent roof leaks on both sides of the station due to the roof’s flat construction and age. Station 3 houses the on-duty crew and is in excellent exterior and interior condition. It is well- maintained by the assigned crews. There are ample living and workspace for personnel with room for one additional firefighter to accommodate future 4-0 staffing. An on-site diesel station provides fueling capability for the Department’s apparatus as needed. There is a fixed SCBA filling station inside the apparatus bay that would be better situated outside in a secured enclosure to minimize exposure to diesel soot. Otherwise, no significant issues were noted with the building and grounds. 322 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF SANTA MARIA Station 4 is also in very good condition and houses the on-duty crew. There are adequate living and workspace for personnel, along with space for one additional firefighter to accommodate future 4-0 staffing. No significant issues were noted with the building or grounds. Station 5 is in excellent shape with adequate living and workspace for the on-duty crew. There is space for one additional firefighter to accommodate future 4-0 staffing. No significant issues were noted with the building or grounds. Station 6 is not owned or maintained by the City but by the Airport District. Other than some problems with ongoing water pipes leaking that should be addressed as practical, the station is in good shape for its age and has room to accommodate additional personnel in the future. The Airport District determines staffing levels, which is one firefighter daily. The Department provides three personnel under contract: one ARFF-only certified firefighter and two full-time Engineers who are certified in ARFF response. Additional crash response resources are dispatched primarily from the other City stations. The Department also provides and maintains response radios. Ownership and maintenance of the ARFF response apparatus belong to the Airport District. This station is the staffing station for the Department. The on-duty firefighter performs this important function via Telestaff given the light daily workload at the station. The two single-story buildings comprised of Fire Administration are in poor shape and inadequate given the age. The main building houses administrative staff, the Fire Chief’s office, the Fire Marshal’s office, workspace for two Inspectors, a shared office for three Shift Battalion Chiefs, the Training BC, and station supply and bunker gear storage. There is adequate space for everyone to work in at this point, including two additional rooms, one of which functions as a classroom and the other as a weight room. The building has been internally reconfigured over the years to maximize efficiency. There are plans to further reconfigure and construct more space to accommodate a BC dorm and additional staff, i.e., Deputy Chief, Office Assistant, and Fire Inspectors. The second administrative building contains an office for a county Office of Emergency Management representative, a communications room, the Department’s Emergency Services Specialist, and a City Credit Union. In the near future, the Department may re-purpose the Credit Union space if it becomes vacant, giving additional space for Department needs. Water heating and electrical service to the Administration Building is inadequate per demand, according to Department staff. The Santa Maria Police Department building and holding facilities are well organized, clean and well maintained. The facility can house up to 28 inmates in the holding area, which has four interview rooms and one restroom. The arrestee is transported to the Main Jail or the Lompoc Jail. Santa Maria has a state-of-the-art radio system which has the capacity to include multiple county agencies and the ability to communicate with all emergency agencies in the State of California. In LAFCO of Santa Barbara County 323 CHAPTER THREE: L. CITY OF SANTA MARIA late 2019, the Department shifted to a new Computer Aided Dispatch (CAD) system, Premier One (Motorola). Apparatus Seven Type I Engines Engines One Type III Engine One Aerial Ladder Truck One Air and Light Unit One Heavy Rescue Commander Vehicle Command Two Battalion Vehicles Two 4x4 Admin Vehicle Utility Five SUV’s Three Utility Vehicles Armored Rescue Vehicles Training Vehicle Squad Patrol + (K9) Marked/Unmarked Motorcycle Patrol Unmarked + Detective Vehicles ESCI noted the Fire Department does not have a reserve ladder truck. The nearest mutual aid would have to come from either Lompoc or Arroyo Grande. Total Staffing Personnel Per 1,000 population Full time fire suppression 67 0.6 Part-time fire 1 0.009 Volunteer/Paid call Firefighters 0 - Sworn Staff 140 1.3 Canines 0 - Support Staff 20 0.18 Non-safety regular 24 0.22 Other City Staff 264 2.5 Santa Maria Fire has a total of 67 permanent employees that staff six stations. Santa Maria Police has a total of 140 permanent employees that patrol the Santa Maria area. (“FTEs). 324 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF SANTA MARIA Staffing Experience/Tenure Years in Industry Year w/ Agency Full time fire suppression N/A N/A Temporary fire suppression 0 - Volunteer/Paid call Firefighters 0 - Sworn Staff N/A N/A Canines N/A N/A Support Staff 0 - Non-safety regular N/A N/A Other City Staff N/A N/A The Santa Maria City Fire Department and Police Department utilizes their own station, apparatus, and staffing to protect the City and residents. City of Santa Maria Total Calls for Service -City of Santa Maria 120000 100000 80000 s 60000 lla C la t o 40000T 20000 0 CY 2017 CY 2018 CY 2019 CY 2020 Fire Police Source: City Communications Center (911 System) Data. Note: The above information includes all calls for service received by the City of Santa Maria Fire and Police Departments within the City. Additional calls are referred, and responded to, for mutual and automatic aid. Fire calls are an average over two years 2019-2020. 2017 & 2018 data from 2019 Standards of Cover report from ESCI Inc. as estimates. LAFCO of Sa nta Barbara County 325 CHAPTER THREE: L. CITY OF SANTA MARIA Calls for Service -City of Santa Maria CY -2020 18000 76.5% 16000 14000 12000 10000 8000 6000 4000 9.5% 9.6% 2000 1.5% 1.3% 0.6% 0.9% 0 Medical Vegetation Structure Fire Other Fire Haz/Mat EMS Other Emergency Fire Calls Source: Santa Maria Fire Department Data. Santa Maria Police reports, due to an upgraded CAD Santa Maria Snapshot: FY15 to FY19 system, total annual service calls could not be reported Change in incident reports +Unk% prior to 2019. This makes it difficult to determine the - Avg. Calls / 1,000 residents Unk five-year average for calls for every 1,000 residents. Change in Total Crimes -76.4% Actual reported crimes have decreased by 76% during - Avg. Crimes / 1,000 residents 25.7 Avg. Clearance Rate 25.6% the five-year period with the five-year average resulting Incident to Crimes Ratio Unk in 25.7 reported crimes for every 1,000 residents. The r elationship between service calls and reported crimes could not be determined at this time. A summary of service demands on Santa Maria services between 2015-2019 follows. Trends in Reported Crimes Approximately 92% of reported crimes in Santa Maria between 2015-2019 are classified as non- violent and involve either property or simple assault offenses. Property offenses account for over four-fifths of the total of non-violent crimes with the largest portion associated with larceny/theft followed by motor theft.Non-violent crimes overall have decreased in the period by 88%. 326 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF SANTA MARIA Trends in Violent Crimes Violent crimes continue to represent a relatively moderate portion of the overall offense totals (17%) between 2015-2019. Aggravated assault offenses constitute 9.7% of all violent crimes during this period. Homicide rates in Santa Maria have been high with 36 total homicides during the period, most of which occurred in 2015-2016. Trends in Clearance Rates Clearance rates overall have fluctuated between 2015-2019 from a low of 21.5% to a high of 29% in terms of reported crimes resulting in an arrest or determined to be unfounded. The average overall clearance rate is 25.6%. The clearance rate for violent crimes averages 54.9%, which is on the lower end among all local law enforcement agencies. Jurisdictional Comparisons: Reported Crimes Santa Maria’s five-year average between 2015-2019 for violent crimes and property crimes total 481 and 2274, respectively. These amounts are average with the respective national averages of 385 violent crimes and 2,326 property crimes for similarly sized jurisdictional agencies as measured by population during the period. Jurisdictional Comparisons: Clearance Rates Santa Maria’s five-year average between 2015-2019 for clearing violent crimes and property crimes are 55% and 19%, respectively. These clearance rates are both higher than the national averages of 46% and 19% for similarly sized jurisdictional agencies as measured by population during the period. LAFCO of Santa Barbara County 327 CHAPTER THREE: L. CITY OF SANTA MARIA Santa Maria Service Characteristics: Service Calls and Crime Totals Category 2015 2016 2017 2018 2019 Average Trend Service Calls Total Reported Crimes 3445 3158 2841 2453 1952 2769.8 -76.4% Violent Crimes 463 506 476 497 466 481.6 +0.6% Homicide 13 9 3 6 5 7.2 -160% Rape 50 45 58 60 52 53 +5.6% Robbery 133 168 155 159 139 150.8 +4.3% Assault Crimes 267 284 260 272 270 270.6 +1.1% Property Crimes 2975 2638 2354 1932 1475 2274.8 +-101% Burglary 595 521 446 377 257 439.2 -131% Motor Theft 653 665 677 576 397 593.6 -64.4% Larceny Theft 1727 1452 1231 979 821 1242 -110% Arson 7 14 11 24 11 13.4 +36.3% Total Clearances 741 810 715 658 567 698.2 -30.6% Violent Crimes 263 278 271 263 247 264.4 -6.4% Homicide 5 2 1 1 5 2.8 -78% Rape 14 8 16 23 9 14 -55% Robbery 60 66 66 44 53 57.8 -140% Assault Crimes 184 202 188 195 180 189.8 -2.2% Property Crimes 474 531 441 390 314 430 -50.9% Burglary 59 64 74 49 37 56.6 -59.4% Motor Theft 105 107 120 87 52 94.2 -102% Larceny-Theft 310 360 247 254 225 279.2 -37% Arson 4 1 3 5 6 3.8 +33% Clearances to Crimes % 21.5 25.6 25.1 26.8 29 25.6 +25.8% Violent Crimes 56.8 54.9 56.9 52.9 53 54.9 -7.1% Assault Crimes 68.9 71.1 72.3 71.7 66.7 70.14 -3.2% Property Crimes 15.9 20.1 18.7 20.2 21.3 19.24 +25.3% The comparison against national averages involves law enforcement agencies with service populations ranging between 100,000 and 240,999. Crimes and Clearances for 2020 were not available FINANCES The City prepares an annual budget and financial statement, which includes details for each of its government and enterprise funds. The City maintains separate enterprise funds for water, wastewater, solid waste, and transit services, meaning that charges for services are intended to pay for the costs of providing such services. 3 28 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF SANTA MARIA City Revenues 2018-2019 2019-2020 Amount % of Total Amount % of Total Property tax $20,100,615 10.3% $21,217,885 9.9% Sales Tax Revenues $42,425,965 21.8% $53,519,347 24.9% Franchise fees $4,703,992 2.4% $4,660,913 2.2% TOT tax $3,445,935 1.8% $2,949,707 1.4% Other Taxes $1,074,493 0.5% $939,090 0.4% Charges for services $96,535,419 49.8% $96,787,693 45.1% Grants & contributions $11,996,625 6.2% $15,585,898 7.3% Other Revenue $412,376 0.2% $2,238,018 1.0% Use of Money $13,650,094 7.0% $16,853,458 7.8% Revenue total $194,345,514 100.0% $214,752,009 100.0% Note: The above numbers are Citywide, which include Government & Business-Type Funds Fiscal Indicators Select fiscal indicators are shown graphically below. Over the past three fiscal years, the City’s revenues and expenditures from governmental activities have grown at about the same rate. However, it is important to note that revenues from governmental activities include special purpose revenues, Gas Tax and grants for example, that are restricted in how those revenues can be spent. In addition, the City has reduced operational budgets, primarily by funding fewer positions, as a way to address the City’s escalating pension costs, specifically required annual unfunded pension liability payments that have gone from $5.8 million in 2017-18 to $8.6 in 2019-2020. The line graph below shows the current financial trend in millions. These indicators provide a measurement of the agency’s financial condition over time. Fiscal Trends-City of Santa Maria Governmental Activities 140 120 sn 100o illiM 80 n 60 i tn u o m 40A 20 0 2017-18 2018-19 2019-20 Revenue Expenditure Reserve LAFCO of Santa Barbara County 329 CHAPTER THREE: L. CITY OF SANTA MARIA CITY OF SANTA MARIA Property, Sales, TOT Tax This indicator is important for fire and related services as they 100% are heavily reliant upon property tax revenues. As this revenue source is relatively stable and lags about two years behind Property Tax changes in market conditions, this indicator can potentially 80% TOT Tax sn o depict the stability of an agency's revenue base. 60% illiM n 40% i tn Sales Tax u o m 20% A 0% 2015-16 2016-17 2017-18 2018-19 2019-20 A Service Obligation ratio of one or more indicates if Service Obligation revenues were sufficient to pay for operations. It is calculated by operating revenues divided by operating expenditures 1.3 Fiscal Operating Operating 1.2 Year Revenues Expenditures Ratio 2015 $ 80,819,661 $ 82,535,444 1.0 1.1 2016 $ 89,978,384 $ 78,765,487 1.1 2017 $ 95,093,954 $ 82,031,714 1.2 1 2018 $ 95,833,235 $ 93,984,405 1.0 0.9 2019 $ 105,139,912 $ 101,144,248 1.0 2015 2016 2017 2018 2019 2020 2020 $ 119,690,413 $ 112,630,553 1.1 Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2017 2018 2019 2020 Trend Funded ratio (plan assets as a % of plan liabilities) 72% 71% 73% 72% Net liability, pension (plan liabilities - plan assets) $ 110,020,620 $ 125,674,822 $ 126,451,039 $ 135,780,061 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of plan liabilities) 0% 2020 year of OPEB reporting Net liability, OPEB (plan liabilities - plan assets) $ 19,108,802 The net liability amounts are essentially unfunded liabilities of the agency. The figure below shows if the agency has enough assets (other than capital) to cover the liabilities. A declining trend indicates liabilities continuing to exceed agency assets. Coverage of Net Post-Empployment Liabilities 500 50 )la 400 40 tip 1 2 3 0 0 0 0 0 0 tn u o m A 1 2 3 0 0 0 a c n a h t re h to ( ste ssA y se itilib a iL te N % a sa 0 0 cn e g 2015 2016 2017 2018 2019 2020 A 2015 2016 2017 2018 2019 2020 Agency Assets (other than capital) $234,268,462 $ 263,402,857 $292,083,039 $324,540,068 $357,526,572 $397,540,699 Net Liabilities (pension & OPEB) $76,880,092 $89,496,153 $115,118,327 $143,457,620 $144,552,691 $154,888,863 330 FINAL 2021 FIRE, LAW ENFOR CEMENT, S AFETY & CR IME, AND EM S SERVIC E REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF SANTA MARIA Pension Obligations and Payments The City contributes to CalPERS for a defined benefit pension plan for all qualified permanent and probationary employees. The City participates in one agent-multiple employer plan for its miscellaneous employees (Miscellaneous Plan), Safety (Police and Fire) cost-sharing employer plans (Safety Plan). Members with five years of total service are eligible to retire at age 50 to 62 with statutorily reduced benefits. Pursuant to PEPRA, the Miscellaneous and Safety “Classic” plans are closed to new entrants as of January 1, 2013. The City maintains sufficient liquidity to ensure its ability to meet short-term obligations, while also providing for long-term needs of the City. As of June 30, 2019, the City reported a net pension liability for its proportionate share of the net pension liability of the Misc. Plan of $71,809,763 and Safety Plan of $54,641,276. At the liability measurement date of June 30, 2019, the following employees were covered by the pension benefit terms: Miscellaneous Safety - Retired employees – 377 178 - Active employees – 372 171 OPEB Obligations and Payments The City benefit payments are recognized when currently due and payable in accordance with the benefit terms on a pay-as-you-go basis. The City provides post-retirement health benefits, in accordance with State statues, to all employees retiring from the City and enrolled in an insurance program under the California Public Employees’ Medical and Hospital Care Act (PEMHCA). The CalPERS PEMHCA Plan is a defined contribution, cost sharing multiple-employer defined benefit healthcare plan providing benefits to active and retired employees. PEMHCA determines the amount contributed by the City toward retiree health insurance. The City was required to contribute $133 per month during calendar year 2018 and $136 per month during calendar year 2019 towards the cost of the retiree health insurance, which is the same amount contributed toward active employee health insurance. The contribution amount is calculated by using the annual consumer price index increase. During fiscal year 2018-19, expenditures of $235,314 were recognized for post-retirement health insurance contributions on a pay-as-you-go basis. LAFCO of Santa Barbara County 331 CHAPTER THREE: L. CITY OF SANTA MARIA In addition to the direct City paid PEMHCA contributions, retirees covered under the City’s plans receive pre-65 benefits that are subsidized as the cost of their coverage is based on blended (active and retiree) premium rates instead of normally higher retiree only rates. This implicit subsidy is also considered in the valuation for retirees electing City healthcare plan coverage. However, it does not apply to retirees electing coverage in non-City plans. As of the June 30, 2019 measurement date, the following current and former employees were covered by the benefit terms under the plan: - Retired employees – 143 - Active employees – 533 Public Safety Funding The City budget includes police and fire funding. In FY 2019/2020, the City budgeted $57,727,771 and decreased that to $57,005,976 for FY 2020/2021. Public Safety-Expenditure 40 Police 52 )se 35 Police 51 civ 2 3 5 0 Police Police Police Police 4 4 5 8 9 0 re s y te fa s cilb u stso c g n ita re p po 1 1 2 0 5 0 Fire Fire Fire Fire Fire Fire 4 4 4 4 5 6 7 4 ( e ru tid n e p xE y cn lla re v o % a sa 5 43 e g A 0 42 2015 2016 2017 2018 2019 2020 Asset Maintenance and Repair The City budget, includes Mobile Equipment and Replacement budget for 2020-22, calls for 71 pieces of equipment to be replaced and twelve new pieces of equipment to be purchased reflecting $9.1 million in appropriations. Capital Improvements The City has a Capital Improvement Plan (CIP), which is updated regularly and identifies and prioritizes system improvements and costs. The 2020 Capital Projects Budget for 2020-22 consists of 112 capital projects representing approximately $81 million in appropriations. A total of 155 projects were requested by operating departments, totaling $97.6 million; however, 43 projects (representing approximately $16.6 million) were not funded. The 2020-22 Budget reflects $48.2 million in projects in the first year and $32.8 million in the second year. For 332 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF SANTA MARIA comparison purposes, the 2018-20 Budget consisted of 108 capital projects totaling $81.1 million in appropriations. There are 23 General Fund projects that were not funded due to funding limitations in Fund 801, the General Capital Fund. A partial list of CIP projects for FY 20-24 are listed below, see the full list attached to the City approved Budget. Budgeted or Estimated 2020 to 2024 PUBLIC SAFETY CAPITAL PROJECTS  National Integrated Ballistics Information Network $275,000  Upgrade Public Safety Scheduling Software $66,150  Body-Worn Cameras $430,000  Fire Prevention Inspection Software $7,000  Fire Department Parking Lot Resurfacing $112,440  Fire Department Training Tower $1,959,000 PUBLIC UTILITIES CAPITAL PROJECTS  Reservoir Site Improvements $1,000,000  Water Meter Replacement $1,200,000  Water Meters - New Development $300,000  Water Main Upgrade $950,000  Well Rehabilitation $975,000  Well Generators And Enclosures $600,000  Well Site Repairs $20,000  Water Line Conversion $150,000  Potable Water Line $140,000  Reconnect Potable Water System $100,000  Blending Facility Improvements $130,000  Hydrant Replacement $2,440,000  Valve And Hydrant Replacement And Relocation $990,000  Stand-By Well Motor $40,000  Solar Bee Repair And Replacement $130,000 LAFCO of Santa Barbara County 333 CHAPTER THREE: L. CITY OF SANTA MARIA Long-term Liabilities and Debts The City had $235.7 million in bonds and other long-term liabilities outstanding at fiscal year-end in 2019. On June 19, 2012, the City issued $50,119,493 of Water and Wastewater 2012 A/B Revenue Refunding Bonds (Bonds) with an interest rate ranging from three to five percent. The purpose of the Bonds was to refund prior Certificates of Participation Bonds (COP's) with interest rates ranging from five to 7.4 percent, with a par value of $38,320,394, and maturing annually on August 1 between 2013 and 2022. As of June 30, 2019, $195,567 of defeased COP’s are still outstanding. State and Federal laws and regulations require the City to place a final cover on its landfill site when it stops accepting waste, and to perform certain maintenance and monitoring functions at the site for a minimum of 30 years after closure. The City reported $16,163,990 in landfill closure and post-closure care liability at June 30, 2019, and is based on the percent of capacity used (86.4%). It is estimated that the total cost of all closure and post-closure costs to be $21.4 million. The City will recognize the remaining estimated costs of $5.2 million in closure and post-closure care as the remaining capacity is filled, which is expected to be by 2024. On March 22, 2013, the City entered into three lease agreements with Suntrust Equipment Finance Corporation for the acquisition of vehicles and equipment for the Fleet Services Fund in the amount of $4,905,000. The three leases have terms of seven, ten and twelve years with interest ranging from 2.14 and 2.68 percent. Payments are due semi-annually under the terms of the lease agreement. On January 11, 2017, the City entered into a lease agreement with Community Bank of Santa Maria for the acquisition of a Computer Aided Dispatch and Records Management System (CAD/RMS) in the amount of $2,280,000. The lease has a term of ten years with interest rate of 3.1 percent. The Water and Wastewater Fund has long-term commitments to purchase water from the State Water Project. The Fund has contracted for 16,200 acre-feet of water per year plus a “drought buffer” of 1,620 acre-feet per year at costs estimated between $12 and $20 million per year through 2035. Opportunities for Shared Facilities The City does not currently share facilities with other agencies. Limited dispatch and airport patrol is shared with the City of Guadalupe. It has been identified by staff or in the preparation of this report that Santa Maria does not have any opportunities to do so. Due to relative distance between the City and other communities, opportunities for shared facilities are limited. It is unlikely that a proposal would be feasible in the near future. 334 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF SANTA MARIA ORGANIZATION Governance City of Santa Maria’s governance authority is established under charter law for Cities codified under Government Code Sections 34450 within California Constitution Article XI, Section 5(a)). Cities are authorized to provide municipal affairs outlined in their charter. A five-member City Council with the Mayor elected at-large Council Members by Districts governs the City of Santa Maria. Every four years, the citizens elect a Mayor for a period of four years. There is no limit on the number of times a candidate can run for re-election to the City Council. The City operates under the Council-Manager form of government, which means that the City Council appoints a City manager who is responsible to oversee the daily operations of the City. The City Council provides policy direction to the City Manager who works with the City’s administration team and the citizens to implement the direction of the Council. Additionally, the City Council appoints a City Attorney to represent and advise the City Council on legal matters, a five-member Planning Commission, Recreation and Parks Commission, and a number of advisory committees. The City currently employs approximately 491 full-time employees that manage the following professional and technical municipal services: Road Maintenance and Transportation Planning, Bikeways, Pedestrian & Transit, Stormwater Management, Flood Control, Water Supply, Conservation & Groundwater Management, Sewer/Wastewater, Engineering, Solid Waste, Planning, Land Use & Economic Development, Building & Safety, Library, Recreation & Parks, Police and Fire, Administration and Finance. City of Santa Maria holds meetings every 1st and 3rd Tuesday of each month at 5:30 pm in the Council Chambers, 110 E. Cook Street, Santa Maria. A current listing of City Council along with respective backgrounds follows. City of Santa Maria| Current Governing Council Roster Member Position Background Years on Council Alice Patino Mayor Educator 21 Etta Waterfield Mayor Pro Tem District 4 Economic Develop 7 Carlos Escobedo Council Member District 1 Farmer 1 Mike Cordero Council Member District 2 Law Enforcement 13 Gloria Soto Council Member District 3 Healthcare 3 Website Transparency The table, on the next page, is not an exhaustive inventory of website criteria required under current law. Rather, it identifies key components, required by the Government Code and/or recommended by the California Special Districts Association and other organizations, for websites to enhance transparency and accountability. LAFCO of Santa Barbara County 335 CHAPTER THREE: L. CITY OF SANTA MARIA Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in advance on their websites. Government Code Section 6253 requires that agencies post content most requested by constituents and most often requested via Public Record Act requests. Because of the difficulty for LAFCO staff to verify this information, these criteria are not included in the website checklist. However, agencies should address these criteria to comply with current website requirements. City of Santa Maria Website Checklist website accessed 6/9/21 https://Cityofsantamaria.org Required Yes No Government Code Agency maintains a website with current contact §53087.8 information? (required for independent Special Districts by 1/1/2020) X Government Code Agency has created an Enterprise System Catalog and X §6270.5 posted it to website? Government Code Agency has current agenda posted to website §54954.2 homepage and is accessible through a prominent, X direct link? Government Code Agency’s website provides information on compensation of §53908 elected officials, officers and X employees or has link to State Controller’s Government Compensation website? The following criteria are recommended for agency websites by a number of governance associations and organizations. Yes No Description of services? X Service area map? X Board meeting schedule? X Budgets (past 3 years)? X Audits (past 3 years)? X List of elected officials and terms of office? X List of key agency staff with contact information? X Meeting agendas/minutes (last six months)? X Notes: Santa Maria is a Council-governed agency it overlays. Refer to www.Cityofsantamaria.org for the required checklist items. Survey Results The table, on the next page, includes a list of questions asked of area residents to assess if satisfactory fire services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. 336 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF SANTA MARIA City of Santa Maria Questionnaire, Revenues, Types of Service, and Resources City of Santa Maria | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of fire, - - - police, EMS services? 2. Overall, are adequate staffing and equipment - - - provided with the level of fire, police, EMS service? 3. Do you feel an adequate level of funding is - - - provided given the level of service? 4. Personnel arrived in a timely manner and were - - - professional? 5. Personnel was knowledgeable, answer - - - questions, and were informative? No responses were provided by the public related to City of Santa Maria at this time. LAFCO of Santa Barbara County 337 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 338 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE LAFCO of Santa Barbara County M. City of Solvang Agency Office: 1644 Oak Street Solvang, CA 93463 Phone: 805/688‐5575 FAX: 805/686-2049 Email: xeniaB@Cityofsolvang.com Website: http://www.Cityofsolvang.com City Manager: Xenia Bradford SUMMARY The City of Solvang represents the rural Santa Ynez valley. The City’s boundaries cover a total of 2.42 square miles and include an estimated 5,562 residents. The City contracts with County Sheriff’s Office to provide law enforcement services within City boundaries. The City provides its revenues of approximately $2,039,940 per year to the County in compensation for this service. The City is within the Santa Barbara CFPD which provides fire protection services. This relationship allows rural residents to receive the services of public safety. The City receives financial support at a rate of approximately $1,300 per resident and maintains a fund balance to meet future needs. The City has financial procedures in place to ensure the preparation of timely agency audits. The County Fire Department maintains a Standard of Coverage adequate within the City limits. The City’s currently adopted Sphere of Influence includes two areas: one located south of Highway 246 immediately west of the current City limits and the other east of the City limits and south of Highway 246, and no plans to expand the Sphere of Influence are being discussed. BACKGROUND The City of Solvang was incorporated in 1985. The City was established under charter law for Cities codified under Government Code Sections 34450 within California Constitution Article XI, Section 5(a). The City is adjacent to the Santa Ynez River in central Santa Barbara County. Located on State Highway 246 approximately three and a half miles east of State Highway 101 and five miles west of State Highway 154. The City is governed by a five-member City council whose members are elected at large. It has a City manager form of government and is a full-service City, providing most essential City services. The City of Solvang overlaps the County of Santa Barbara Fire Protection District, Santa Ynez River WCD, Cachuma RCD, and the Oak Hill Cemetery District. LAFCO of Santa Barbara County 339 CHAPTER THREE: M. CITY OF SOLVANG 340 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF SOLVANG OPERATIONS The City of Solvang contracts with the Santa Barbara County Sheriff's Department for law enforcement services within the City including patrol, criminal investigations, traffic safety and accident investigations, crime prevention and crime suppression. The primary purpose of the organization is to protect life and property. The Santa Barbara County Fire Department provides staffing at County Fire Station 30 in Solvang. The Fire Department has 9 full time equivalent personnel, with three (3) firefighters on duty at all times. Response times throughout the City are 3 to 5 minutes and there are no paramedic services provided. Fire protection for the land between Solvang and the City of Buellton is provided by Santa Barbara County. Fire protection for other land surrounding the City is provided by Cal Fire and the US Forest Service. Mutual aid agreements are in place among Cal Fire, Santa Barbara County, and the US Forest Service. The City employs approximately 35 full-time employees and 1 part-time employee that manage the following professional and technical municipal services: Road Maintenance and Transportation Planning, Bikeways, Pedestrian & Transit, Stormwater Management, Flood Control, Water Supply, Conservation & Groundwater Management, Sewer/Wastewater, Engineering, Solid Waste, Planning, Land Use & Economic Development, Building & Safety, Recreation & Parks, Administration and Finance. OPPORTUNITIES & CHALLENGES The City has shown resourcefulness in providing services. The City has worked closely with their neighboring City of Buellton to combat crime and continues to forge relationships to improve service and reduce costs. Like many smaller California municipalities, the City can struggle with shortages in revenue to meet general fund related needs. The geographic proximity and socioeconomic similarities with Buellton may be a viable opportunity to share and/or combine resources in delivering law enforcement services within their respective jurisdictions. Governance Structure Options The City of Solvang contract for police services with the County. The City may desire to consider alternative options for these services. These steps could include: • The two neighboring local agencies should explore the feasibilities of forming a joint- powers authority with one another; • The County should carefully measure its administrative pass-through costs tied to providing contracted law enforcement to Solvang and Buellton to help ensure these LAFCO of Santa Barbara County 341 CHAPTER THREE: M. CITY OF SOLVANG arrangements maintain value to the agencies going forward in providing sufficient cost- certainty; • The County could consider the merits of re-establishing County Service Area 32 creating a benefit zones and foster more direct relationships between providing elevated services and recovering elevated costs within specific communities; and • Lastly, a Community Services District could be formed for the purposes of law enforcement services that encompasses the neighboring Cities. LAFCO staff sees value in local agencies collaborating and exploring opportunities to improve delivery of municipal services. It is still unknown whether it is feasible for the County or another local service provider to assume responsibilities within this area. Therefore, LAFCO staff recommends that the City continue to discuss partnerships with the County and other neighboring agencies. If an agreement is made, in which all affected parties agree in the service responsibilities, a change of organization may be considered at that point. Regional Collaboration Sewage effluent from the City and the Santa Ynez Community Services District is treated and disposed of by the City’s Wastewater Treatment Plant. The Solvang Substation also respond to requests from other agencies outside the City limits, when necessary, by the Sheriff’s Department. Other agencies who may request assistance include the California Highway Patrol, the State Department of Fish and Wildlife, and the County Parks Department. The unincorporated areas of the Santa Ynez Valley include Los Olivos, Lake Cachuma, Santa Ynez and Los Alamos. The City of Goleta took over direct management of the Goleta Valley Library Branch on July 1, 2018. With the success of that, the City is now also managing the libraries in the Santa Ynez Valley as of July 1, 2019. The Solvang Library is located at 1745 Mission Drive in Solvang. The Library also serves the Santa Ynez and Los Olivos community. You may request specific material or have Las Aletas volunteers choose material based on your interests. During COVID 19, library card holders of the Goleta Valley, Solvang, and Buellton libraries could pick up their hold requests and return borrowed items to the book drops at their local library. Citizens of Solvang can also utilize Santa Ynez Valley Transit (SYVT) curb-to-curb service for seniors over sixty (60+) and ADA-certified patrons (regardless of age) within 3/4 of a mile of the SYVT fixed route. Other fixed route trips can get you places on the Express Route or Los Olivos Loop. Dial-A-Ride service is available Monday through Saturday 6:30 a.m. to 7:00 p.m. and Sunday from 8:30 a.m. to 12:30 p.m. and 1:00 p.m. to 4:00 p.m. Call (805) 688-5452. Another regional transit service includes the Breeze Bus which is a commuter service between Santa Maria, Vandenberg AFB, Lompoc, Los Alamos, Buellton, and Solvang that operates Monday through Friday. 342 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF SOLVANG The City collaborates with the County’s Resource Recovery and Waste Management Division for providing regional solid waste management services. Health Sanitation Services provides weekly garbage collection and disposal. Waste is initially taken to the Santa Ynez Valley Recycling and Transfer Station. Unrecyclable solid waste from the City of Solvang is ultimately disposed at Tajiguas Sanitary Landfill, located in the City of Goleta. SPHERE OF INFLUENCE & BOUNDARIES The City of Solvang has two areas west and east outside of its City limits included in their Sphere of Influence that go beyond City boundaries. The City did not request expansion to their Sphere of Influence. No significant projects have been identified that would require City services at this time. Subsequent municipal service review reports will continue to monitor the City’s need to expand their Sphere of Influence. A map of the City’s Sphere of Influence and boundaries can be seen at the beginning of this profile. The Western Sphere of Influence Area consists of portions of four parcels and includes about 44 acres. The Eastern Sphere of Influence Area consists of 362 acres developed with single family residences on parcels ranging in size from 1 to 5 acres. In 2018, the City conducted an Annexation and Sphere of Influence Study on Existing Conditions and Constraints Report to explore the feasibility of annexation(s) to expand Solvang’s commercial development options as a means of leveraging the demand for tourist-serving businesses. The consideration of annexation areas began in 2015 as a response to property owner interest and Council concerns about the use and development of properties bordering the City. The 2018 Annexation Study identified that 3 general areas with 15 properties located west and northeast of the City consist of about 383 acres. The Western Study Area consists of 11 parcels totaling about 295 acres. The Northeast Study Area consists of four parcels totaling about 88 acres. Solvang adopted an Urban Growth Boundary (UGB) in June, 2020. The UGB is the same as the Solvang City boundary. The Solvang UGB encompasses 1,564 acres. In 2008, LAFCO approved an out of agency service agreement that authorizes the City to provide sewer service to the Skytt property located at 1130 Mission Drive (APN 137-250-024) within the Western SOI Area. BOUNDARIES Jurisdictional Boundary Solvang’s jurisdictional boundary spans 2.42 square miles with 99.1% Solvang’s existing boundary spans approximately 2.42 square being incorporated and under the land use authority of the City. The miles in size and covers 1,564 acres (parcels and public rights-of- City serves some parcels within the ways) within a contiguous area. Nearly all of the jurisdictional jurisdictional boundary of the County of Santa Barbara. service boundary, approximately 99.1%, is incorporated and LAFCO of Santa Barbara County 343 CHAPTER THREE: M. CITY OF SOLVANG under the land use authority of the City. The remaining portion of served land approximately 0.02% of the total is unincorporated and under the land use authority of the County of Santa Barbara. Overall, there are 4,407 registered voters within the jurisdictional boundary. City of Solvang | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters City of Solvang 1,254 99.1% 2,361 4,407 OASA – Seltzer 5 0.3% 1 0 OASA – Skytt 8 0.6% 1 0 Totals 1,267 100.0% 2,363 4,407 City of Solvang | Boundary Breakdown By Land Use Authority Total % of Total Total Number of Land Use Authority Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters City of Solvang 1,254 99.1% 2,361 4,407 Co of Santa Barbara 13 0.9% 2 0 Totals 1,267 100.0% 2,363 4,407 Total assessed value (land and structure) is set at $1.4 billion as of April, 2021, and translates to a per acre value ratio of $1.1 million. The former amount further represents a per capita value of $250,096 based on the estimated service population of 5,562. City of Solvang receives $1,480,839 in annual property tax revenue generated within its jurisdictional boundary and operates as an enterprise for other services. The jurisdictional boundary is currently divided into 9,000 legal Close to 92% of the parcels and spans 1,564 acres the remaining jurisdictional acreage jurisdictional boundary is under consists of public right-of-ways. Close to 92% of the parcel acreage private ownership, and of this amount approximately one-half is under private ownership with 85% having already been has been developed. developed and/or improved to date, albeit not necessarily at the highest density as allowed under zoning. The remainder of private acreage is entirely undeveloped and consists of 62 vacant parcels that collectively total 78 acres. The jurisdictional boundary does not qualify as a disadvantaged unincorporated community. 344 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF SOLVANG City of Solvang Incorporation, Revenues, Attributes, Types of Service, and Resources City Incorporation and Duties Incorporation Date 1985 Charter Law, California Constitution Article XI, Legal Authority Section 5(a) Sections 34450 Mayor & Council Members A five-member City Council, elected at-large, governs . Agency Duties Stormwater Management, Flood Control, Water Supply, Conservation & Groundwater Management, Sewer/Wastewater, Engineering, Planning, Land Use & Economic Development, Building & Safety, Recreation & Parks, Administration and Finance. The City of Solvang contracts for Police services through the County and receives Fire Protection through the Santa Barbara County Fire Protection District. POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2010 population of Solvang to be 5,230. Santa Barbara County Association of Governments prepared a Regional Growth Forecast for 2050 in 2019. That report used a conservative trend-base allocation methodology estimating the City of Solvang to be 5,800 by 2020. Between 2010 and 2020, the population of Solvang increased by 317 people (5.6 percent; or less than 1 percent per year). There are approximately 2,081 households within the City. In contrast, County’s population increased by 6.1 percent between 2010 and 2020. Demographics for the City are based on an age characteristics report prepared by SBCAG in 2017, which identified the largest age group represented in Solvang as 55 and older group at 33 percent. Approximately 26 percent of the population was in the 35 to 54 years age group and 15 percent in the 20 to 34 years range. Approximately 22 percent of the residents were under the age of 19. According to the 2010 U.S. Census, approximately 82.5 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic group in Solvang, comprised 29.1 percent of the total population. LAFCO of Santa Barbara County 345 CHAPTER THREE: M. CITY OF SOLVANG Projected Growth and Development The City of Solvang General Plan serves as the City’s vision for long-term land use, development and growth, and provides the City’s vision within its Planning Area. The City’s General Plan was adopted in 2008, although the Housing Element is updated every 8 years in accordance with state regulations and spans the 2015-2023 planning period. The City is currently underway with a General Plan update with the intent to complete it over the next 2-years. The current City of Solvang Housing Element (2015-2023) identifies an estimated growth rate of 1 percent within the City. The County’s Housing Element, covering the same period, estimates less than one percent growth in the surrounding unincorporated Santa Ynez areas. The County’s General Plan covers the Santa Ynez Valley and surrounding areas. The following population projections within the City are based on the Department of Finance Table E4 estimate and SBCAG regional forecast. Table M-1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Solvang 5,245 5,449 5,562 5,922 5,958 County 423,895 441,963 451,840 507,564 520,011 * Assumes trend-based land use capacity within the City. SBCAG regional forecast model. ** DOF Table E4 projections. Disadvantaged Unincorporated Communities Senate Bill (SB) 244 of 2011 requires LAFCO to identify and consider disadvantaged unincorporated communities (DUCs) when preparing MSRs and Sphere updates for Cities and Special Districts that provide sewer, water, or structural fire protection services. A DUC is defined by the Water Code as one in which the median annual household income (MHI) is 80 percent of the statewide average. Incorporated communities are also defined as disadvantaged when the MHI falls below 80 percent. In 2020, the statewide MHI was $80,440, 80 percent of that is $64,352. The MHI for Solvang was $77,780 in 2020, which does not qualify the community as a disadvantaged community. In addition, review of the State DAC Mapping Tool and CalEnviroScreen 4.0 was used to verify disadvantaged status with other applications of the definition. CalEnviroScreen is a screening tool used to help identify communities disproportionately burdened by multiple sources of pollution and with population characteristics that make them more sensitive to pollution. The County prepared an update to its Integrated Regional Water Management Plan in 2019. This was in part for the purposes of grants for the Central Coast Funding Area for which disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. In all cases, the City of Solvang’s Sphere of Influence does not qualify under the definition of 346 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF SOLVANG disadvantaged community for the present and probable need for public facilities and services nor are the areas contiguous to the Sphere of Influence qualify as a disadvantaged community. SERVICES Overview Fire Protection is provided through the Santa Barbara County Fire Protection District (Station 30). The City of Solvang contracts for Police services through the County Sheriff’s office. Through an agreement the City revenues are transferred to the County for this service. The County-City contract for law enforcement services is under evaluation and is expected to be renewed, after the current contract’s expiration on June 30, 2023. The City contracts with the Santa Barbara County Sheriff’s Department for law enforcement services. The Solvang Substation is located at 1745 Mission Drive and is staffed by 7.2 fulltime equivalent personnel. There is one patrol person on duty at all times of the day or night; response times throughout the City are estimated to be less than 3 minutes. For Sheriff services it includes 24/7 police patrol; criminal investigation/detectives; technical services; direct support and administrative functions; emergency Dispatch; general traffic enforcement, accident investigation, and parking control; all services included within a Deputy Sherriff Service Unit, and all Specialized Law Enforcement Functions. A sufficient number of Sheriff Deputies provide 24- hour coverage, seven days a week for one year, including relief (lost time). This equates to 8,760 hours of service to City a year. The Fire Department has 9 full time equivalent personnel, with 3 firefighters on duty at all times. Response times throughout the City are 3 to 5 minutes and there are no paramedic services provided. Fire protection for the land between Solvang and the City of Buellton is provided by Santa Barbara County. Fire protection for other land surrounding the City is provided by Cal Fire and the US Forest Service. Mutual aid agreements are in place among Cal Fire, Santa Barbara County, and the US Forest Service All other services provided by the City are not the primary focus of this report and will be discussed in greater detail under the appropriate future MSR Study. LAFCO of Santa Barbara County 347 CHAPTER THREE: M. CITY OF SOLVANG City of Solvang Incorporation, Revenues, Attributes, Types of Service, and Resources Attributes City Limits (est. square miles) 2.42 Population (2020 estimated) 5,562 Assessed Valuation (FY 21-22: Includes City only) $1,391,038,534 None (Utilizes County Number of Stations Station) Dispatch County ISO Public Protection Classification: N/A Within 5 miles of a Station and with a Credible Source of Water Without a Credible Source of Water N/A Regular Financial Audits Every Year Average Annual Revenue Per Capita (FY 19-20) $1,300 Average Portion of County 1% Property Tax Received 6¢/$1 Ending General Fund Balance (June 2020) $10,200,000 Change in General Fund Balance (from June 2015 to June 2020) 15.6% Total Fund Balance/Annual Revenue Total (FY 19-20) 140% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing DOF Table E4, Assessed Valuation and Portion of County Property Tax Received are from County of Santa Barbara Auditor-Controller’s Office; Fund Balance Information from City Audit; Other information from City. NOTE: The City of Solvang receives fire protection and emergency medical services from the CFPD which covers approximately 2,480 square miles and has a population of 186,500. Types of Services Fire X Technical Rescue X Basic Life Support (EMT) X Advanced Life Support (Paramedic) X Ambulance - Police X 348 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF SOLVANG City of Solvang Incorporation, Revenues, Attributes, Types of Service, and Resources Station Address Acquired/Built Condition Size Co Station 30- 1644 Oak St, 1969 Fair 10,872 sqft Solvang 1745 Mission Dr, Santa Ynez Valley Unk Good Unk sqft Station, Solvang Station 30 Station is adjoined as part of Solvang City Hall complex. The station was originally an on-call firefighter facility and reconfigured to accommodate career firefighting and EMS delivery. The station needs to be reconfigured to support operational needs and future personnel growth. The station configuration does not support good turnout time as personnel sleep on the second floor and there is no fire pole or quick egress to fire apparatus. The Solvang Substation has one cell which is used until detainees can be transported to the Main Jail. A second interview room is available and can be used as another holding area if necessary. There is no camera within the cell, however, the interior is visible from the office. The cell is well maintained. The facility is clean, functional, and in good overall repair. The deputies serve as the police departments for the Cities of Solvang and Buellton. The Sheriff Deputy interviewed was courteous, professional, knowledgeable, and committed to the community. Apparatus One Type I Engines Engines Two Type III Engine One Aerial Ladder Truck 103’ Utility Utility Pick-up truck Patrol Motorcycle Patrol Squad Patrol Vehicle (K9) The additional Type III Engine is an auxiliary engine located at this station by County Fire for wildland fire protection during the fire season. LAFCO of Santa Barbara County 349 CHAPTER THREE: M. CITY OF SOLVANG Total Staffing Personnel Per 1,000 population Full time fire suppression 12 2.16 Part time fire suppression 0 - Seasonal/Paid call Firefighters 0 - Sworn Staff 7.2 1.29 Canines 0 - Support Staff 3 0.53 Non-safety regular 2 0.35 Other City Staff 35 6.3 Solvang contracts with the County Sheriff for police services. The Sheriff’s Office has a total of 7.2 permanent employees that patrol and investigate the Solvang area. Sheriff’s Office staffs (1) Lieutenant, (1) Deputy (per 12-hour shift), (1) Community Resource Deputy, (1) Detective, and (1) secretary (approximately 13 hours/week each) that patrol the Solvang area. The CFPD has a total of 12 permanent employees that staff Station 30: (3) Captains, (3) Engineers, (3) Firefighters, and (3) Firefighter Paramedics. There is one member from each of the positions on duty at the station at all times. (“FTEs”). Staffing Experience/Tenure Years in Industry Year w/ Agency Full time fire suppression N/A 12.2 Temporary fire suppression 0 - Volunteer/Paid call Firefighters 0 - Sworn Staff N/A N/A Canines N/A - Support Staff N/A - Non-safety regular N/A - Other City Staff N/A N/A The City of Solvang is protected by the County Fire Protection District County Fire Department which utilizes its own station, apparatus, and staffing. Similarly, the City is contractually protected by the County Sheriff’s Department which also utilizes City Police station, with County apparatus and staffing. 350 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF SOLVANG City of Solvang Total Calls for Service -City of Solvang 900 800 700 600 500 s lla 400 C la t 300 o T 200 100 0 CY 2017 CY 2018 CY 2019 CY 2020 Fire Police Source: County Department of Emergency Communications (911 System) Data. Note: The above information includes all incident reports for calls for service received by the City of Solvang for services from CFPD and Sheriff. Calls for Service -City of Solvang CY -2020 500 74.9% 450 400 350 300 250 200 150 100 10.2% 50 2.3% 5% 4.2% 3.2% 0.2% 0 Rescue Fire Public Service Haz/Mat EMS Alarms Other Calls Source: County Fire Department Data. LAFCO of Santa Barbara County 351 CHAPTER THREE: M. CITY OF SOLVANG Sheriff’s Office report it has experienced an Solvang Snapshot: FY2016 to FY2020 approximate seventeen percent decrease in total annual Change in incident reports -16.9% incident reports between 2016-2020. This produces a - Avg. Calls / 1,000 residents 109 relatively moderate five-year average of 109 calls for Change in Total Crimes -27.7% every 1,000 residents compared to the other local law - Avg. Crimes / 1,000 residents 17.4 Avg. Clearance Rate 19.1% enforcement agencies.Actual reported crimes have also Incident to Crimes Ratio 6.2 decreased by 28% during the same period with the five-year average resulting in 17 reported crimes for every 1,000 residents. The relationship between service calls and reported crimes results in a five-year average of one reported crime for every 6.2 service calls in Solvang. A summary of service demands on unincorporated Sheriff services between 2015-2020 follows. Trends in Reported Crimes Approximately 97% of reported crimes in unincorporated county between 2015-2020 are classified as non-violent and involve either property or simple assault offenses. Property offenses account for over four-fifths of the total of non-violent crimes with the largest portion associated with larceny/theft followed by burglaries.Non-violent crimes overall have decreased in the period by 25%. Trends in Violent Crimes Violent crimes continue to represent a relatively small portion of the overall offense totals (11%) between 2015-2020. Aggravated assault offenses constitute 76% of all violent crimes during this period. Homicide rates have been zero during the period. Trends in Clearance Rates Clearance rates overall have fluctuated between 2015-2020 from a low of 8.9% to a high of 21.7% in terms of reported crimes resulting in an arrest or determined to be unfounded. The average overall clearance rate is 19.14%. The clearance rate for violent crimes averages 70.5%, which is on the higher end among all local law enforcement agencies. Jurisdictional Comparisons: Reported Crimes Sheriff’s reported five-year average between 2015-2020 for violent crimes and property crimes total 11 and 85.8, respectively. These amounts are lower than the respective national averages of 10 violent crimes and 107 property crimes for similarly sized jurisdictional agencies as measured by population during the period. 352 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF SOLVANG Jurisdictional Comparisons: Clearance Rates Sheriff’s reported five-year average between 2015-2020 for clearing violent crimes and property crimes are 70.5% and 14.18%, respectively. These clearance rates are both higher and lower than the national averages of 57% and 20% for similarly sized jurisdictional agencies as measured by population during the period. Sheriff Service for Solvang Characteristics: Incident Reports and Crime Totals Category 2015 2016 2017 2018 2019 2020 Average Trend Incident Reports unk 614 645 592 668 525 608.8 Total Reported Crimes 92 92 92 58 78 72 96.8 -27.7% Violent Crimes 11 13 7 6 10 8 11 -37.5% Homicide 0 0 0 0 0 0 0.0 -0% Rape 0 2 1 1 0 0 0.8 +1% Robbery 3 1 1 1 2 1 1.8 -111% Assault Crimes 8 10 5 4 8 7 8.4 -14.2% Property Crimes 81 79 85 52 68 64 85.8 -26.5% Burglary 30 18 21 12 18 8 21.4 -275% Motor Theft 5 0 2 5 4 3 3.8 -66% Larceny Theft 46 61 62 35 46 53 60.6 +13.2% Arson 0 0 0 0 0 0 0.0 +0% Total Clearances 20 18 16 6 7 13 16 -53.8% Violent Crimes 7 3 5 4 4 7 6 -16% Homicide 0 0 0 0 0 0 0.0 -0% Rape 0 0 0 1 0 1 0.4 -04% Robbery 1 1 1 0 0 1 0.8 -25% Assault Crimes 6 2 4 3 4 5 4.8 -20% Property Crimes 13 15 11 2 3 6 10 -116% Burglary 4 5 3 3 1 2 3.6 -100% Motor Theft 1 0 0 0 0 0 0.2 -40% Larceny-Theft 8 10 8 2 2 4 6.8 -100% Arson 0 0 0 0 0 0 0.0 +0% Clearances to Crimes % 21.7 19.5 17.3 10.3 8.9 18 19.14 -20.5% Violent Crimes 63.6 23.1 71.4 66.7 40 88 70.56 +27.7% Assault Crimes 75 20 80 75 50 71 74.2 -5.6% Property Crimes 16 19 12.9 9.6 4.4 9 14.18 -77% The comparison against national averages involves law enforcement agencies with service populations ranging less than 10,000. The Sheriff’s Office reported crime rates for Solvang for 2020 versus 2019. For Solvang it is reported that 10% decrease in overall crime, a 36% decrease in violent crime, and 7% decrease in property crime. LAFCO of Santa Barbara County 353 CHAPTER THREE: M. CITY OF SOLVANG FINANCES The City prepares an annual budget and financial statement, which includes details for each of its government and enterprise funds. The City maintains a separate enterprise fund for wastewater services, meaning that charges for services are intended to pay for the costs of providing such services. City Revenues 2018-2019 2019-2020 Amount % of Total Amount % of Total Property tax $1,401,623 7.6% $1,480,839 8.8% Sales & use tax $1,507,745 8.1% $1,347,670 8.1% TOT tax $4,618,425 24.8% $3,440,275 20.5% Other taxes $232,707 1.3% $273,226 1.6% Charges for services $7,432,058 40.0% $7,343,355 43.8% Grants & contributions $2,663,221 14.4% $2,188,463 13.1% Interest $672,567 3.6% $575,654 3.4% Miscellaneous $34,436 0.2% $118,250 0.7% Revenue total $18,562,782 100.0% $16,767,732 100.0% Fiscal Indicators Select fiscal indicators are shown graphically below. Over the past three fiscal years, the City’s expenditures have increased in comparison to its revenues. The increase in expenditures was primarily due to undetermined reasons. The City’s reserve balances have sufficient funds to absorb relatively small revenue imbalances. The line graph below shows the current financial trend in millions. These indicators provide a measurement of the agency’s financial condition over time. Fiscal Trends-City of Solvang 20 15 sn o illiM 10 n i tn u o m 5 A 0 2017-18 2018-19 2019-20 Revenue Expenditure Reserve 354 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF SOLVANG CITY OF SOLVANG Property, Sales, TOT Tax This indicator is important for general fund and related 100% services as they are heavily reliant upon property tax revenues. Property Tax As this revenue source is relatively stable and lags about two years behind changes in market conditions, this indicator can 80% sn potentially depict the stability of an agency's revenue base. o 60% illiM TOT Tax n 40% i tn u o m 20% A Sales Tax 0% 2015-16 2016-17 2017-18 2018-19 2019-20 A Service Obligation ratio of one or more indicates if Service Obligation revenues were sufficient to pay for operations. It is calculated by operating revenues divided by operating expenditures 1.5 Fiscal Operating Operating Year Revenues Expenditures Ratio 1 2015 $ 16,412,721 $ 14,719,674 1.1 2016 $ 16,584,584 $ 14,182,146 1.1 0.5 2017 $ 17,818,624 $ 15,469,776 1.1 2018 $ 17,315,205 $ 15,223,676 1.1 0 2019 $ 16,767,732 $ 17,626,275 0.9 2015 2016 2017 2018 2019 2020 2020 $ 18,562,782 $ 18,893,036 0.9 Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2017 2018 2019 2020 Trend Funded ratio (plan assets as a % of plan liabilities) 80% 78% 74% 73% Net liability, pension (plan liabilities - plan assets) $ 3,411,989 $ 4,006,588 $ 3,937,533 $ 4,310,393 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of plan liabilities) 26% 2020 year of OPEB reporting Net liability, OPEB (plan liabilities - plan assets) $ 2,730,480 The net liability amounts are essentially unfunded liabilities of the agency. The figure below shows if the agency has enough assets (other than capital) to cover the liabilities. A declining trend indicates liabilities continuing to exceed agency assets. Coverage of Net Post-Empployment Liabilities 35 30 30 25 )la tip 1 1 2 2 5 0 5 0 5 tn u o m A 5 1 1 2 0 5 0 a c n a h t re h to ( ste ssA y se itilib a iL te N % a sa 0 0 cn e g 2015 2016 2017 2018 2019 2020 A 2015 2016 2017 2018 2019 2020 Agency Assets (other than capital) $2 2,158,023 $ 22,528,507 $23,033,674 $30,808,050 $29,192,643 $30,438,561 Net Liabilities (pension & OPEB) $4,936,443 $4,897,253 $5,978,173 $6,572,772 $6,598,751 $7,040873 LAFCO of Santa Barbara County 355 CHAPTER THREE: M. CITY OF SOLVANG Pension Obligations and Payments The City maintains sufficient liquidity to ensure its ability to meet short-term obligations, while also providing for long-term needs of the City. As of June 30, 2020, the City reported a net pension liability for its proportionate share of the net pension liability of $4,310,393. The CalPERS provides retirement, disability and death benefits. Retirement benefits are defined as 2.5 percent of the employees final 12 months average compensation times the employee’s years of service (3.0 percent for safety employees). Employees with 5 years of continuous service are eligible to retire at age 55 (age 50 for safety employees). Employees are eligible for service-related disability benefits regardless of the length of service. Five years of service is required for non- service-related disability eligibility. Disability benefits are determined in the same manner as retirement benefits but are payable immediately without an actuarial reduction. Pre-retirement death benefits equal an employee’s final full-year salary. Both plans provide for a 2 percent Cost of Living Adjustment (COLA). The public safety plan is closed to new entrants. The City reported no payable outstanding amount for contributions to the pension plan required for the year ended June 30, 2020. OPEB Obligations and Payments The City’s OPEB plan provides healthcare benefits to eligible retirees and their dependents. Benefits are provided through third party insurers and the full cost of the benefits is provided by the Plan. At the OPEB liability measurement date of June 30, 2020, the following employees were covered by the benefit terms: - Retired employees – 22 - Active employees – 33 Public Safety Funding The City budget includes contracting services for Sheriff services from County Program #130. In FY 2019/2020, the City budgeted $2,039,940 and increased that to $2,111,263 for FY 2020/2021. 356 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF SOLVANG Public Safety-Expenditure 25 )se 22.1% 21.3% 21.7% civ 1 2 5 0 19.6% 19.3% 19.4% re s y te fa s cilb u g n ita re p stso c po 10 ( e ru tid lla re v o 5 Sheriff Sheriff Sheriff Sheriff Sheriff Sheriff n e p xE y cn e g % a sa A 0 2015 2016 2017 2018 2019 2020 Asset Maintenance and Repair The City has extensive capital improvement needs that are addressed in their Capital Improvement Program involving annual or ongoing maintenance projects. Annual update of the CIP is a vital component to its successful implementation and is required of the Program funding by the Traffic Mitigation Fund, Gas Tax Fund for street or road construction and maintenance, Measure A Funds – a transportation sales tax approved in 2008, and SB 1 road repair funding. Capital Improvements The City has a capital improvement plan (CIP), which is updated regularly and identifies and prioritizes system improvements and costs. The 10-year CIP Summary includes over $3.8 million of maintenance, upgrades, and studies for FY 20-21, which includes five (5) high priority capital projects and 11 high priority studies. A notable large project includes Fifth Street Sidewalk project at $450 thousand, and the Wastewater Treatment Aeration System upgrades, of which $2.4 million will be funded through user charges. Other major improvements identified include Solvang School Sidewalk, Santa Ynez Valley Transit vehicle replacement, and SYVT Mission Drive/Union Bank bus stop upgrade. Priority Studies include Sewer Rate Study ($60,000), General Fund Fee study ($35,000), General Plan Land Use and Circulation Elements ($100,000), Housing and Design Elements ($90,000), Parking Study ($40,000), Local Road Safety Plan ($40,000), Water System Risk & Resiliency study ($100,000), and Sewer System Master Plan update ($120,000). FY 21-22 includes 2 priority projects and studies budgeted for $3.4 million which include, parking lot 5 improvements ($110,000), South Alisal pavement reconstruction ($550,000), Second Street drainage improvements ($380,000), trash capture improvements ($97,000), South Alisal culvert upsizing ($60,000), Manhole Rehabilitation Program ($50,000), and WWTP water quality project. LAFCO of Santa Barbara County 357 CHAPTER THREE: M. CITY OF SOLVANG Long-term Liabilities and Debts The City has a take or pay water purchase agreement with the Santa Ynez River Water Conservation District, Improvement District No. 1 (ID No.1), for State Water, where the City must make annual payments for the State Water whether or not water is delivered. ID No 1. has pledged its water sale revenue from Solvang for repayment of its long-term debt. Solvang has an ongoing commitment to buy water from ID No 1, but the bonded debt is that of ID No. 1 and not the City of Solvang. The agreement requires annual payments until 2035. Under insurance arrangements, the City is self-insured for the first $50,000 for each workers’ compensation claim, $20,000 for each general liability claim, and $5,000 per property damage claim. The statement of net position also shows no liability for 2020 for estimated claim obligations and has no current obligation for 2020. Opportunities for Shared Facilities The City shares with the Santa Ynez Community Services District treatment and dispose of sewage effluent and the police station with County Sheriff. Otherwise, the City does not currently share facilities or services with other agencies, nor have any opportunities to do so have been identified by staff or in the preparation of this report. Although over the years it was recommended the City consideration of shared wastewater facilities and service with nearby communities including Ballard, and Los Olivos, it is unlikely that such a proposal would be feasible in the near future. ORGANIZATION Governance City of Solvang’s governance authority is established under charter law for Cities codified under Government Code Sections 34450 within California Constitution Article XI, Section 5(a)). Cities are authorized to provide municipal affairs outlined in their charter. A five-member City Council, elected at-large, governs the City of Solvang. Every two years, the citizens elect a Mayor for a period of two years. There is no limit on the number of times a candidate can run for re-election to the City Council. The City operates under the Council-Manager form of government, which means that the City Council appoints a City manager who is responsible to oversee the daily operations of the City. The City Council provides policy direction to the City Manager who works with the City’s administration team and the citizens to implement the direction of the Council. Additionally, the City Council appoints a City Attorney to represent and advise the City Council on legal matters, a five-member Planning Commission. The City employs approximately 35 full- time employees and 1 part time employee that manage the following professional and technical municipal services: Stormwater Management, Water Supply, Conservation & Groundwater Management, Wastewater, Engineering, Planning, Land Use & Economic Development, Building & Safety, Recreation & Parks, Administration and Finance. The City of Solvang contracts for 358 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF SOLVANG Police services through the County Sheriff’s office. Fire Protection is by County Fire (Station 30). City of Solvang holds meetings every 2nd and 4th Monday of each month at 6:30 pm in the Council Chambers, 1644 Oak Street, Solvang. A current listing of City Council along with respective backgrounds follows. City of Solvang | Current Governing Council Roster Member Position Background Years on Council Charlie Uhrig Mayor Law Enforcement 8 Claudia Orona Mayor Pro Tem Educator 8 Robert Clarke Council Member Aviation 1 Mark Infanti Council Member Educator 1 Jim Thomas Council Member Finance 2 Website Transparency The table below is not an exhaustive inventory of website criteria required under current law. Rather, it identifies key components, required by the Government Code and/or recommended by the California Special Districts Association and other organizations, for websites to enhance transparency and accountability. Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in advance on their websites. Government Code Section 6253 requires that agencies post content most requested by constituents and most often requested via Public Record Act requests. Because of the difficulty for LAFCO staff to verify this information, these criteria are not included in the website checklist. However, agencies should address these criteria to comply with current website requirements. City of Solvang Website Checklist website accessed 6/9/21 https://Cityofsolvang.com Required Yes No Government Code Agency maintains a website with current contact §53087.8 information? (required for independent Special Districts by 1/1/2020) X Government Code Agency has created an Enterprise System Catalog and X §6270.5 posted it to website? Government Code Agency has current agenda posted to website §54954.2 homepage and is accessible through a prominent, X direct link? Government Code Agency’s website provides information on compensation of §53908 elected officials, officers and X employees or has link to State Controller’s Government Compensation website? LAFCO of Santa Barbara County 359 CHAPTER THREE: M. CITY OF SOLVANG The following criteria are recommended for agency websites by a number of governance associations and organizations. Yes No Description of services? X Service area map? X Board meeting schedule? X Budgets (past 3 years)? X Audits (past 3 years)? X List of elected officials and terms of office? X List of key agency staff with contact information? X Meeting agendas/minutes (last six months)? X Notes: Solvang is a Council-governed agency it overlays. Refer to www.Cityofsolvamg.com for the required checklist items. Survey Results The table below includes a list of questions asked of area residents to assess if satisfactory fire services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. City of Solvang Questionnaire, Revenues, Types of Service, and Resources City of Solvang | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of fire, - - - police, EMS services? 2. Overall, are adequate staffing and equipment - - - provided with the level of fire, police, EMS service? 3. Do you feel an adequate level of funding is - - - provided given the level of service? 4. Personnel arrived in a timely manner and were - - - professional? 5. Personnel was knowledgeable, answer - - - questions, and were informative? No responses were provided by the public related to City of Solvang at this time. 360 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] LAFCO of Santa Barbara County 361 APPENDIX APPENDIX A. Acknowledgements The information contained in this Municipal Service Review and Sphere of Influence Update has been obtained from many sources. Officials from Cities, Special Districts, the County, and the State provided assistance and support in preparing this Review and Update. The Directors, Chiefs, and staff of these agencies completed surveys, met to discuss services and boundaries, answered our questions over the phone and through email, and provided audits, budgets, strategic plans, and other documents. LAFCO received most of the information in this report through the verbal and written information provided by these officials. LAFCO was also able to obtain valuable information on State and agency websites and through the public media. LAFCO’s earlier 2004-2006 Municipal Service Reviews were reviewed to provide background information. Population estimates for the agencies were calculated from 2010 U. S. Census data, and/or SBCAG Regional Forecast Model, or Department of Finance Table E4 estimate. Mapping and statistical data were provided by County Surveyor’s Office. A special thank you to all for helping to bring this report together. B. Fire Protection and Emergency Medical Service Providers In Santa Barbara County, fire and police protection and emergency medical services are provided by a network of Federal, State, and local agencies. Following is a summary of the major components of this network: CITIES Except for the Cities of Buellton, Carpinteria, Goleta, and Solvang, all Santa Barbara County Cities provide fire and police protection and emergency medical services to their residents. The Cities of Guadalupe, Lompoc, Santa Barbara, and Santa Maria provide these services through their own municipal fire and police departments. The County of Santa Barbara Fire Protection District contractually provide these services to the other Cities with the exception of Carpinteria which receives services from the Carpinteria/Summerland Fire District. All agencies have mutual and automatic aid agreements, including with CAL FIRE and US Forest Service. Santa Barbara County is located in California Mutual Aid Region I, which includes San Luis Obispo, Ventura, Los Angeles, Orange, and Santa Barbara Counties. The boundaries of these Cities can be seen in Map ES-1 (page 2). Review of other services provided by Santa Barbara County’s Cities will be completed in coming years. The Spheres of Influence of Cities were updated in 2016 and will be re-considered following subsequent municipal service reviews. 362 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE APPENDIX SPECIAL DISTRICTS Five Special Districts provide law enforcement, fire protection and emergency medical services within the County: three fire protection districts, and one Community Services Districts. In addition, County Service Area 32 provides support to the police funding in unincorporated communities throughout the County. These districts are the subject of this report. Their boundaries are shown on Map ES-1 (page 2). DISPATCH SERVICE The Sheriff provides law-enforcement dispatch for his own force and for Buellton, Goleta, and Solvang. The Sheriff also provides primary fire dispatch for the CFPD, the Carpinteria/Summerland Fire, and back-up dispatch for Montecito Fire, and provides ambulance dispatch for all of these communities. The Cities of Santa Barbara, Santa Maria and Lompoc Police Departments provide dispatch for both fire and law enforcement calls within their Cities. Santa Maria Police Department also provides dispatch to the City of Guadalupe. AMBULANCE SERVICE Ambulance service is provided throughout the County through the coordination of the County’s Emergency Medical Services (EMS) Department. In Santa Barbara County, Emergency Medical Service (EMS) is provided by fire paramedics employed by the various fire departments and American Medical Response (AMR) provides ambulance service. Both are under the general control of the County’s Public Health Department. The City of Santa Barbara and Montecito Fire Protection District also provide limited service within the City and the boundaries of the Fire Protection when AMR requires assistance, as well as County Fire’s limited ambulance service. AMR provides 18 ALS ambulances, and stations them at six locations throughout the County. Air ambulance services are also available throughout the County when transport to a regional trauma center outside the County is required. Santa Barbara Cottage Hospital is designation as a Level I Trauma Center. STATE SERVICES The California Department of Forestry and Fire Protection (CAL FIRE) is responsible for fire protection within the County’s privately-owned wildlands. This area, called the “State Responsibility Area,” covers forest and grasslands that are outside of City boundaries and totals over 1,200 square miles. (The boundaries of the State Responsibility Area are shown in Map ES- 2 (page 3).) Santa Barbara County Fire Department is one of six contract counties in the State of California. In most cases SRA (State Responsibility Area) is protected directly by CAL FIRE, however, in Kern, Los Angeles, Marin, Orange, Ventura, and Santa Barbara counties, SRA fire protection is provided by the counties under contract with CAL FIRE. LAFCO of Santa Barbara County 363 APPENDIX FEDERAL SERVICES The Federal government owns large tracts of land, in Santa Barbara County. These holdings include forest, open space and park land, and military installations. The U. S. Forest Service is responsible for forest fighting within the Los Padres National Forest which contains over 1,200 square miles inland from the south coast. The Vandenberg Air Force Base military installation maintain their own fire protection department which covers 154 square miles. The National Parks Service is responsible for fire protection at the Channel Islands National Park. The boundaries of the Federal Responsibility Area are included in Map ES-2 (page 3). County Fire also covers Bureau of Reclamation land within Cachuma Recreation Area. C. Description and Sources of Data In most sections of this report, the source of data is explicit. Below are explanations of some of the sources. CALLS FOR SERVICE Information on the number and type of calls for service was obtained from data provided by the agencies themselves, or State of California Department of Justice Open Justice Crime Statistics website. This data was broken down into the following categories provided by the Fire Departments: Vegetation Fire, Structure Fire, Other Fire, Medical, Hazardous Materials Response/Fire Menace Standby (HazMat/FMS), Rescue, and Other. Within this categorization injury accidents, including vehicle injury accidents, are categorized as “Medical.” Vehicle fires are categorized as “Other Fire.” Fire protection agencies respond to more calls than listed in the data. This is because the available data does not include referrals made to agencies for mutual aid and automatic aid since all agencies have these agreements and the County operates under California Office of Emergency Services (Cal OES) and mutual aid system. ISO RATING One of the attributes listed for each agency in this report is the ISO Public Protection Classification. This rating is issued by the Insurance Services Office, Inc. ISO’s Public Protection Classification Service gauges the capability of a local fire agency to respond to structure fires. ISO collects information on a community’s public fire protection and analyzes the data using a fire suppression rating schedule. ISO then assigns a Public Protection Classification from 1 to 10, with “1” representing the best public protection and “10” indicating no recognized protection. A low- density rural area usually receives a lower rating than an urban area due to the longer response rates. 364 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE APPENDIX Frequently ISA assigns two ratings for an agency. The first is for properties with a credible source of water for firefighting. The second rating is for properties lacking a hydrant or other credible water source. Additionally, properties more than five road miles from a fire station typically receive a rating of 10. The ISO rating is provided to property insurance companies who use it as a basis for determining property insurance rates. The ratings provided within this report were provided to LAFCO directly by the fire protection agencies. TAXATION The taxation information within this Review and Update were provided by the Office of the Santa Barbara County Auditor-Controller. The Auditor’s Office provided assessed valuation data for each agency and the property tax increment factors used for each agency. LAFCO calculated the average portion of the County 1% property tax received by calculating a weighted average of the factors provided by the Auditor’s Office. FIRE & POLICE APPARATUS This report refers to firefighting or law enforcement apparatus. In short, a fire apparatus, fire engine, fire truck, or fire appliance is a vehicle designed to assist in fighting fires by transporting firefighters to the scene and providing them with access to the fire, along with water or other equipment. A “Type I” fire engine is one designed for fighting structure fires, while a “Type III” engine is designed for fighting wildland fires. Police vehicles, patrol units, marked or unmarked are vehicles designed to assist law enforcement to the incident and providing them with equipment to perform their duties. D. Relationship to Prior and Future Municipal Service Reviews This report updates previous fire protection and emergency medical service reviews. The reviews were included in the following documents: Carpinteria/Summerland Fire Protection District MSR (November 2005). Eastern South Coast Area MSR (November 2005): Carpinteria/Summerland Fire, County Service Area 32, and Montecito Fire. City of Carpinteria and City of Santa Barbara. Montecito Fire protection District MSR (November 2005). County Service Area 32 (Law Enforcement) MSR (November 2005). City of Buellton MSR (April 2006). City of Carpinteria MSR (November 2005). Santa Barbara Goleta Valley Area MSR (September 2005): Santa Barbara County Fire Protection District and County Service Area 32. City of Goleta and City of Santa Barbara. Lompoc Area MSR (February 2005): Santa Barbara County Fire Protection District and County Service Area 32, and City of Lompoc. LAFCO of Santa Barbara County 365 APPENDIX City of Santa Barbara MSR (November 2005). City of Santa Maria MSR (February 2006). City of Solvang MSR (April 2006). While the current report addresses the Fire Protection, Law Enforcement, and Emergency Medical Services provided by the Isla Vista Community Services Districts and all eight Santa Barbara County Cities, it does not update the Spheres of Influence of these agencies. Sphere updates will be provided as a part of future reviews of all of the services provided by these multi- service agencies. The services of health care districts are not included in the current report. The scope of the current report is limited to out-of-hospital, and pre-hospital, acute medical care. As subsequent service reviews are prepared and adopted for water, wastewater, stormwater and recycled water, then followed by transportation, parking, street sweeping & beautification, lighting, transit and airport services. Additional service reviews will cover parks & recreation, open space, library and facility rental services, and all other services: healthcare, vector control, municipal improvement and embarcadero, cemetery and other services. Spheres of Influence will be updated for single purpose agencies that are reviewed in those MSR’s. For each multi-service agency and Cities, the Sphere of Influence will be updated at the completion of all service reviews. 366 FINAL 2021 FIRE, LAW ENFORCEMENT, SAFETY & CRIME, AND EMS SERVICE REVIEW & SPHERE UPDATE Exhibit A Exhibit B Exhibit C Exhibit D EXHIBIT E CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS A. Scope This Chapter contains the recommended Municipal Services determinations for the fire, law enforcement, crime & safety and prehospital emergency services provided by all 13 Special Districts and Cities in Santa Barbara County. These agencies are County Service Area 32 (Unincorporated Police Services), the County’s three fire protection districts (Carpinteria/Summerland, Montecito, and Santa Barbara County Fire), one multi-service districts (Isla Vista Community Services Districts) and the eight Cities (Buellton, Carpinteria, Goleta, Guadalupe, Lompoc, Santa Barbara, Santa Maria, and Solvang). A complete review of all services provided by the multi-service Districts and Cities will be done in the future additional MSR’s. B. Summary of Recommendations Based on the recommended determinations in this chapter, the Executive Officer recommends that the Commission adopt the Municipal Service Review for all 13 agencies providing fire protection, law enforcement, crime & safety and emergency medical services in Santa Barbara County. Potentially Significant MSR Determinations The MSR determinations checked below are potentially significant, as indicated by “yes” or “X” answers to the key policy questions listed and corresponding discussion on the following pages. If most or all of the determinations are not significant, as indicated by “no” or “blank” answers, the Commission may find that a comprehensive MSR update may not be warranted. Growth and Population Shared Services Disadvantaged Unincorporated Communities A ccountability Capacity, Adequacy & Infrastructure to Provide Services Other Financial Ability None at this time C. Overview The Cortese-Knox-Hertzberg Act requires LAFCO to conduct a service review of the municipal services provided in the County or other appropriate areas prior to updating the Sphere of Influence of a local agency. This chapter contains a recommended written statement of LAFCO’s determinations with respect to seven areas as required by Government Code section 56430(a). EXHIBIT E Each recommended determination applies to all 13 agencies as a regional group along with agency specific determinations for each of the following seven areas: 1. Growth and Population Projections for the Affected Area; 2. The Location and Characteristics of any Disadvantaged Unincorporated Communities within or Contiguous to the Sphere of Influence; 3. Present and Planned Capacity of Public Facilities and Adequacy of Public Services, and Infrastructure Needs or Deficiencies; 4. Financial Ability of Agency to Provide Services; 5. Status of, and Opportunities for, Shared Facilities; 6. Accountability for Community Service Needs, including Government Structure and Operational Efficiencies, and 7. Any Other Matter Related to Effective or Efficient Service Delivery, as Required by Commission Policy. Individual profiles of each of the 13 agencies are provided in Chapter Three. Essential Fire Protection, Law Enforcement, and Emergency Medical Services are also provided by the Federal and State governments personnel. LAFCO has no authority over the State and Federal entities. A brief review of their services is included in the Appendix. D. Determinations 1. GROWTH AND POPULATION PROJECTIONS FOR THE AFFECTED AREA REGIONAL The preparation of this study was produced prior to the release of 2020 Census and based on the most recent available data. The 13 local agencies currently serve an estimated Countywide resident population of 451,840. This population estimate represents close to a six percent overall increase or 0.6% annually over the last 10 years. Santa Barbara County is predominately city-centered with slightly more than 68% of the current resident population residing in one of the eight incorporated Cities. Nearly 55 percent of all City residents reside in North County. Santa Barbara County Fire Protection District serves an estimated resident population of 185,720, or approximately 41 percent of countywide population. Santa Barbara County Sheriff’s Office serves law enforcement services to an estimated resident EXHIBIT E population of 199,171, or approximately 44 percent of countywide population. County of Santa Barbara Housing Element (2015-2023) identifies an estimated growth rate of less than 1 percent along South Coast and 9.3 percent countywide. Except for the Federally-owned lands, the structural fire protection needs of the County are met by Cities and Special Districts. Service calls for fire, law enforcement, and emergency medical providers have been increasing and are expected to continue growing as a result of population growth. Growth in demand will be affected by the availability of alternative services like primary care, telephone-based service, and demand management practices, such as better fire prevention training, fire code improvements, and building rehabilitation. The wildland interface areas where structures and development meet or intermingle with undeveloped wildland or vegetative fuel are expanding as more people are building homes in such areas, this will increase demand for effective fire service. The unincorporated population of the County, the population not living within a City, has remained constant for the past 10 years, with census population figures of 133,413 in 2010 and 142,471 estimated by Department of Finance in 2020. Growth within the Cities over the past 10 years has not changed the unincorporated portion of the population from 31 percent. Recent urban growth in Santa Barbara County has been halted by the current pandemic. When growth resumes, the City that serve the greatest percentage of the population is likely to receive much of the projected population growth. This is the City of Santa Maria. The agency serve 23%, and has constituted 90% of the county’s population growth. Visitors are an integral component in supporting Santa Barbara County’s economy as evident by sales, transient-occupancy tax revenues, and create additional and fluid demands on all 13 local agencies. AGENCY SPECIFIC The population of Carpinteria/Summerland between 2010 and 2020 increased by 317 people (1.7 percent or less than 1 percent per year). The County unincorporated surrounding areas and City of Carpinteria estimated growth rate for the same period are less than 1 percent and 0.7 percent respectively. The population of Montecito between 2010 and 2020 increased by 506 people (5.3 percent; or less than 1 percent per year). The County unincorporated surrounding areas estimated growth rate is one half of one percent for the same period. EXHIBIT E The Santa Barbara County Fire Protection District provides fire protection service to the great majority of residents in the unincorporated County. The 2020 population of the unincorporated County is 142,471. County Fire also provides fire services to the Cities of Buellton, Goleta, and Solvang. An additional 9.5% of the population (43,249) live within the fire protection boundaries of the County’s Fire Protection District. City of Guadalupe has experienced the largest percentage increase in estimated resident growth among the 13 local jurisdictions over the last 10 years rising by 12.3% from 7,080 to 8,081. City of Buellton has experienced the second largest percentage increase in estimated resident growth among the 13 local jurisdictions over the last 10 years rising by 11.6% from 4,828 to 5,464. The City of Santa Maria, has a recent history of projected growth. Between 2010 and 2040, the City is expected to grow faster than any other Santa Barbara County City; an increase of 29% from 99,553 to 141,529. The City is undergoing an update to its General Plan and reexamining its growth plans. County Service Area 32 was formed as a funding mechanism for police services for the entire unincorporated County. Santa Barbara County’s growth should have a neutral impact on this Countywide District. It is reasonable to assume growth rates for each of the 13 local jurisdictions over the next five years will parallel their respective growth rates between 2015 and 2020. This presumes the economic downturn that began as a result of the COVID 19 pandemic will continue into the near-term. 2. THE LOCATION AND CHARACTERISTICS OF ANY DISADVANTAGED UNINCORPORATED COMMUNITIES (DUC) WITHIN OR CONTIGUOUS TO THE SPHERE OF INFLUENCE. REGIONAL In 2020, the California statewide median household income (MHI) was $80,440, and 80% of that was $64,352. LAFCO staff utilized the State DAC Mapping Tool and CalEnviroScreen 4.0 to verify disadvantaged status with other applications of the definition6 to locate potential DUCs in the County. The County also prepared an update to its Integrated Regional Water Management Plan in 2019. Based on the criteria set forth by SB 244, staff’s analysis indicates that the communities of Casmalia, Cuyama, New Cuyama, Sisquoc, Garey, Devon, Mission Hills, and Isla Vista were identified as qualifying disadvantaged communities. The boundaries of the County Fire Protection District service area and Sphere of Influence cover a large portion of the County, including any disadvantaged unincorporated communities identified above. EXHIBIT E The boundary of CSA 32 (unincorporated police services) cover the entire unincorporated County, including any disadvantaged unincorporated communities identified above. AGENCY SPECIFIC No identified disadvantaged unincorporated communities have been identified within or contiguous to the Spheres of Influence of Carpinteria/Summerland Fire Protection or Montecito Fire Protection districts providing fire protection service in Santa Barbara County. The median household income (MHI) for Isla Vista Census Designated Place was $25,675 in 2020, which qualifies the community as a disadvantaged community. Isla Vista Community Services District (IVCSD) is also within the unincorporated territory of the County. The IVCSD’s Sphere of Influence is coterminous to its service area. The MHI for Guadalupe was $49,784 in 2020, which qualifies the community as a disadvantaged community. The City of Guadalupe is an incorporated City, therefore by definition would not qualify as a disadvantaged unincorporated community. The City of Guadalupe’s Sphere of Influence is coterminous to its City limits. The MHI for Lompoc was $56,483 in 2020, which qualifies the community as a disadvantaged community. The City of Lompoc is an incorporated City, therefore by definition would not qualify as a disadvantaged unincorporated community. The City of Lompoc’s Sphere of Influence is greater than its City limits. The MHI for Santa Maria was $61,569 in 2020, which qualifies the community as a disadvantaged community. The City of Santa Maria is an incorporated City, therefore by definition would not qualify as a disadvantaged unincorporated community. The City of Santa Maria’s Sphere of Influence is greater than its City limits. All other communities analyzed in this report exceed the MHI in 2020 and would not qualify as a disadvantaged unincorporated community. 6 Government Code section 56033.5. 3. PRESENT AND PLANNED CAPACITY OF PUBLIC FACILITIES AND ADEQUACY OF PUBLIC SERVICES, AND INFRASTRUCTURE NEEDS OR DEFICIENCIES REGIONAL All of the residents of Santa Barbara County are currently within the boundaries of a City or Special District providing Fire Protection, Law Enforcement, and Emergency Medical Services. The smaller communities are within the County Fire Protection District’s boundary. The CFPD EXHIBIT E also serves the State Responsibility Areas under contract. Each agency providing Fire Protection, Law Enforcement, and Emergency Medical Services in the County provides public facilities and equipment as allowed by their financial means (see Determination 4, below). The 13 agencies reviewed in this report maintain a total of 38 fire stations, which the agencies describe as ranging from poor to excellent condition. A total of 15 police stations, ranging from poor to excellent condition. A few agencies plan to construct new stations. All agencies also maintain and replace fire apparatus as needed. An outline of the agency’s attributes, types of services, and resources that describe the adequacy of public infrastructure needs and deficiencies for each agency is found in Chapter Three. Several agency stations are in need of rehabilitation and aged apparatus are in need of replacement. The 13 agencies collectively employ 625 fire personnel and 649 law enforcement personnel. Staffing levels overall for the agencies have remained relatively constant. The relative number of sworn officers produces a ratio of 1.58 and fire personnel ratio of 1.06 for every 1,000 residents in Santa Barbara County. The Countywide average of annual calls translates to approximately 1 out of 10 residents generate one service call for services. Property crimes, on average, represented approximately 80% of all incidents among the local agencies over the last five reported years. The remaining portion of incidents during this period are simple assault at 14% and violent at 19%. Countywide clearance rates among the local agencies have significantly fluctuated over the last five reported years from an average low of 10.5% and a high of 45.4%. Property crimes are the lowest clearance rates at collective 15.9%, followed by 65.9% for assaults crimes, and 62.2% for violent crimes. The local agencies have collectively cleared on average 2,796 of the 11,700 average total crimes occurring in Santa Barbara County over the last five reported years. This produces an average Countywide clearance rate of 23.9%. The plan to move to a regional public safety communication center, in approximately three years will coordinate operations and improve responses. The annual statistical data should also be more readily available to the public. The plan was approved by the Santa Barbara County Board of Supervisors on October 19, 2019. The new regional center will provide dispatch services for all fire agencies in Santa Barbara County and will include an ambulance and EMS resources component. The County will be the primary organization for construction and developing governance on how the multi-agency center will operate. LAFCO encourages all agencies to participate and transition to a regional dispatch center system. EXHIBIT E AGENCY SPECIFIC The County agency contracts for, and monitors, ambulance service throughout the County. This service is provided by American Medical Response (AMR), except at UCSB and in the Lompoc and Cuyama Valleys, where County Fire provides ambulance service. AMR has provided this service since 1980. An RFP process has been authorized to determine if an alternative service could be achieved with the same or better service. The Cities of Buellton, Carpinteria, Goleta, and Solvang contract for police services from the County Sherriff’s Office. Fire services is also provided by the CFPD, with the exception of Carpinteria who receives fire protection from Carpinteria/Summerland Fire District. Each City contracts independently for these services. The existing agreement expires on June 30, 2023. In August of 2021, the Cities and County entered into a new contract for law enforcement services agreement for FY 23/24 and beyond. They intend to begin negotiations no later than November 2021 for FY 22/23 Contract Costs. The Carpinteria/Summerland Fire and Montecito Fire Districts operate under a boundary drop between the two Districts, which has increased fire services for the area residents. The Fire District Management team is currently working with the County of Santa Barbara, Carpinteria/Summerland Fire and Montecito Fire Districts to potentially develop a new station. This station is being considered in the Ortega Ridge Road area in Carpinteria. The City of Lompoc and County Sheriff within the Isla Vista community have experienced the highest crime rate per 1,000 persons at 35.7 and 24.7, respectively. The clearance rates are also the lowest of all agencies reported with 12% and 10.48%, respectively. The Cities of Carpinteria and Santa Maria have improved their respective clearance rates for all crimes over the reporting years rising nearly 4%. The average clearance rates are 20.5% and 25.6%. The City of Guadalupe has the highest clearance rate at 45.3% followed by the unincorporated County at 36.2%. 4. FINANCIAL ABILITY OF AGENCY TO PROVIDE SERVICES REGIONAL The demands on a Fire Protection, Law Enforcement, and Emergency Medical Services from agencies vary due to the size and geography of the agency’s boundaries, the area’s employment base, the presence of students and tourists, the existence and length of local highways, whether the area is included within State Responsibility Area, and other factors. These factors help dictate EXHIBIT E the amount of money required to provide an adequate level of service. Nearly all funding for Fire Protection, Law Enforcement, and Emergency Medical Services provided by the eight local City agencies are generated from discretionary general tax revenues collected by the respective governing bodies, commonly referred to as “general fund” monies. General fund monies collected by the eight local agencies have increased by an average of 2.0% annually rising from an estimated total of $260.8 to $266.1 million over the last two years. Moderate increases in property tax revenues combined with slight decreases in transient- occupancy tax revenues underlie the overall increase despite decreases in sales tax revenues during this period. Public Safety Expenditures from the eight Cities decreased slightly by a composite average of 0.1% over the last two years lowering from an estimated total of $169.5 to $169.3 million. The Cities of Guadalupe, Santa Barbara, and Santa Maria decreased they budgets, all other Cities had a slight increase in budget expenditures for public safety services. Property tax assessments are the predominate funding source for the Special Districts providing fire protection, making up approximately 60 to 80 percent of total revenues. Pension and other post-employment benefit costs have increased over the last five years. Many of the agencies currently finances benefits on a pay-as-you-go basis. Montecito Fire, City of Carpinteria, and City of Goleta are the exceptions who have established a Benefit Trust and/or OPEB Trust for the purpose of reimburse or to pay pension benefits. While an agencies budget may expand due to increased service demands, the size of a budget is closely related to the availability of funds. The financial ability to provide fire protection, law enforcement, and emergency medical service from some agencies have slowed in recent years due to the national pandemic effecting tourism industry. This downturn has hurt some agencies more than others. As outlined in Chapter Three, agencies providing these services within Santa Barbara County experience a wide range of revenue. Local agencies receive between $2,204 and $80 per resident (the median being $869). The amount of revenue received by a public safety agency is often determined by factors over which agency residents have no control: assessed valuation, the date of a formation/incorporation and past taxation levels, land development and property sales within the agency’s boundaries. For a City or multi-service district, the competition are for scarce resources among local government programs. Local residents do have the ability to propose and approve tax measures to increase local services. Although passage of tax measures are increasingly more difficult. State law7 requires that an agency file an audit with the State Controller and County Auditor within 12 months of the end of the fiscal year or years under examination. All of the agencies providing Fire Protection, Law Enforcement, and Emergency Medical Services, except for one, EXHIBIT E have provided LAFCO with the most recent audit as required by State law. Because County Service Area 32 has been inactive the most recent audit was for the year ending in June 2010. AGENCY SPECIFIC When a district annexes an area, the Property Tax Transfer Agreement with the County typically matches the annexing district’s 1% County property tax within the annexation area. On the other hand, when an area is detached from a district, through a City annexation, the district no longer receives any taxes from this property. The safety net for a local district is its fund balance. According to the most recent information available to LAFCO, the fund balance of the 13 agencies ranges from $485,622 to $45,904,080. On the low end of this range are the Cities of Guadalupe (13%) and Lompoc (2%). In some cases, the arrangements with City Fire and Police Departments preclude the need for a large fund balance. Because a large fund balance is more crucial for a large budget than one with a small budget, one important statistic is the ratio of an agency’s fund balance to its annual revenues. The highest fund balance/annual revenues ratios are experienced in the Cities of Solvang (140%), Buellton (111%) and Carpinteria/Summerland FPD (73%). Following these are the Isla Vista CSD (88%), Montecito FPD (60%), Goleta (56%), Santa Maria (49%), Carpinteria ( 44%), Santa Barbara County Fire (28%), and Santa Barbara City (19%). Agencies with lower revenues strive to provide the highest possible level of service with fewer resources. They must sometimes rely on older, and fewer, fire engines and patrol vehicles. The contracting Cities meet the California Occupational Safety and Health Association's "2-in/2-out" requirement. Some Cities provide resources for one full-time salary for a Firefighter/Paramedic position and Sheriff services includes 8,760 hours purchased and cost of the Motor Deputy. Each agency providing Fire Protection, Law Enforcement, and Emergency Medical Services maintains a schedule for conducting audits of agency revenues and expenditures and have submitted these to LAFCO. 7 Government Code section 26909(a)(2). 5. STATUS OF, AND OPPORTUNITIES FOR, SHARED FACILITIES REGIONAL Santa Barbara County Fire Department (SBCFD) acts as the Operational Area Coordinator for all fire agencies within Santa Barbara County. As the Op Area Coordinator, they are an extension of the California Office of Emergency Services (Cal OES) which coordinates the statewide response of fire and rescue, hazardous materials mutual aid resources to all hazards, emergencies, and disasters in cooperation with local, state, and federal fire and rescue agencies. EXHIBIT E Each agency providing Fire Protection, Law Enforcement, and Emergency Medical Services in the County provides dispatch services with shared services between agencies already. The plan to move to a regional public safety communication center as stated in (see Determination 3, above) will coordinate operations and improve responses. In most cases among the local agencies, due to relative distance between the jurisdictions and other communities, opportunities for shared facilities are limited. Many do not currently share facilities with other agencies or the agencies do not have any opportunities to do so. It is unlikely that a proposal would be forthcoming in the near future. Some jurisdictions have shared service arrangements, which are outlined below and described in greater detail for each agency in Chapter Three. Local firefighting agencies participate in a large number of other shared resources including fire insurance, workers compensation, the joint purchasing of equipment, fire training, mobile air support, urban search and rescue, and technical rescue. AGENCY SPECIFIC Individual local agencies have also agreed to a number of local mutual aid and automatic aid agreements with neighboring agencies including wildfires that are the responsibility of Federal or State firefighters. While a mutual aid agreement requires assistance when called, an automatic aid agreement obliges a neighboring firefighting agency to immediately and automatically respond to specific calls. The border drop between the Carpinteria/Summerland Fire and Montecito Fire Districts have increased fire services for the area residents. The option of including CFPD under the borderless agreement or consolidation/combining of the districts could be another option to provide services for the South Coast region. The Carpinteria/Summerland Fire and Montecito Fire Districts are also coordinating efforts to locate an additional fire station in the area. The Districts conducted a Fire Station Location Study in February 2021. The study identified a service level gap in the overlapping service area of the Districts. The analyses found a potential location for a shared facility. The evaluation also determined that constructing a shared facility could enable the relocation of a current fire station. The combination of a new station and a relocated station would have positive impacts on both fire districts. Dispatch services for all three Special Districts –Carpinteria/Summerland Fire, Montecito Fire, and CFPDs are provided by Santa Barbara County Sheriff’s Office. This shared arrangement provides for streamlined and timely emergency response throughout the south and northern regions while avoiding duplicative costs among the participating agencies. EXHIBIT E The City of Santa Maria also provides dispatch services for the City of Guadalupe which provides for streamlined and timely emergency response throughout the Santa Maria Valley region. Public facilities and shared services in Guadalupe may need expansion and improvement to accommodate future needs. The Cities of Buellton, Solvang, Goleta, and Carpinteria all utilize Sheriff services to act as their Police Department to serve residents within their respective City boundaries. Unincorporated areas of the County are served by the Santa Barbara County Sheriff’s office from one of ten sub- stations in the County plus the Sheriff’s office headquarters. The Cities contract for police and fire services, except fire service for City of Carpinteria, with the County. The Cities may desire to consider alternative options for one or both of these services (see Determination 6, below). The Isla Vista CSD collaborates with the Santa Barbara Sheriff’s Office and UCPD who operates the Isla Vista Foot Patrol station. The District has MOUs with UCPD to provide services for the Safety Stations & Interpersonal Violence Investigator. The City of Lompoc coordinates fire and policing services with the Vandenberg Air Force Base for services. The operations on their Fire and Police Departments are constantly challenged by increased demands, funding limitations and evolving technology. 6. ACCOUNTABILITY FOR COMMUNITY SERVICE NEEDS, INCLUDING GOVERNMENT STRUCTURE AND OPERATIONAL EFFICIENCIES REGIONAL Santa Barbara County is served by a web of agencies providing Fire Protection, Law Enforcement, and Emergency Medical Services. This Municipal Service Review primarily looks at the 13 Agencies – four fire protection districts, one Community Services Districts, one County Service Area, and eight Cities providing these services. Services are also provided by branches of the State and Federal governments. These organizations are bound together through the State’s mutual aid system and agreements between neighboring agencies to provide mutual and automatic aid. These agreements and the natural impulse of first responders to provide service where and when it is needed help make the system work. LAFCO staff sees value in local city agencies collaborating and exploring opportunities to improve delivery of municipal services. It is still unknown whether it is feasible for the County or another local service provider to assume responsibilities within a given area. Therefore, LAFCO staff recommends that the Cities continue to discuss partnerships with the County and other neighboring agencies. If an agreement is made, in which all affected parties agree in the service responsibilities, a change of organization or formation of a new agency may be considered at that point. EXHIBIT E AGENCY SPECIFIC All 13 local agencies are managed by committed and responsive public servants dedicated to providing timely public safety services irrespective of personal welfare within their respective jurisdictions. All agencies appear to guide activities based on established qualitative goals outlined under their respective strategic or general plans. It would be appropriate for the local agencies to also establish quantitative standards in informing their decision-making as it relates to these services. These supplements would help improve the public’s understanding of how each local agency defines and measures success. It appears there has been a continued cost increase to the Cities of Buellton, Carpinteria, Goleta, and Solvang in contracting for law enforcement services from the County. Markedly, to maintain value going forward, the County should continue to carefully measure cost to help ensure these types of arrangements provide adequate cost certainty in the long term to the contracting agencies. It would seem appropriate for the Cities of Buellton, Carpinteria, Goleta, and Solvang, given the costs and related challenges associated with developing smaller stand-alone departments, to consider structural alternatives in providing law enforcement services. This includes based on a cursory review of potential alternatives – the affected local agencies exploring the feasibilities of forming a joint-powers authority with nearby neighboring Cities and/or forming a Community Services District for purposes of police protection services. Each of the agencies fully cooperated with the MSR process and responded to all requests for information. Notably, the City of Santa Maria and to a similar extent Guadalupe were unable to provide the requested law enforcement service call data due to change in data tracking practices. Similarly, the UCPD and Sheriff’s Office were unable to provide specific data needs for the Isla Vista CSD service area. The data presented reflects the Census Designated Place boundary or broader community for Isla Vista. The City of Santa Barbara service call data was not provided for unknown reasons. Two of the Fire Protection Districts, Carpinteria/Summerland Fire and Montecito Fire Districts are governed by directors who are elected at-large by voters. The County Fire Protection District is governed by the County Board of Supervisors who are elected by supervisorial division. For all Districts fire service operates with high regard and efficiency for their constituency. All of the agencies attempt to inform constituents through outreach activities. The City Councils of four Cities – Buellton, Carpinteria, Goleta, and Guadalupe are elected at- large. However, the Cities of Buellton and Carpinteria have initiated the process to transition the EXHIBIT E City from at-large to district elections for City Council seats for the November 2022 election. The City Councils of three Cities – Lompoc, Santa Barbara, and Santa Maria the Mayor is elected at-large and Council Members are by Districts. For City of Santa Barbara there are six Council Members elected by Districts with term limits of eight consecutive years a candidate can run for re-election to the City Council. County Service Area 32 (unincorporated police services) is a dependent Special District governed directly by the Santa Barbara County Board of Supervisors. The five County supervisors are elected from geographic districts for four-year terms. Isla Vista Community Service District has a seven-member Board of Directors with four members elected at-large to staggered four-year terms, and one member elected at-large to serve a two-year term. UCSB and County both appoint the remaining two members. The Board of Supervisors appointment is for a two-year term and the Chancellor of University of California, Santa Barbara for a term of four years. Of the 13 Special Districts and Cities providing Fire Protection, Law Enforcement, and Emergency Medical Services, all of them with the exception of CSA 32, maintain websites listing information about the Board of Directors/Council Members and postings of upcoming meeting agendas. The websites also provide access to minutes and packets to staff reports. These same websites also contain a wide range of useful organizational information, including agency budgets, audits, and plans. The specific websites for each agency, or related organization, are listed in Chapter Three. One district does not maintain a website (CSA 32), this is an inactive district, although information on policing activities within the unincorporated territory the district serves can be found on related County Sheriff website. The County Service Area 32 governance information is included on the County website and additional information is contained on the Santa Barbara County Emergency Management Services Division website. Consistent with the public notice requirements of California’s Brown Act, public agendas must be posted by all public agencies at a public location a minimum of 72 hours prior to the meeting. State law also requires that agendas be posted on the agency website, if one exists. All agencies must also allow the opportunity for members of the public to directly address the legislative body on any item of interest to the public at every regular meeting. As of January 2020, Senate Bill 929 requires all independent special districts to maintain a website, unless the district passes a resolution claiming hardship for particular reasons each year. All Special Districts in this Study currently maintain a website with the exception of County Service Area 32 which is inactive. EXHIBIT E 7. ANY OTHER MATTER RELATED TO EFFECTIVE OR EFFICIENT SERVICE DELIVERY, AS REQUIRED BY COMMISSION POLICY REGIONAL The Local Agency Formation Commission of Santa Barbara County has adopted Sphere of Influence Policies and Criteria within its Policies and Procedures relating to Spheres of Influence and Changes of Organization and Reorganization. These policies and criteria were adopted, in conformance to State law, to meet local needs. These policies stipulate that the designation of Spheres of Influence shall seek to preserve community identity and boundaries and will urge the political and functional consolidation of local government agencies that cross-cut those affected communities. Adopted General Plans of the Cities and the County will be supported when defining Sphere boundaries. Duplication of authority to perform similar service functions in the same territory will be avoided. An economically sound base for financing services without including territories which will not benefit from the services will be promoted. Agricultural resources and support facilities should be given special consideration in sphere of influence designations. Sphere of influence lines may be larger or smaller than existing local agency boundaries and may lead to recommendations for changes of organization. The proposed amendments to the Spheres of Influence of the Santa Barbara County Fire Protection District and County Service Area 32 (unincorporated police services) are consistent with these policies. They are specifically designed to address service needs and the capabilities of jurisdictions related to the total system. The proposed affirmations and amendments to the Spheres of Influence of these agencies are consistent with local policies and criteria. AGENCY SPECIFIC None at this time. EXHIBIT F CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS A. Scope This chapter provides recommended Sphere of Influence determinations for County Service Area 32 (unincorporated police services) and the County’s three Fire Protection Districts (Carpinteria/Summerland, Montecito, and Santa Barbara County Fire). This chapter does not include recommended determinations for the Isla Vista Community Services District or the eight Cities (Buellton, Carpinteria, Goleta, Guadalupe, Lompoc, Santa Barbara, Santa Maria, and Solvang). The current report addresses the fire protection, law enforcement, crime & safety and pre-hospital emergency medical services provided by these eight Cities and one multi-service district. It discusses, but does not update, the Spheres of Influence of these agencies. Sphere updates will be provided together with future reviews of all of the services provided by the Cities and multi-service districts. B. Summary of Recommendations Based on the recommended determinations in this chapter, the Executive Officer recommends that the Commission: 1. Affirm the currently adopted Spheres of Influence of the Carpinteria/Summerland and Montecito Fire Protection Districts as shown on Exhibits A & B, and; 2. Amend the Spheres of Influence of the Santa Barbara County Fire Protection District to include four Santa Barbara Channel Islands not currently within the boundaries of a fire protection agency, as shown on the Map on Exhibit C, and 3. Amend the Spheres of Influence of the Santa Barbara County Service Area 32 (unincorporated police services) to represent a “Zero” Sphere of Influence, as shown on the Map on Exhibit D. C. Overview The Cortese-Knox-Hertzberg Act states that in determining the Sphere of Influence of each local agency, LAFCO shall consider and prepare a written statement of its determinations with respect to five areas8: 8 These determinations are contained in Government Code section 56425(e). EXHIBIT F 1. The Present and Planned Land Uses in the Area, including Agricultural and Open-Space Lands; 2. The Present and Probable Need for Public Facilities and Services in the Area; 3. The Present Capacity of Public Facilities and Adequacy of Public Services that the Agency Provides or is Authorized to Provide, 4. The Existence of Any Social or Economic Communities of Interest in the Area if the Commission determines that they are Relevant to the Agency; and 5. The present and probable need for those public facilities and services of any disadvantaged unincorporated communities within the existing Sphere of Influence. This chapter contains recommended Sphere of Influence determinations for the County’s three Fire Protection Districts and County Service Area 32 (unincorporated police services). Each of the five recommended determinations applies to all 13 agencies as a group. The Executive Officer has found the Spheres of Influence of two fire protection districts to be appropriate to meet the needs of district residents. This chapter, therefore, includes the Executive Officer’s recommendation to affirm the currently adopted Spheres of Influence, without change, for the following Fire Protection Districts: Carpinteria/Summerland and Montecito Fire Districts. The Executive Officer also outlines the need for, and proposes amendments to, the Spheres of Influence of the Santa Barbara County Fire Protection District (CFPD) and County Service Area 32 (unincorporated police services). These amendments would expand the Spheres of Influence of CFPD to include the four Channel Islands, which currently need fire protection and emergency medical services or which may need these services in the future. The District agrees with this recommendation. These Sphere expansions would be a step toward ensuring that the fire protection and emergency medical service needs of all County residents and property owners are met. If these amendments are adopted by LAFCO, a proposal by the District to annex all or a portion of the expanded Sphere is anticipated. Maps of the proposed Sphere of Influence amendments to the Santa Barbara County Fire Protection District are at the end of this chapter on page 41. County Service Area 32 (unincorporated police services) is recommended to have a “Zero” Sphere of Influence, which means the District should be dissolved in the future. The District is identified in the State Controller’s office as being inactive and as such qualifies for dissolution under the streamline provisions. The District has been inactive since 2011. LAFCO, in coordination with the County and the State Controller’s Office, should take the appropriate steps to dissolve the district pursuant to G.C. 56879. EXHIBIT F D. Determinations 1. THE PRESENT AND PLANNED LAND USES IN THE AREA, INCLUDING AGRICULTURAL AND OPEN-SPACE LANDS Firefighters in Santa Barbara County face a variety of challenges due to a variety of land uses and topographies. The present and planned land uses of the County are guided by the General Plans of the County and the eight Cities within the County. As a moderately sized County in the State of California, Santa Barbara County covers more than 2,737 square miles and is comprised of diverse natural habitats and residential communities. The eight incorporated Cities comprise 68% of the County population and about 2% of the total land area. The Housing Elements for each of the jurisdictions are in compliance with State Housing and Community Development certification. The 6th Housing Element review cycle is estimated to start in early 2023. Four of these Cities are currently undergoing revision to their General Plans which includes, Buellton, Guadalupe, Santa Maria, and Solvang. Two of the Cities will be considering General Plan Updates over the next few years which includes, Carpinteria and Santa Barbara. The City of Goleta’s General Plan was adopted in 2006 with at least 21 amendments since adoption. The City of Lompoc adopted its General Plan in 2013. Many of the Cities are located within or surrounded by some of the richest agricultural regions in the world. These are located in the Santa Maria Valley, Santa Ynez Valley, Lompoc Valley, and Carpinteria Valley. These Cities include Guadalupe, Santa Maria, Buellton, Solvang, Lompoc, and Carpinteria. Three Cities are located in the South Coast Region: Goleta, Santa Barbara, and Carpinteria. In additional to the strong agricultural economies of the Santa Maria, Santa Ynez and Lompoc Valleys, the South Coast Region is a center of tourism along the Central Coast. The County as a whole is likely to see a steady rate of growth over the next 20 years. The Cities of Buellton, Carpinteria, Goleta, and Guadalupe, along with the Carpinteria/Summerland Fire, Montecito Fire, and County Fire Protection Districts have no Sphere of Influence beyond City boundaries. These communities have limited areas for future development and will be dependent on in-fill projects. • The City of Buellton anticipates growing at a 1.3% growth rate over the next 20 years. Close to 88% of the parcel acreage is under private ownership with 90% already developed. The undeveloped area consists of 50 vacant parcels that collectively total 113 acres. • The City of Carpinteria’s projected growth rate is about 0.7%. Close to 80% of the parcel acreage is under private ownership with 98% having already been developed. The undeveloped area consists of 65 vacant parcels that collectively total 53.6 acres with some areas not developable. EXHIBIT F • The City of Goleta’s projected growth managed based on the maintenance of service levels and quality of life within the City. Most of the City or 82% of the parcel acreage is under private ownership and most of which is developed. The undeveloped area consists of 110 vacant parcels that collectively total 112 acres. • The City of Guadalupe’s projected growth rate is about 1.2%. Close to 82% of the parcel acreage is under private ownership with 97% having already been developed. The undeveloped area consists of 66 vacant parcels that collectively total 121 acres. • The City of Lompoc’s projected growth rate is about 0.45%. Close to two- fifth or 40% of the parcel acreage is under private ownership with 87% already been developed. The undeveloped area consists of 187 vacant parcels that collectively total 464 acres. • The City of Santa Barbara’s projected growth rate is about 0.2%. Close to four- fifths or 78% of the parcel acreage is under private ownership with nearly all or 93% having already been developed. The undeveloped area consists of 626 vacant parcels that collectively total 947 acres. • The City of Santa Maria’s projected growth rate is anticipated to maintain the same trend, 90% of the Countywide growth over the next ten years. Close to four- fifths or 82% of the parcel acreage is under private ownership with approximately 98% having already been developed. The undeveloped area consists of 326 vacant parcels that collectively total 212 acres. • The City of Solvang’s projected growth rate is about 1%. Close to 92% of the parcel acreage is under private ownership with 85% having already been developed. The undeveloped area consists of 62 vacant parcels that collectively total 78 acres. • The County’s growth rate, covering the same period, estimates less than one percent growth in the surrounding unincorporated areas. For the three Fire Protection Districts; Carpinteria/Summerland Fire (CSFPD) growth rate will follow the City of Carpinteria at 0.7% and unincorporated County at less than one percent. Approximately 70% of the parcel acreage is under private ownership with 80% having already been developed. The undeveloped area consists of 265 vacant parcels that collectively total 908 acres. • Montecito Fire (MFPD) growth rate is projected under the County’s plans as one half of one percent of the permitted 1989 housing stock. Approximately 86% of the parcel acreage is under private ownership with 75% having already been developed. The undeveloped area consists of 422 vacant parcels that collectively total 2,063 acres. • The County Fire Protection District is countywide, it encompasses all land use designations, including all types of urban uses as well as large areas of hillside, open space, and agricultural uses. Land uses within this District boundaries are under the jurisdiction of the County and Cities, and policies for Urban Growth Boundaries apply. Close to three- fifths or 60% of the parcel acreage is under private ownership with 59% having already been developed. The undeveloped area consists of 369 vacant parcels that collectively total 1,549 acres. EXHIBIT F • County Service Area 32 is also a countywide District encompassed by all land use designations. • The Isla Vista Community Services District’s long-term land use, development and growth, are provided under the County’s General Plan and vision within the Isla Vista Planning Area. In March 2016, the Board of Supervisors considered but did not approve the Isla Vista Master Plan (IVMP) update. The County’s growth rate is less than 1 percent within the surrounding unincorporated Isla Vista areas. Close to 92% of the parcel acreage is under private ownership with 69% having already been developed. The undeveloped area consists of 72 vacant parcels that collectively total 57.5 acres. The land use zoning within the proposed Study Areas of the County Fire Protection District Sphere of Influence is Agriculture and Open Space. The planned use for areas might include open space. The proposed SOI area compares favorably with the existing pattern of development and would promote the efficient provision of public services, encourage the preservation of open space and agricultural land and would further discourage urban sprawl in the area. The County’s General Plan policies enable the County to effectively manage the growth and development within this area. In general, Santa Barbara County’s fire protection and law enforcement agencies have adequate Spheres of Influence and boundaries. All residents living within Santa Barbara County are within the boundaries of a local agency providing fire protection, law enforcement, and EMS services. The Executive Officer recommends amendments to the Spheres of Influence of the County Fire Protection District (CFPD) that provide fire protection and emergency medical services. This recommendation would allow the CFPD to expand into adjacent properties that are not now within the boundaries of a fire protection agency. The Executive Officer also recommends the clean-up action in the future for the CSFD and MFPD. This recommendation indicates that the area may warrant revisions in the District’s Sphere in future years following a subsequent application. Designate a zero Sphere of Influence for County Service Area 32, signaling the determination that the entities should be dissolved. A map of the Santa Barbara County Fire Protection District boundaries and the proposed Sphere of Influence amendment is at the end of the chapter on page 41. This designation is consistent with local LAFCO policy which states that “The Commission will consider area-wide needs for governmental services and evaluate individual districts serving the area as they relate to the total system of the existing local government in the community and alternative arrangements9.” 9 Policies and Procedures Relating to Spheres of Influence and Changes of Organization and Reorganization, Section 7 Policy II. EXHIBIT F 2. THE PRESENT AND PROBABLE NEED FOR PUBLIC FACILITIES AND SERVICES IN THE AREA All local fire protection, law enforcement, and emergency medical service agencies plan to meet current and future needs through annual budgets and maintenance schedules. Some agencies have adopted detailed strategic plans that pinpoint future actions required to meet community needs. The need for adequate future funding, staffing, equipment and facilities is great where significant residential or commercial growth is anticipated. Much of the urban growth anticipated in Santa Barbara County in the coming decades will occur within City boundaries. As outlined in Chapters One and Three, the local agencies anticipating the most population growth are City of Santa Maria and the unincorporated portions of Santa Barbara County in the Orcutt area. These Chapters outline the MSR Determination for the present and probable need for services in each area. Even without growth, present needs are significant throughout the County. The probable need for public services will be greater when development occurs. It’s likely that urban levels of development will be proposed in the Sphere of Influence. The future preparation of Specific/Development Plans as areas are proposed for development and by conformance to LAFCO policies requiring a comprehensive Plan for Providing Services at the time of each future annexation proposal will address the needs. The Executive Officer recommends that LAFCO affirm the current Spheres of Influence for two Fire Protection Districts, Carpinteria/Summerland Fire and Montecito Fire, without change. Of these, only the South CFPD has a current Sphere of Influence beyond its District boundaries. This District is currently considering a request to annex lands within the Sphere of Influence. The Executive Officer also recommends adopting a “Zero” Sphere of Influence of the County Service Area 32. The Sphere of Influence expansions proposed for the Santa Barbara County Fire Protection District will not add significant firefighting demands on existing District services. This District plans annexation within the expanded Spheres in the coming years, and are adequately funded and staffed to meet anticipated future demands within these potential annexation areas. 3. THE PRESENT CAPACITY OF PUBLIC FACILITIES AND ADEQUACY OF PUBLIC SERVICES THAT THE AGENCY PROVIDES OR IS AUTHORIZED TO PROVIDE The present and probable need for public facilities and services varies for each local public agency providing fire protection, law enforcement, and emergency medical services. As outlined in Chapters One and Three, the level of service provided by each agency varies according to the service area’s needs and available revenues. The existence of mutual and automatic aid agreements allows EXHIBIT F neighboring agencies to assist each other in meeting regional needs. The dual response from both a fire truck and an ambulance help to ensure adequate response to medical emergencies, which are the majority of calls forwarded to fire agencies through dispatch communications. As outlined in Chapter Three, each of the agencies have adequate revenues, equipment, and facilities albeit the station conditions run from poor to excellent. These agencies maintain fund balances that are available to meet unexpected demands, with the Cities of Guadalupe and Lompoc on the leaner range. The Cities of Goleta and Santa Barbara, and Santa Barbara County are either underway or will be soon on constructing a new station in their communities for these services. The two Fire Districts of CSFPD and MFPD are considering a new joint station. The Executive Officer proposes an expansion of the Spheres of Influence for the County Fire Protection District. The District has the financial and organizational resources needed to provide services to these areas. Since no changes to the Sphere of Influence are proposed for the CSFPD and MFPD, the current need for services will not change significantly. 4. THE EXISTENCE OF ANY SOCIAL OR ECONOMIC COMMUNITIES OF INTEREST IN THE AREA IF THE COMMISSION DETERMINES THAT THEY ARE RELEVANT TO THE AGENCY For purposes of this review, a relevant “community of interest” is any group or entity in an unincorporated or incorporated area that shares common social or economic interests with an area served by an agency and that could be potentially annexed to that agency or added to that agencies Sphere of Influence. The communities within the Carpinteria/Summerland Fire and Montecito Fire Districts have coterminous Sphere of Influence that appear appropriate for each District. The County Fire Protection District could include the four Channel Islands. The Sphere areas would rely on the nearest agency for customers and employees if commercial development occurs. Where residential development is proposed, the agency provides places for shopping and services for the people living in those areas. Areas to recreate, schools, places of worship and cultural events would also be available to the areas in the Sphere of Influence that include development. The agency may also gain sales and property taxes advantages when these areas are annexed. The area residents also have an economic interest in the services provided as the agencies are funded through a portion of the one-percent property tax. County Service Area 32 (unincorporated police services) provides funding mechanism for services throughout the County, and serves all County residents, as its boundaries are the same as those of Santa Barbara County minus the incorporated Cities. EXHIBIT F 5. THE PRESENT AND PROBABLE NEED FOR THOSE PUBLIC FACILITIES AND SERVICES OF ANY DISADVANTAGED UNINCORPORATED COMMUNITIES WITHIN THE EXISTING SPHERE OF INFLUENCE Based on the criteria set forth by SB 244, staff’s analysis indicates that the communities of Casmalia, Cuyama, New Cuyama, Sisquoc, Garey, Devon, Mission Hills, and Isla Vista were identified as qualifying as disadvantaged communities. The boundaries of the County Fire Protection District service area and Sphere of Influence cover a large portion of the County, including any disadvantaged unincorporated communities identified. As outlined in Chapters One and Three, the local agencies that qualify for disadvantaged are discussed in greater detail.