Municipal Service Review and Sphere of Influence Update: Agencies Providing All Other Services: Healthcare, Vector Control, Municipal Improvement and Harbor, Cemetery and Other Services In Santa Barbara County

LAFCO of Santa Barbara County LOCAL AGENCY FORMATION COMMISSION OF SANTA BARBARA COUNTY Final 2025 Municipal Service Review and Sphere of Influence Update: Agencies Providing All Other Services: Healthcare, Vector Control, Municipal Improvement and Harbor, Cemetery and Other Services In Santa Barbara County Published by the Commission on December 11, 2025 [This page left blank intentionally.] Table of Contents EXECUTIVE SUMMARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Report Overview and Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Recommended Actions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Key Findings. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS 21 A. Scope. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 B. Summary of Recommendations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 C. Overview . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 D. Determinations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 1. Growth and Population Projections for the Affected Area. . . . . . . . . . . . . . . . . . . 22 2. The Locations and Characteristics of any Disadvantaged Unincorporated Communities within or Contiguous to the Sphere of Influence. . . . . . . . . . . . . . 26 3. Present and Planned Capacity of Public Facilities and Adequacy of Public Services, and Infrastructure Needs or Deficiencies. . . . . . . . . . . . . . . . . . . . . . . . . . 27 4. Financial Ability of Agency to Provide Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 5. Status of, and Opportunities for, Shared Facilities. . . . . . . . . . . . . . . . . . . . . . . . . . 30 6. Accountability for Community Service Needs, including Government Structure and Operational Efficiencies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 7. Any Other Matter Related to Effective or Efficient Service Delivery, as Required by Commission Policy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS 35 A. Scope. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 B. Summary of Recommendations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 C. Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 D. Determinations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 A. The Present and Planned Land Uses in the Area, Including Agricultural and Open-Space Lands. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 B. The Present and Probably Need for Public Facilities and Services in the Area 39 C. The Present Capacity of Public Facilities and Adequacy of Public Services that the Agency Provides or is Authorized to Provide. . . . . . . . . . . . . . . . . . . . . . . 40 D. The Existence of Any Social or Economic Communities of Interest in the Area if the Commission determines that they are Relevant to the Agency. . . . 41 E. Present and probable need for public facilities and services of Disadvantaged Unincorporated Communities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 LAFCO of Santa Barbara i CHAPTER THREE: AGENCY PROFILES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 A. Carpinteria Cemetery District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 B. Goleta Cemetery District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73 C. Guadalupe Cemetery District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91 D. Lompoc Cemetery District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109 E. Los Alamos Cemetery District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127 F. Oak Hill Cemetery District . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145 G. Santa Maria Cemetery District . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . 163 H. Embarcadero Municipal Improvement . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . 181 I. Lompoc Healthcare District. . . .. . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 197 J. Santa Barbara Mosquito & Vector Control District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 215 K. Isla Vista Community Services District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 233 L. City of Buellton . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 253 M. City of Carpinteria. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 277 N. City of Goleta. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 301 O. City of Guadalupe. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 327 P. City of Lompoc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 349 Q. City of Santa Barbara . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .383 R. City of Santa Maria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 417 S. City of Solvang . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 447 APPENDIX 469 A. Acknowledgements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ................................................................................................................................................................. 469 B. Miscellaneous Related Service Providers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 469 C. Description and Sources of Data. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 472 D. Relationship to Prior and Future Municipal Service Reviews. . . . . . . . . . . . . . . . . . . . . . 475 ii ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE LIST OF TABLES Table ES-1: Agency List (19 Agencies) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Table ES-2: Area, Population, and Per Capita Rates (All Agencies) . . . . . . . . . . . . . . . . . . . . . 19 Table ES-3: Annual Revenue, Fund Balance, and Population (All Agencies) . . . . . . . . . . . . . . 20 LIST OF MAPS MAP ES-1: Map of Other Miscellaneous Related Agencies. . . . . . . . . . . . . . . . . . . . . . . . . . . 2 MAP ES-2: Map of Countywide Public Cemetery Districts . . . . . . . . . . . . . . . . . . . . . . . . . .. 3 Recommended Carpinteria Cemetery District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Recommended Goleta Cemetery District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . 43 Recommended Guadalupe Cemetery District . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . .. . . . 44 Recommended Lompoc Cemetery District . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . .. . . . . 45 Recommended Los Alamos Cemetery District . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . .. . 46 Recommended Oak Hill Cemetery District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . 47 Recommended Santa Maria Cemetery District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 48 Recommended Embarcadero Municipal Improvement District . . . . . . . . . . . . . . . . . . . . . . . 49 Recommended Lompoc Healthcare District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 Recommended Santa Barbara Mosquito & Vector Control District . . . . . . . . . . . . . . . . . . . 51 Recommended Isla Vista Community Services District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .52 Carpinteria Cemetery District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 Goleta Cemetery District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74 Guadalupe Cemetery District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92 Lompoc Cemetery District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110 Los Alamos Cemetery District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128 Oak Hill Cemetery District . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 146 Santa Maria Cemetery District . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . 164 Embarcadero Municipal Improvement . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . 198 Lompoc Healthcare District. . . .. . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 198 Santa Barbara Mosquito & Vector Control District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 216 Isla Vista Community Services District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 234 City of Buellton. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 254 City of Carpinteria. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 278 City of Goleta. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 302 LAFCO of Santa Barbara County iii City of Guadalupe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 328 City of Lompoc . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 350 City of Santa Barbara. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 384 City of Santa Maria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 418 City of Solvang . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 448 [This section left blank intentionally.] iv ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE EXECUTIVE SUMMARY INTRODUCTION This report provides information about the services and boundaries of Cities and Special Districts providing healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services 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 19 agencies reviewed in this report, seven Cemetery District, one Municipal Improvement District, one Healthcare District, one Mosquito and Vector Control District, one Community Services District (CSD), along with all eight Cities that provide services. While the report discusses the services and boundaries of all of these agencies, formal boundary updates are recommended only for the seven Cemetery Districts, Municipal Improvement District, Healthcare District, Mosquito and Vector Control District, and one Community Services District. The other eight Cities provide multiple types of services that were evaluated in previous service reviews; their Spheres of Influence will be updated at the conclusion that will take into consideration all five municipal service reviews for each of the City agencies. 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 healthcare, mosquito vector control, cemetery, housing mediation, related services the majority of the residents in the County receive these types of services. Other City services and boundaries were reviewed by LAFCO within each of the MSR volumes covering the various services and resources they provide. This report focuses on the role of delivering healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services throughout Santa Barbara County. More than 447,132+ people receive healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services from one of these agencies, including 31.3 percent of all unincorporated residents. School enrollment includes 67,011 students. Special Districts providing healthcare, mosquito vector control, housing mediation services cover 2,713 square miles, nearly 100 percent of the land area of Santa Barbara County while cemeteries serve nearly the entire county. Many of these districts have no Spheres of Influence that extend beyond their boundaries. Cities make up 69.7 square miles, less than three percent of the land area, plus another 17.67 square miles in Spheres of Influence. As a group, Special Districts and Cities receive approximately $151.6 million a year to provide healthcare, $1.62 million for mosquito vector control, $6.6 million for cemetery, $385,00 for housing mediation, and $29.2 million for solid waste services in Santa Barbara County. Agency comparisons are provided in Table ES-2 (page 19) and Table ES-3 (page 20). The per capita disposal rate is provided in Table ES-2. 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 19 Agencies 2 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE Countywide Cemetery Areas LAFCO of Santa Barbara County 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 focus on the 19 agencies (eight Cities, and eleven Special Districts) that provide healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste 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 19 Special Districts and Cities considered in this Municipal Service Review (MSR) are listed in Table I-1, below: Table ES-1, Agency List AGENCIES HEALTHCARE VECTOR CEMETERY OTHER MUNICIPAL Special Districts Carpinteria Cemetery District Goleta Cemetery District Guadalupe Cemetery District Lompoc Cemetery District Los Alamos Cemetery District Oak Hill Cemetery District Santa Maria Cemetery District Embarcadero Municipal Improvement Lompoc Healthcare District Santa Barbara Mosquito & Vector Control District Isla Vista Community Services District 4 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE EXECUTIVE SUMMARY AGENCIES HEALTHCARE VECTOR CEMETERY OTHER MUNICIPAL 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 Chapter One is a combined review of healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services provided by 19 agencies. The agencies include seven Cemetery Districts, one Municipal Improvement District, one Healthcare District, one Mosquito & Vector Control District, one Community Services District (CSD), and eight Cities. 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 seven Cemetery Districts, one Municipal Improvement District, one Healthcare District, one Mosquito & Vector Control District, one Community Services District (CSD), along with all eight Cities. 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 the seven Cemetery Districts, one Municipal Improvement District, one Healthcare District, one Mosquito & Vector Control District, and one Community Services District; the recommended action is to simply affirm their existing Spheres of Influence, which are largely coterminous with the exception of where overlapping or small gaps exist between some Cemetery Districts. The Sphere of Influence additions are outlined in Chapter Two and discussed in each agencies chapter profile. Boundaries are discussed, but no Sphere updates are provided, for the Cities of Buellton, Carpinteria, Goleta, Guadalupe, Lompoc, Santa Barbara, Santa Maria, and Solvang that provide the studied services. These SOI updates will be done as part of a standalone action that encompasses all five service reviews. LAFCO of Santa Barbara County 5 EXECUTIVE SUMMARY Chapter Three contains individual profiles for all 19 agencies that provide healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste 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 2025 Municipal Service Review for all 19 Special Districts and Cities providing Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste Services in Santa Barbara County; 3. Affirming the currently adopted Spheres of Influence of the Carpinteria Cemetery District, Goleta Cemetery District, Guadalupe Cemetery District, Lompoc Cemetery District, Los Alamos Cemetery District, Oak Hill Cemetery District, Santa Maria Cemetery District, Embarcadero Municipal Improvement District, Lompoc Healthcare District, Santa Barbara Mosquito & Vector Control District, and Isla Vista Community Services District, as shown on the map on pages 42, 43, 44, 45, 46, 47, 48, 49, 50, 51 & 52. 4. A future study is recommended for the Santa Maria and Oak Hill Cemetery Districts along with consideration of adding eight parcels. Future reorganization should include a study of cleaning any overlapping territory. This is also recommended between Oak Hill and Carpinteria Cemetery, where overlapping services are providers that may affect their boundaries. The Goleta Cemetery and Oak Hill Cemetery also have four parcels overlapping. A study to determine which cemetery district is the appropriate service provider is recommended. 6 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE EXECUTIVE SUMMARY The Executive Officer commends and encourages the ongoing work and accomplishments by local service providers to cooperatively provide efficient and effective services. Cooperative arrangements will likely continue to take many forms in the future, including MOU service 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, increased technology, increase revenue measure for repairs and improvements to the system. 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. Most agencies were able to provide LAFCO with an audit, although some arrived late or was not posted on their website. The Santa Maria Cemetery District, Isla Vista Community Service District, and Cities of Guadalupe and Santa Maria, were not able to provide all audits. LAFCO encourages all agencies to continue to meet their responsibilities for fiscal disclosure. Of the nineteen agencies surveyed mostly all 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. Two of the Cemetery Districts (Los Alamos, and Oak Hill) do not maintain a website, and some of the websites were difficult to find specific information covering the district, such as (Lompoc Valley Medical Center). LAFCO encourages agencies without websites or limited information available on their websites to establish one and improve public accessibility to the important information. 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). LAFCO of Santa Barbara County 7 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. Ninety-nine percent of the County’s residents live within the boundaries of a City or Special District providing healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services. Map ES-1 (page 2) shows the boundaries of local service providers. Map ES-2 (page 3) also shows the location of public Cemetery Districts within the County. Table ES-2 (page 14) lists the estimated area, population, and per capita disposal rate. All eleven of the Independent Special Districts (Carpinteria Cemetery, Goleta Cemetery, Guadalupe Cemetery, Lompoc Cemetery, Los Alamos Cemetery, Oak Hill Cemetery, Santa Maria Cemetery, EMID, Lompoc Healthcare District, Santa Barbara Mosquito & Vector Control District, & Isla Vista CSD) have a Sphere of Influence that match their district boundaries. Five Cities have Spheres of Influence that extend beyond their service boundaries: Carpinteria, Lompoc, Santa Barbara, Santa Maria and Solvang. The Cities of Buellton, Goleta, and Guadalupe have a coterminous Sphere with their service boundaries. A total of 3 Study Areas were evaluated with no recommendation to add them. Efficient provision of public services is linked to an agency’s ability to plan for future needs. Such plans must take account of future demand, based on accurate growth projections, and availability of resources, based on an adequate examination of the resource. An agency’s service territory should be based on a determination of where the agency can logically provide efficient current and future service. Including within a service area territory which cannot be logically served by the agency, or excluding from a service area territory which can be logically served, aggravates inefficiencies and may indicate that the boundary is inappropriate. No Sphere of Influence change, is necessary or recommended for all eleven of the Special Districts. Their Spheres of Influence already well define their probable service areas. The recommended action for these districts is to simply affirm their existing Spheres of Influence. A Future Study is recommended for the Santa Maria and Oak Hill Cemetery Districts. Future reorganization should include a study of cleaning any overlapping territory. This is also recommended between Oak Hill and Carpinteria Cemetery, and Goleta Cemetery and Oak Hill Cemetery Districts. This Study covers approximately 2,737 acres containing lands that are serviced miscellaneous 8 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE EXECUTIVE SUMMARY services including healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services from 19 agencies. The Study areas also look at portions with overlapping services between agencies and new service needs for some agencies. The locations of the Study Areas are identified in a map within the agency’s profile. The recommended Sphere of Influence would maintain existing boundaries for all eleven of the Independent Special Districts. This report primarily discusses the healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services delivered by public agencies. Because the report does not address other services provided by 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. These include all eight Cities; their Spheres will be updated at the conclusion of all five service reviews once completed. 2 Government Code section 56076. 2. Cemetery Cooperation In 1909 the enabling act creating public cemetery districts was adopted. The purpose was to assure the respectful and cost-effective interment of human remains to meet the cultural, economic, religious and social needs of California’s diverse communities. There are over 265 public cemetery districts in California. Public Cemetery District transitioned in the 1920s under the Health and Safety Code. All public cemetery districts now operate under Health and Safety Code section 9000 et seq. General powers and functions include maintaining public cemeteries in communities as necessary, formations of any territory, whether incorporated or unincorporated, whether contiguous or noncontiguous, however districts may not overlap, and 3 or 5 Trustees, appointed by the Board of Supervisors to fixed four-year terms. Public cemeteries are required to maintain an Endowment (Permanent) Fund for purposes of retaining financial resources for the long-term maintenance and operations of the cemeteries. These funds are provided through fees paid to the fund with the sale of interment spaces. Funds may only be spent from interest accrued on principle amounts in the fund for operations and maintenance. The seven Cemetery District generally operate independently. The smaller cemeteries such as Guadalupe, Los Alamos, and Oak Hill Cemeteries have limited property tax allocations, less land availability for charges for services, which can create challenges. All seven districts have recently adopted charges for services (including all burial and other interment related fees, LAFCO of Santa Barbara County 9 EXECUTIVE SUMMARY and the Endowment Care fees) these include prices for lots within the district and lots outside of the district for resident interments. These fees are updated as necessary to ensure quality service is delivered while maintaining the lowest cost possible. Cemetery districts are uniquely related to their specific communities. Members of the Board of Trustees are often long-time residents with deep roots in the community. The care, appearance and operation of the cemetery is personally important to them because of family and friends. Public Cemetery Districts generally provide several types of interment and other related services that are authorized by statute. 3. Healthcare Cooperation In Santa Barbara County, healthcare cooperation involves collaboration between Lompoc Valley Medical Center (LVMC), County and private entities like Cottage Health, Marian Regional Medical Center, Sansum Clinic, Community Health Centers, CenCal Health, and the Santa Barbara Foundation. Key initiatives include the focus on timely care for vulnerable populations. Lompoc Valley Medical Center is a key health care provider in the Lompoc Valley area of the county, emphasizing coordinated and compassionate care for a number of healthcare services. Cottage Health is the largest non-profit provider in the region. Marian Regional Medical Center in Santa Maria is the second largest hospital in the county. Cottage Health and LVMC have a longstanding relationship. It includes coordinated patient transfers, a telemedicine program for neurology consults, and effective transfer protocols for newborns needing neonatal intensive care. In addition, Tri Counties CalAIM PATH Collaborative brings together hospitals, clinics, health plans (including CenCal Health), and government agencies from Santa Barbara, San Luis Obispo, and Ventura counties. The group works to implement and support CalAIM, a statewide program for Medi-Cal beneficiaries that includes Enhanced Care Management (ECM) and Community Support services that address unmet health- related social needs, such as housing support and medically tailored meals. Residents from Santa Barbara Cottage Hospital's Graduate Medical Education program rotate through LVMC to gain experience in a rural hospital setting. 4. Mosquito & Vector Cooperation In Santa Barbara County, vector control services are usually provided on a regional level to maintain an effective and efficient level of service. The California Health and Safety Code currently permits few types of government entities to perform mosquito abatement and vector control services. Cities, counties, as well as mosquito abatement and vector control districts, 10 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE EXECUTIVE SUMMARY have the authority to provide these services. In the state, special districts provide the majority of vector control services. Santa Barbara County has one Mosquito & Vector Management District. The District boundaries coincide with those of the Santa Barbara County with the exception of Cities of Santa Maria, Buellton, Solvang, Lompoc and Guadalupe. Specifically, individuals and entities not residing or located within Santa Barbara County and those within the incorporated cities of Santa Maria, Buellton, Solvang, Lompoc and Guadalupe are not provided service. However, advice of a general nature, especially references to local resources known to be available, may be given as applicable. Any vector control and abatement are provided as part of any specific city program with assistance from the special district as needed. Not all cities choose to provide mosquito and vector control services. These services include mosquito and vector-borne disease surveillance primarily through specific mosquito trapping surveys, West Nile Virus (WNV) Detection, Dead Bird Surveillance Program, and vertebrate and arthropod disease surveys. Enhanced services are provided to areas on the South Coast of Santa Barbara County, south of the Los Padres National Forest, west of the Santa Barbara – Ventura County boundary to the Rancho Embarcadero neighborhood. 5. Broadband & Solid Waste Cooperation The Santa Barbara County Association of Governments (SBCAG) lead a partnership of the Broadband Alliance of Santa Barbara County. This partnership formed in 2022 between the Santa Barbara County Association of Governments (SBCAG), County of Santa Barbara, and the cities of Buellton, Carpinteria, Goleta, Guadalupe, Lompoc, Santa Barbara, Santa Maria, and Solvang, the Santa Ynez Band of Chumash Indians, Broadband Consortium of the Pacific Coast (BCPC), and regional economic development organizations. The purpose was to develop a Regional Broadband Strategic Plan. The plan and subsequent environmental report LAFCO of Santa Barbara County 11 EXECUTIVE SUMMARY were adopted in 2025. The Alliance intends to leverage the plan to seek funding opportunities for projects to improve countywide affordable access to high-speed broadband in homes, schools, businesses, healthcare, and to connect community anchor institutions. Through its partnership SBCAG is continuing its Regional Broadband work by developing a regular relationship with representatives of California Department of Technology (CDT) and monitoring and coordinating the ongoing effort to implement the Statewide Middle Mile network by the end of 2026. Continue coordinating with the Broadband Consortium of the Pacific Coast and other public and private partners to explore funding opportunities for implementing networks to serve our unserved and underserved communities. This could include working in partnership with Internet Service Providers to share existing data collected under the Local Agency Technical Assistance (LATA) grant and seeking additional funding. The following observations are derived from the analysis of the speed tests results: • 94.5% of the received speed tests (2355 tests) were executed in served areas, with at least one incumbent ISP offering 25/3 Mbps services. • 25% of the speed tests measured by the respondents show speeds below 25/3 Mbps service, indicating a low penetration of broadband services in the county population. • Of the speed tests reporting download speeds above 100 Mbps, 70% (650 tests) were performed in the Goleta Union Elementary School District and the Santa Barbara Unified School District. There are two areas of strategic interest for the county. The first is the alignment of countywide interconnections and anchor institutions with Golden State Connect Authority and the middle-mile network infrastructure. The second is supporting last-mile connectivity for rural residents. Nine last mile priority areas were identified, designed and included in the environmental work. The nine, last-mile priority areas include: Guadalupe, Cuyama/New Cuyama, Casmalia, Los Alamos, Los Olivos, Jonata Park, areas east of Santa Maria, Refugio Canyon, and the West Highway 246 corridor. 12 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE EXECUTIVE SUMMARY The Table on the next page lists residential internet service providers (ISPs) with a presence in Santa Barbara County and the technologies offered for end subscribers, as well as the percentage of the population and housing units served by each ISP. LAFCO of Santa Barbara County 13 EXECUTIVE SUMMARY SOLID WASTE Through the Local Solid Waste Task Force, the county and the incorporated cities work together on county-wide plans for integrated waste management and facility siting. The communities of Buellton, Carpinteria, Goleta, Guadalupe, Lompoc, Santa Barbara, Santa Maria, Solvang and the unincorporated areas of Santa Barbara County cooperate in solid waste services in many ways. Some of the cities, such as Goleta, Santa Barbara, and Solvang, receive an array of services through different programs and facilities, while other communities, such as Buellton, Lompoc and Santa Maria, receive more limited services, since they provide many of their own solid waste management programs. The County also administers two exclusive franchise agreements with private haulers across five zones to provide for the regular collection of trash, commingled recyclables, and organic 14 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE EXECUTIVE SUMMARY waste from residents and businesses. In 2022 and 2024, the Board of Supervisors approved franchise agreements with MarBorg Industries, Inc., for Zones 4 & 5 (Lompoc and Santa Maria Valleys) and Zones 1, 2, & 3 (Montecito & Summerland area, Noleta/Goleta Valley, Isla Vista, Hope Ranch & Mission Canyon area). Waste Management operates in the North County. These franchise agreements additionally require each hauler to implement programs for bulky items, sharps, batteries, and other special material collections. The County has also designed a collection system that issues permits to a limited number of businesses (referred to as unscheduled haulers) who may collect irregularly generated material, such as bulky items, construction and demolition waste, and seasonal crop waste, with roll-off containers. Tajiguas Landfill - Waste generated by the cities of Buellton, Goleta, Santa Barbara, Solvang and some parts of the unincorporated areas of the County is sorted and separated at the County owned and operated ReSource Center, and residual is disposed of at the Tajiguas Landfill. In addition to receiving waste directly delivered by the public and private hauling companies, the ReSource Center and Tajiguas Landfill receive waste collected from the South Coast Recycling and Transfer Station, the Santa Ynez Valley Recycling and Transfer Station, and the New Cuyama and Ventucopa Transfer Stations. The Board of Supervisors approved the Tajiguas Capacity Increase Project to expand the landfill by 14.25 acres and extend the lifetime of the landfill to 2038. The Cities of Lompoc and Santa Maria own and operate their own landfill sites. The City of Lompoc expects to close the landfill in the year 2047. The City of Santa Maria landfill has a remaining disposal capacity of ten years. The city is pursuing construction and operation of a new proposed Integrated Waste Management Facility (IWMF) which would replace the existing landfill and provide needed capacity to the area to meet the disposal needs of the City of Santa Maria and surrounding communities for approximately 90 years. Litter and illegally dump material represent a blight on our communities. Programs aimed at clean up and enforcement are the results of County roadside efforts are shown in the chart below. LAFCO of Santa Barbara County 15 EXECUTIVE SUMMARY 6. Finances As a part of the MSR process, financing constraints and opportunities which may have an impact on service delivery were identified to enable LAFCO, local agencies, and the public to assess whether the agency is capitalizing on financing opportunities. LAFCo must weigh a community’s public service needs against the resources available to fund the service. All local agencies providing healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services have different variations in the amount of revenue received by the agencies. Among the agencies providing these services primarily in Fiscal Year 2023-24 were evaluated. For cemetery services Carpinteria Cemetery receives the highest revenue per resident at $33.17, with Guadalupe Cemetery receiving the lowest at $3.08 per resident. However, when looking at various budgets the Santa Maria Cemetery has the highest revenues at $2.7 million and the Los Alamos Cemetery is the lowest at $40 thousand annually. Each of the Cemetery Districts receives a portion of County’s 1% Property Tax, with the Guadalupe Cemetery at $0.7 cents per each dollar and Carpinteria at $0.1 cent. The Oak Hill Cemetery District receives only $0.003 cents per dollar. The Lompoc Hospital District is the only healthcare district within the county. Their annual revenues are well over $150 million, with capitation revenues and property taxes making up 6.5% of district revenues. This gives the District financial support of at a rate of $2,586 per resident. The Mosquito & Vector Management District receives financial support at a rate of approximately $6.08 per resident. The MVMDSBC receives over $1 million in annual property tax revenue and special assessments. The MVMDSBC is also the only vector control district within the County, primarily serving the unincorporated and south coast communities. The City of Santa Barbara received $6,213 in revenue for each resident, while the City of Carpinteria received $1.719 for each of its residents. Most cities receive franchise fees ranging from $200 thousand to over $3 million dollars annual. The Cities of Lompoc and Santa Maria provide direct services for solid waste and collection Overall, the agencies have received slightly greater revenue than in previous years, as a slow trend upwards. The variation in services reviewed under this report also have a wide variation in primary revenue sources. Cemetery services are generally covered by property taxes and charges. Healthcare is generally covered by charges, while vector control is primarily funded by property taxes and special assessments along with some charges for services. Solid waste funding is covered by franchise fees and broadband if implemented would be generally by charges for service or part of general fund and/or grant funding. The use of sales tax revenue, special tax measures, and grant funding may be used to make necessary improvements and maintain operations for some of these services. The providers vary substantially in size of operations. Comparisons may be drawn by focusing 16 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE EXECUTIVE SUMMARY on costs per capita served. While none of the agencies appear to be in fiscal distress and at risk of financial failure, the smaller agencies are often less able to plan for and address fiscal issues. For cemetery services land acquisition may be difficult for future expansion, opportunities to grow endowment funds are related to adopting fees to keep pace with actual costs. For healthcare and vector control agencies they prepare documented budgets and financial reports; current cost of service studies necessary to adjust rates to assure adequate funding for operations and ongoing capital requirements are implemented. 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.” 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-3 (page 20), the agencies reviewed in this report have fund balances ranging from 8.7% of annual budget to 404% of annual budget. 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 upgrades to systems. They defer maintenance or capacity studies. 4 Policies and Procedures Relating to Spheres of Influence and Changes of Organization and Reorganization, Section 7- II, III, & VI Handbook. 7. Public Accountability and Transparency Local accountability and governance denote public agency decision-making and operational and management processes that: 1) assure an accessible and accountable elected or appointed decision-making body and agency staff; 2) encourage and value public participation; 3) disclose budgets, programs, and plans; 4) solicit public input when considering rate changes and works and infrastructure plans; and 5) evaluate outcomes of plans, programs, and operations and disclose the results to the public. LAFCO of Santa Barbara County 17 EXECUTIVE SUMMARY Of the 19 agencies providing healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services all except for two of the Cemetery Districts (Los Alamos, and Oak Hill) maintain a website, and some of the websites were difficult to find specific information covering the district, such as (Lompoc Valley Medical Center). These websites list information about the Board of Directors or City Council Members and postings of upcoming meeting agendas. 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. All but four agencies 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 Goleta Cemetery District, Los Alamos Cemetery District, Santa Maria Cemetery District, Isla Vista CSD, and Cities of Guadalupe and Santa Maria, which have not been completed at time of publication. 5 Government Code section 26909(a)(2). 18 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE EXECUTIVE SUMMARY Table ES-2 AREA, POPULATION AND PER CAPITA RATES FOR AGENCIES PROVIDING HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY RELATED SERVICES Estimated Area Agencies (Square Miles) Estimated Population (2025) Per Capita Rates1 Carpinteria Cemetery District 225 18,845 N/A Goleta Cemetery District 137.7 101,500 N/A Guadalupe Cemetery District 41.5 8,851 N/A Lompoc Cemetery District 386.6 58,094 N/A Los Alamos Cemetery District 159 1,554 N/A Oak Hill Cemetery District 745 22,435 N/A Santa Maria Cemetery District 142 141,307 N/A EMID 1.87 1,000 N/A Lompoc Healthcare District 391.5 57,699 N/A Santa Barbara Mosquito & Vector 2,713 N/A 271,803 Control District Isla Vista CSD 0.468 15,000 N/A City of Buellton 1.6 5,091 3.6 City of Carpinteria 2.6 12,735 5.4 City of Goleta 7.85 32,747 n/a City of Guadalupe 1.31 8,851 4.4 City of Lompoc 11.59 43,424 4.7 City of Santa Barbara 19.49 86,451 6.7 City of Santa Maria 22.81 112,208 6.3 City of Solvang 2.45 5,755 1.9 Data Sources: − Estimated Area: LAFCO district maps and Santa Barbara County GIS System − Estimated Population: 2025 DOF Table E5 Data − Per Capita Rates out of 1,000 as provided by CalRecycle for the Cities 1 The Per Capita Rates, includes information on statewide disposal and recycling, including statewide per capita disposal rate and the per capita recycling rate from the CalRecycle website. LAFCO of Santa Barbara County 19 EXECUTIVE SUMMARY Table ES-3 ANNUAL REVENUE, FUND BALANCE, AND POPULATION OF DISTRICTS PROVIDING HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY RELATED SERVICES c. Fund Balance as a e. Per Capita f. Average a. b. Percent of Annual d.Estimated Annual Portion of County 1% Agencies Time Annual Revenue Fund Balance Revenue ("b/a" ) Population Revenue Property Tax Period ("a/d" ) Carpinteria Cemetery District FY 23-24 $625,469 $695,000 111% 18,845 $33.19 0.1¢/$1 Goleta Cemetery District FY 22-23 $1,289,122 $392,198 30.4% 101,500 $12.70 5¢/$1 Guadalupe Cemetery District FY 23-24 $275,404 $47,968 17.4% 8,851 $31.11 7¢/$1 Lompoc Cemetery District FY 23-24 $1,049,785 $1,403,835 133.7% 58,094 $18.07 5¢/$1 Los Alamos Cemetery District FY 22-23 $40,772 $71,623 175.6% 1,554 $26.23 4¢/$1 Oak Hill Cemetery District FY 23-24 $595,137 $1,072,154 180.2% 22,435 $26.52 0.003¢/$1 Santa Maria Cemetery District FY 22-23 $2,744,083 $1,851,571 67.5% 141,307 $19.42 2¢/$1 EMID FY 23-24 $619,018 $2,503,938 404% 1,000 $619 7¢/$1 Lompoc Healthcare District FY 23-24 $167,191,122 $57,331,659 34.3% 57,699 $2,897 0.4¢/$1 Santa Barbara Mosquito & FY 23-24 $1,652,303 $3,322,081 201% 271,803 $6.08 0.4¢/$1 Vector Control District Isla Vista CSD FY 23-24 $1,981,898 $2,051,659 103% 15,000 $132 N/A City of Buellton FY 23-24 $18,100,446 $15,213,606 84.1% 5,091 $3,555 15¢/$1 City of Carpinteria FY 23-24 $21,885,748 $16,183,752 74% 12,735 $1,718 9¢/$1 City of Goleta FY 23-24 $78,008,954 $44,794,192 57.4% 32,747 $2,382 5¢/$1 City of Guadalupe FY 22-23 $20,268,801 $9,304,128 46% 8,851 $2,290 13¢/$1 City of Lompoc FY 23-24 $145,763,323 $50,498,921 34.6% 43,424 $3,356 17¢/$1 City of Santa Barbara FY 23-24 $537,155,481 $47,139,482 8.7% 86,451 $6,213 12¢/$1 1 City of Santa Maria FY 22-23 $242,221,012 $66,574,855 27.4% 112,208 $2,158 12¢/$1 City of Solvang FY 23-24 $26,778,559 $13,229,896 49.4% 5,755 $4,653 6¢/$1 Data Sources: − Annual Revenue and Fund Balance: Agency audits for Fiscal Year 23-24, unless as otherwise noted. − Estimated Population: 2025 DOF Table E5 Data. − Average Portion of County 1% Property Tax Received: Data from the County of Santa Barbara Auditor-Controller's Office. 1 The amount listed under Annual Revenue and fund balance data are for the City of Santa Maria and include Measure U revenue for which 90% are used for public safety. 20 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS A. Scope This Chapter contains the recommended Municipal Services determinations for healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services provided by 19 Special Districts and Cities in Santa Barbara County. These agencies are seven Cemetery District, one Municipal Improvement District, one Healthcare District, one Mosquito and Vector Control District, one Community Services District (CSD), along with all 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 at the conclusion of 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 19 agencies providing healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste 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 21 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 19 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 19 agencies are provided in Chapter Three. D. Determinations 1. GROWTH AND POPULATION PROJECTIONS FOR THE AFFECTED AREA REGIONAL The preparation of this study was produced using the 2020 Census, Department of Finance, SBCAG Regional Forecast as the most recent available data. The 19 local agencies currently serve an estimated Countywide resident population of 447,132+. This population estimate represents close to a four percent overall increase or 0.37% annually over the last 10 years. Santa Barbara County is predominately city-centered with slightly more than 68.5% of the current resident population residing in one of the eight incorporated Cities. Nearly 57 percent of all City residents reside in North County. County of Santa Barbara Housing Element (2023-2031) identifies an estimated growth rate of 4.0 percent along South Coast and 9.5 percent countywide. The population in these County areas will continue to grow, causing an increasing demand for services. (The relationship between projected growth and service area boundaries is discussed individually in each of the MSR sections.) The Santa Barbara County Association of Governments (SBCAG) lead a partnership of the Broadband Alliance of Santa Barbara County. The Regional Broadband Strategic Plan for the 22 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS Santa Barbara County Region include all eight cities and unincorporated areas of the county. Population, demographic and growth statistics were provided in the Regional Broadband Strategic Plan. Most of the County’s 2.4 million acres (3,789 square miles) supports very low population densities outside of the urban communities, including areas such as Channel Islands National Park and offshore waters, Los Padres National Forest, Vandenberg Space Force Base, and extensive areas of rural agricultural land and wilderness. As of 2019, 96 percent of residents live in cities and established communities and approximately 4 percent of residents live in rural areas outside of established communities. The largest unincorporated communities are Orcutt, Eastern Goleta Valley, and Isla Vista, supporting 88,309 residents or 20 percent of the County’s population. Santa Barbara County’s population is projected to increase through 2050 by 13.2 percent, a total increase of approximately 45,875 residents. Forty-eight percent (48.5 percent) is projected to occur in the Santa Maria Valley with an increase of 22,263 residents. Lompoc Valley is projected to grow by 13.3 percent or 7,263 residents, the second highest growth rate in the County. While the South Coast is projected to experience the lowest growth rate, population is projected to increase by 14,129 residents, the second highest total in the County. While all communities within the County are projected to grow, the City of Guadalupe is projected to have the highest population increase of 27.9 percent between 2021 and 2050, followed by the City of Buellton with a 19.9 percent total increase. LAFCO of Santa Barbara County 23 CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS AGENCY SPECIFIC The Department of Finance population estimates Report E-5 for 2025 estimates the population for the City of Carpinteria to be 12,735. Between 2010 and 2022, the population of Carpinteria decreased by 81 people. City of Santa Barbara population is estimated to be 86,451 people. 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). The population of Goleta area includes City of Goleta and Isla Vista CSD. These population figures are estimated at 32,747 and 15,000 people, respectively. Between 2010 and 2020, the population of Goleta increased by 2,802 people. Population growth rates in South Coast are projected to be the lowest in the County between 2021 and 2050, with growth rates decreasing from 2.3 percent to 0.4 percent through 2050. Growth through 2050 would be greatest in the City of Goleta with a total increase in population of 7.2 percent. The City of Carpinteria would grow by 5.7 percent, the lowest total growth in the County. The unincorporated communities would conservatively grow by up to 6 percent, but that growth is not expected to occur uniformly. Collectively, the South Coast is expected to growth by 6.8 percent between 2021 and 2050 to reach approximately 222,659 residents. The population of Mosquito & Vector Management District of Santa Barbara County is approximately 271,803 people largely covering the South Coast. City of Guadalupe has experienced a sizeable percentage increase in estimated resident growth at 17.1 percent; or 1.7 percent per year. Between 2010 and 2022, the population of Guadalupe increased by 1,464 people. The population figures are estimated at 8,851. The City of Santa Maria, has a recent history of projected growth at 7.3 percent; or less than 1 percent per year. Between 2010 and 2025, the population of Santa Maria increase by 11.2% from 99,553 to 112,208. Collectively, the communities in the Santa Maria Valley are expected to growth by 15.2 percent between 2021 and 2050 to reach approximately 169,101 residents in existing communities. Population growth rates in Santa Maria Valley are expected to generally decrease between 2021 and 2050. While the rate of growth will likely taper off through 2050, no reduction in population is anticipated and near-term growth is projected to be substantial between 2021 and 2030 in the City of Santa Maria and the City of Guadalupe. The Lompoc Valley Medical Center has a population of approximately 57,699 people. This includes the communities of Vandenberg Village, Mission Hills, Vandenberg Space Force Base, 24 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS and Mesa Oaks. Between 2010 and 2020, the population of Lompoc valley unincorporated area increased by 811 people. The City of Lompoc’s estimated population has increased by 3,341 people over the same period. This indicates that growth will be slow in unincorporated area. City of Lompoc has experienced a modest percentage increase in estimated resident growth at 3.8 percent; or less than 1 percent per year. Between 2010 (43,079) and 2020 (43,599), the population of Lompoc increased by 520 people (1.2 percent; or less than .2 percent per year).. City of Buellton population between 2010 and 2020, has increased by 448 people rising by 8.5% from 4,828 to 4,970. However, the City of Buellton is projected to grow by 19.9 percent to reach 6,525 residents by 2050. The current population for Buellton is estimated at 5, 091 people. City of Solvang has experienced a sizeable percentage increase in estimated resident growth at 7.3 percent; or less than 1 percent per year. Between 2010 and 2020, the population of Solvang increased by 414 people. Solvang’s population is estimated to be 5,755. Growth in Solvang is projected to be relatively low with a total increase of 9.3 percent to reach 6,298 residents by 2050. Each of the Public Cemetery District (Carpinteria, Goleta, Guadalupe, Lompoc, Los Alamos, Oak Hill, and Santa Maria) have a population of approximately 18,845, 101,500, 8,851, 58,094, 1,554, 22,435, and 141,307 people, respectively. Approximately 19,157 people reside in the developed communities of the Santa Ynez Valley. Santa Ynez Valley encompasses the City of Buellton, the City of Solvang, and the four small unincorporated towns of Santa Ynez, Ballard, Los Olivos, and Los Alamos. Population growth rates in Santa Ynez Valley are expected to be generally low between 2021 and 2050, with growth rates decreasing from 4.2 percent to 0.5 percent through 2050 in different communities. Notably, the City of Buellton is anticipated to grow steadily by between 3.8 percent and 4.2 percent through 2040 before growth begins to slow. Other communities would see low growth over the same period. Collectively, the Santa Ynez Valley is expected to growth by 11.3 percent between 2021 and 2050 to reach approximately 21,326 residents. Population growth within each respective cemetery districts will likely follow that of the nearby incorporated city, at the same rate of growth. 2. THE LOCATION AND CHARACTERISTICS OF ANY DISADVANTAGED UNINCORPORATED COMMUNITIES (DUC) WITHIN OR CONTIGUOUS TO THE SPHERE OF INFLUENCE. LAFCO of Santa Barbara County 25 CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS REGIONAL In 2025, the California statewide median household income (MHI) was $118,100, 80 percent of that is $94,480. 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, Guadalupe, Garey, Devon, Tanglewood, Lompoc, portions of Goleta, Santa Maria, Santa Barbara, and Isla Vista were identified as qualifying disadvantaged communities. The boundaries of the Cemetery Districts, Mosquito & Vector Management District, and Lompoc Valley Medical Center service areas and Sphere of Influence cover large portions of the 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 EMID, City of Solvang, City of Buellton, and City of Carpinteria, providing related services in Santa Barbara County. The median household income (MHI) for Goleta was $118,039 in 2025, which does not qualify the community as a disadvantaged community. However, Portions of the City of Goleta’s Sphere of Influence does qualify under the definition of disadvantaged community for the present and probable need for public facilities and services, as part of the larger Census tract including properties in the City of Goleta and County. It was designated as a disadvantaged community by CalEPA and identified in the research using DAC Mapping, CalEnviroScreen, EJScreen, and EnviroAtlas tools. The City of Goleta is an incorporated City, therefore by definition would not qualify as a disadvantaged unincorporated community. The MHI for Guadalupe was $71,048 in 2025, 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 Spheres of Influence is coterminous with the City limits. The MHI for Lompoc was $70,038 in 2025, 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 $77,564 in 2025, which does qualify the community as a disadvantaged community. In most cases, the City of Santa Maria’s Sphere of Influence does 26 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS 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 surrounding the central and western side of the City also qualify as a disadvantaged community along with portions of City Census Blocks below the MHI or households below the quality-of-life threshold for income. 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. Some areas west of the airport and southern City of Santa Maria contiguous to the Sphere of Influence such as Tanglewood qualify as a disadvantaged unincorporated community. The MHI for Santa Barbara City was $104,001 in 2025, which does not qualify the community as a disadvantaged community. However, in some cases City of Santa Barbara has a small portion within the East Beach area. The City of Santa Barbara is an incorporated City, therefore by definition would not qualify as a disadvantaged unincorporated community. The City of Santa Barbara’s Sphere of Influence is greater than its City limits. The MHI for Isla Vista was $24,428 in 2025, which qualifies the community as a disadvantaged community. This qualifies Isla Vista CSD, for smaller portions within the community. However, the area is being served by the various Districts for water, wastewater, and fire services. 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 The Santa Barbara County Association of Governments (SBCAG) and its partnerships are continuing their Regional Broadband work by developing a regular relationship with representatives of California Department of Technology (CDT) and monitoring and coordinating the ongoing effort to implement the Statewide Middle Mile network by the end of 2026. Continue coordinating with the Broadband Consortium of the Pacific Coast and other public and private partners to explore funding opportunities for implementing networks to serve our unserved and underserved communities. The Mosquito & Vector Management District of Santa Barbara County’s current boundaries are currently logical and mostly contiguous, with the exception of northern Cities, resulting in an efficient provision of vector control services. Property owners and agencies can determine the responsible service provider within the County, with the MVMD providing assistance to all who request services. Reorganization into portions of the northern cities typically results in detachment from the vector district which may not be the most efficient service, since most of LAFCO of Santa Barbara County 27 CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS these northern cities do not have a robust vector program. AGENCY SPECIFIC Of the seven Cemetery Districts, each of them provides the services they have intended to provide with no significant issues since their establishment. Most of the seven Cemetery Districts do not have any service constraints at this time and are fully capable of providing adequate services to their current District boundaries for the near and long term. The only exception would include Los Alamos Cemetery and Oak Hill Cemetery Districts. Their current revenues are limited. Their ability to support future growth is questionable unless additional revenues are obtained for expansion. The Guadalupe Cemetery District has limited revenue and cemetery space is nearly exhausted. Their ability to support future growth is questionable unless additional land and revenues are obtained for expansion. The LVMC is meeting the level of service delivery the community desires, and the services they provide are highly necessary to address the public health issues of a critical and non-critical nature in the area. The LVMC maintains the financial capacity to address the public services, including infrastructure needs for long-term provision of all services the hospital normally provides at this time. The City of Goleta should consider the following actions: 1. Access (Capacity & Connectivity) a. As per conversations with city staff, develop community Wi-Fi in the Camino/Calle Real corridor that meets 100/100Mbps. b. Lead the conversation exploring partnership opportunities with anchor institutions and neighboring communities in smart city planning and what sort of accessible work would be required for a smart city network. 2. 3. Affordability & Adoption a. Ensure capacity to operate and maintain a 24/7 community Wi-Fi system through grant funding, private partnerships, or both. b. Partner with the Digital Equity Coalition to ensure affordability and adoption for the community is on track to meet 2026 targets. Requirements for Redundancy & Resiliency a. Continue to partner with SBCAG in regional coordination of the Golden State Connect Network and last-mile planning and implementation. b. Consider developing a smart city strategy to draw the link from current and targeted businesses. c. Identify and support catalyst projects that benefit from smart city planning. d. Meet with major providers to discuss public/partnership opportunities and assess whether the installation of city-owned conduit could rapidly move Goleta forward in smart city planning. e. Prioritize infrastructure planning and necessary policies to reduce the barrier to fiber infrastructure deployment. Santa Barbara County Broadband Strategy. 28 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS 4. FINANCIAL ABILITY OF AGENCY TO PROVIDE SERVICES REGIONAL The demands on healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services from agencies vary due to the size and geography of the agency’s boundaries, the area’s employment base, the presence of jobs/housing balance, and other factors. These factors help dictate the amount of money required to provide an adequate level of service. 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 Master Tax Transfer Agreement from 1981 provides for no transfer where territory is annexed to a County Service Area, Sanitation or Sanitary District, Mosquito Abatement District, or the Santa Barbara Metropolitan Transit District. 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 healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services, except for four, have provided LAFCO with the most recent audit as required by State law. The Santa Maria Cemetery District was not able to provide prior audits from 2018 to 2022; however most recent audits were provided. The City of Guadalupe, Isla Vista CSD and City of Santa Maria are in the process of completing their 2024 audit. However, these three agencies did provide financial estimates. 7 Government Code section 26909(a)(2). AGENCY SPECIFIC Of the seven Cemetery Districts, funding for internments and burials services and grounds crew maintenance is provided by annual property tax and charges for services. Each District operates effectively and efficiently as possible with reasonably sized staff to minimize administrative overhead costs. For the most part, sufficient revenues and ability to set charges for services commensurate with costs of services allows most districts to maintain financial stability. The Guadalupe Cemetery District has limited revenue to support future growth unless additional land and revenues are obtained for expansion. The Los Alamos Cemetery and Oak Hill Cemetery Districts also have limited revenues. Each Cemetery’s Endowment Permanent Fund is intended to maintain substantial revenues for LAFCO of Santa Barbara County 29 CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS long term stability in the respective cemetery's longevity. Often the smaller districts have limited endowment funds, as is the case for Guadalupe Cemetery and Los Alamos Cemetery Districts. The MVMD appears to be financially stable, with sufficient funding for services provided. Their funding sources are considered very stable and consistent. The Lompoc Valley Medical Center financial position is considered very stable at this time, with charges for services as their primary funding source for the District. 5. STATUS OF, AND OPPORTUNITIES FOR, SHARED FACILITIES REGIONAL In most cases among the local agencies, due to relative distance between the jurisdictions and other communities, along with the type of services related to healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste service needs and the opportunities for shared facilities are limited. Some jurisdictions have shared service arrangements, which are outlined in each profile chapter in greater detail for each agency in Chapter Three. The cities work together on county-wide plans for integrated waste management and facility siting. Some of the cities, such as Goleta, Santa Barbara, and Solvang, receive an array of services through different programs and facilities, while other communities, such as Buellton, Lompoc and Santa Maria, receive more limited services, since they provide many of their own solid waste management programs. Tajiguas Landfill serves the cities of Buellton, Goleta, Santa Barbara, Solvang. The Cities of Lompoc and Santa Maria own and operate their own landfill sites. AGENCY SPECIFIC The cemeteries within the County of Santa Barbara are separated by subregions and uniquely related to their specific communities. Their primary infrastructure is limited to their cemetery grounds. The sharing of staff resources, bulk purchasing and delivery of supplies could be viable cost savings initiatives to implement. For LVMC there is no foreseeable opportunity for shared facilities as the hospital district is unique to the type of services provided, and no other facilities are within any reasonable distance to provide the services in the Lompoc Valley. The MVMD serves the unincorporated County and collectively the South Coast cities receiving funding revenues to operate utilizing administrative staff, management staff, sharing of facilities, support personnel, and equipment as an independent district. 30 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS The IVCSD shares the 970 Embarcadero del Mar facility with the Santa Barbara Neighborhood Clinic and the UCSB Counseling Program. 6. ACCOUNTABILITY FOR COMMUNITY SERVICE NEEDS, INCLUDING GOVERNMENT STRUCTURE AND OPERATIONAL EFFICIENCIES REGIONAL Santa Barbara County is served by a web of agencies providing healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services. This Municipal Service Review primarily looks at the 19 Agencies – seven Cemetery District, one Municipal Improvement District, one Healthcare District, one Mosquito and Vector Control District, one Community Services District (CSD), along with all eight Cities that provide services. 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 and Special District 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 19 local agencies are managed by committed and responsive public servants dedicated to providing timely public 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. Each of the agencies fully cooperated with the MSR process and responded to all requests for information. The data presented reflects the most accurate information available. In seven of the eight Cities the Mayor is elected at-large while the Council Members are elected by Districts (Guadalupe is the only exception). Many of the District have either transitioned to election of members by-district elections by 2024. LAFCO of Santa Barbara County 31 CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS Lompoc Valley Healthcare District is composed of five members who are publicly elected at-large to four- year terms. The Lompoc Valley Medical Center website acts as the Healthcare District website and provides various types of information related to hospital services and activities, and for LVMC Board and administrative activities. Financial information such as annual budgets and audits was available on the website, however, much of the other criteria required agencies are either missing or difficult to find. Mosquito & Vector Management District of Santa Barbara County is composed of eight members appointed by the Board of Supervisor and/or City Councils to four- year terms. Service needs are being met by MVMD without significant issues. Operational efficiencies are optimized and customer accountability is being maintained at a sufficient level. Cemetery Districts are independent Special Districts appointed by the Santa Barbara County Board of Supervisors. The five County supervisors are elected from geographic districts for four- year terms. Carpinteria Cemetery, Guadalupe Cemetery, Lompoc Cemetery, and Santa Maria Cemetery have five Trustees/Directors, while Goleta Cemetery, Los Alamos Cemetery, and Oak Hill Cemetery have three Trustees/Directors. 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. The Embarcadero Municipal Improvement District has a five-member Board of Directors that are elected at-large to staggered four-year terms. Of the 19 Special Districts and Cities providing healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services, all of them with the exception of two smaller Cemetery Districts (Los Alamos and Oak Hill), 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. 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 32 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS currently maintain a website with the exception of Los Alamos and Oak Hill Cemetery Districts. 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 affirmations and amendments to the Spheres of Influence of these agencies are consistent with local policies and criteria. No additional review factors were determined under this service review. AGENCY SPECIFIC None at this time. LAFCO of Santa Barbara County 33 CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS [This page left blank intentionally.] 34 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS A. Scope This chapter provides recommended Sphere of Influence determinations for seven Cemetery District, one Municipal Improvement District, one Healthcare District, one Mosquito and Vector Control District, one Community Services District (CSD). The other eight agencies are cities provide multiple types of services that will use all four service reviews to evaluate and make Sphere of Influence determinations. This chapter does not include recommended determinations for the eight Cities (Buellton, Carpinteria, Goleta, Guadalupe, Lompoc, Santa Barbara, Santa Maria, and Solvang). The current report addresses the healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services provided by these eight Cities. It discusses, but does not update, the Spheres of Influence of these agencies. Sphere updates will be provided together with recent reviews of all of the services provided by the Cities. B. Summary of Recommendations Based on the recommended determinations in this chapter, the Executive Officer recommends that the Commission: 1. Adopting the 2025 Municipal Service Review for all 19 Special Districts and Cities providing Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste Services in Santa Barbara County; 2. Affirming the currently adopted Spheres of Influence of the Carpinteria Cemetery District, Goleta Cemetery District, Guadalupe Cemetery District, Lompoc Cemetery District, Los Alamos Cemetery District, Oak Hill Cemetery District, Santa Maria Cemetery District, Embarcadero Municipal Improvement District, Lompoc Healthcare District, Santa Barbara Mosquito & Vector Control District, and Isla Vista Community Services District, as shown on the map on pages 42, 43, 44, 45, 46, 47, 48, 49, 50, 51 & 52. 3. A future study is recommended for the Santa Maria and Oak Hill Cemetery Districts along with consideration of adding eight parcels. Future reorganization should include a study of cleaning any overlapping territory. This is also recommended between Oak Hill and Carpinteria Cemetery, where overlapping services are providers that may affect their boundaries. The Goleta Cemetery and Oak Hill Cemetery also have four parcels overlapping. A study to determine which cemetery district is the appropriate service provider is recommended. LAFCO of Santa Barbara County 35 CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS 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). 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 eleven Special Districts. The other eight agencies are cities provide multiple types of services that will use all four service reviews to evaluate and make Sphere of Influence determinations. This chapter does not include recommended determinations for the eight Cities (Buellton, Carpinteria, Goleta, Guadalupe, Lompoc, Santa Barbara, Santa Maria, and Solvang). Each of the five recommended determinations applies to all 19 agencies as a group. The Executive Officer has found the Spheres of Influence of the seven Cemetery Districts (Carpinteria Cemetery District, Goleta Cemetery District, Guadalupe Cemetery District, Lompoc Cemetery District, Los Alamos Cemetery District, Oak Hill Cemetery District, Santa Maria Cemetery District), Embarcadero Municipal Improvement District, Lompoc Healthcare District, Santa Barbara Mosquito & Vector Control District, and Isla Vista Community Services District are recommended to maintain their existing Sphere of Influence boundary as 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. D. Determinations 1. THE PRESENT AND PLANNED LAND USES IN THE AREA, INCLUDING AGRICULTURAL AND OPEN-SPACE LANDS The present and planned land uses of the County are guided by the General Plans, Circulation, Safety Elements 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 36 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS is comprised of diverse natu ral habitats and residential communities. The eight incorporated Cities comprise slightly more than 68.5% 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. 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 addition 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 Embarcadero Municipal Improvement District, and the Isla Vista Community Service District each cemetery district, Lompoc Valley Medical Center and Mosquito & Vector Control District have a Sphere of Influence that match their district boundaries having no Sphere of Influence beyond service boundaries. The services that Cemetery Districts provide do not affect population growth or decline. The services and facilities provided by these agencies do not affect the rate or location of residential or other types of growth or land use change. However, increases in population may affect the operations of cemetery districts. Those districts’ that may anticipate and increase in population include: Goleta Cemetery District and Santa Maria Cemetery District. The City of Santa Maria is projected to grow by 16.2 percent, significantly increasing demand for all services. Over 30 percent of the City of Santa Maria’s residents are children under 18 who require access to broadband in this day and age. It is estimated growth rate of 4.0 percent along South Coast and 9.5 percent countywide. While the South Coast is projected to experience the lowest growth rate, growth through 2050 would be greatest in the City of Goleta with a total increase in population of 7.2 percent. For the eight Cities; growth rates are estimated to be as follows: • The City of Buellton anticipates growing at a 6.9 percent within the City over the next 8 years. Close to 87% of the parcel acreage is under private ownership with 75% already developed. The undeveloped area consists of 24 vacant parcels that collectively total 19 acres. • The City of Carpinteria’s projected growth rate is about 0.7%. Close to 74% of the parcel acreage is under private ownership with 80% having already been developed. The undeveloped area consists of 44 vacant parcels that collectively total 25 acres with some areas not developable. • 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 with 82% having already been developed. The undeveloped area consists of 82 LAFCO of Santa Barbara County 37 CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS vacant parcels that collectively total 102 acres. • The City of Guadalupe’s projected growth rate is about 1.2%. Close to 90.7% of the parcel acreage is under private ownership with 60% having already been developed. The undeveloped area consists of 49 vacant parcels that collectively total 93 acres. • The City of Lompoc’s projected growth rate is about 0.45%. Close to 41% of the parcel acreage is under private ownership with 74% already been developed and/or improved to date. The undeveloped area consists of 107 vacant parcels that collectively total 325 acres. • The City of Santa Barbara’s projected growth rate is about 0.3%. Close to 42% of the parcel acreage is under private ownership with nearly all or 76% having already been developed. The undeveloped area consists of 443 vacant parcels that collectively total 557 acres. • The City of Santa Maria’s projected growth rate is anticipated to decrease over time, with a projected annual growth rate of 0.9% from 2025 to 2040. Close to 42% of the parcel acreage is under private ownership with approximately 74% having already been developed. The undeveloped area consists of 253 vacant parcels that collectively total 179 acres. • The City of Solvang’s projected growth rate is about 3%. Close to 88% of the parcel acreage is under private ownership with 87% having already been developed. The undeveloped area consists of 63 vacant parcels that collectively total 75 acres. • The County’s growth rate, covering the same period, estimates 9.5 percent growth in the surrounding unincorporated areas. In general, Santa Barbara County’s healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste service agencies have adequate Spheres of Influence and boundaries. Fouty-eight percent of residents living within unincorporated Santa Barbara County are within the boundaries of a local agency providing such related services. Current land use and zoning are a mix of urban development and a rural mix, with future land use decisions most likely reflecting a continued balance of urban/suburban development and maintaining the rural nature of the rural areas. The Lompoc Valley Medical Center District is anticipated to provide services to residents within their service boundary. No major land use changes are anticipated to impact the need for services within the Districts’ boundaries. The Spheres of Influence for the District is not recommended for expansion based on the fact that large land use changes that promote development are not envisioned in the County’s General Plan. The City of Lompoc does anticipate some growth. 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. 38 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS 2. THE PRESENT AND PROBABLE NEED FOR PUBLIC FACILITIES AND SERVICES IN THE AREA Within 8 cities, 19 unincorporated communities, and hundreds of acres of rural ranches and agricultural lands, Santa Barbara County residents have diverse characteristics and differing needs. The solid waste, broadband, mosquito and vector control, and healthcare and programs needed in each community is determined in part by population growth, availability to existing services and other demographic factors that can change over time. All of these services are used by countywide residents. Identified under this review Broadband services are in higher need for many. The partnership on broadband is working to improve any gap or priority population areas. 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. The County’s Housing Element was certified by the State identifying significant growth potential also exists around the City of Goleta. 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. For the Guadalupe Cemetery District there is a critical need for expansion of available land for providing sufficient interment sites to support current and future growth. While Los Alamos Cemetery and Oak Hill Cemetery along with Guadalupe Cemetery expansion of services all three districts will require sufficient revenues to support the cost of any existing service let alone expansion. The Lompoc Valley Medical Center District is capable of maintaining service levels to the residents and clients. The SOI is not recommended for expansion and the District intends to provide needed services to the areas within their existing service boundary. The District is expanding facilities when needed, currently six facilities with specialized services are offered with a seventh Lompoc Health-Village Center in progress to be added. The Executive Officer recommends that LAFCO affirm the current adopted Spheres of Influence of the seven Cemetery Districts (Carpinteria Cemetery District, Goleta Cemetery District, Guadalupe Cemetery District, Lompoc Cemetery District, Los Alamos Cemetery District, Oak Hill Cemetery District, Santa Maria Cemetery District), Embarcadero Municipal Improvement District, Lompoc Healthcare District, Santa Barbara Mosquito & Vector Control District, and Isla Vista Community Services District. LAFCO of Santa Barbara County 39 CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS 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 healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste 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. Because these services are broad in nature and in some cases cover large territories such is the case for the cemetery districts, healthcare district, and mosquito vector control district, these districts have sufficient capacity of current facilities to provide adequate public services. Each public agencies have identified and expand, when necessary, their operations to maintain adequate service over the long-term. Presently, all Cemeteries have capacity to meet the district needs. Overall, the Cemeteries are well maintained with adequate water supplies for irrigation. Determinations about Infrastructure Needs and Deficiencies for each Cemetery District are shown in their respective Profile by the projections of available capacity for future interments. The cemeteries with the less amount of capacity are Guadalupe Cemetery at 90% of capacity, next being Goleta Cemetery at 80% capacity. The present capacities of the facilities are adequate to provide services to the service boundaries of the Districts and Cities. The agencies call for capital improvements and regular maintenance of facilities to maintain adequate service levels. The partnership lead by Santa Barbara County Association of Governments (SBCAG), is continuing its Regional Broadband work to meet the needs of the county. This includes designing broadband infrastructure that results in middle-mile networks and last-mile priorities that interconnect communities and households, to increase capacity, redundancy, and resiliency for disaster preparedness and to encourage industry competition. Advance digital inclusion work efforts to improve access to affordable broadband and the necessary tools and training to connect with the support of the Digital Equity Coalition. Leverage public and project data to identify priorities for infrastructure projects, and several scenarios for organization and execution provide action steps for public and private efforts. Each City is currently able to provide adequate solid waste services. The City of Santa Barbara also provides adequate waterfront/harbor and housing mediation services. The City of Lompoc is the only City to also provide electrical service directly from City. The Isla Vista Community Services District recently started providing rental housing mediation program services by contract. The full extent and adequacy of this program is not fully known. The intent is to provide a range of services such as; Professional mediators to guide productive conversations, Trained legal advisors to support housing-related concerns, Support for various housing matters, helpful templates, as a free service to all Isla Vista residents fluent in Spanish 40 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS and additional translations. As outlined in Chapter Three, each of the agencies are documented for revenues and facilities. These agencies maintain fund balances that are available to meet unexpected demands, with the City of Guadalupe, and smaller Cemetery Districts on the leaner range to maintain respective services under review. The Cities and Districts have the financial and organizational resources needed to provide services to those areas. Since no changes to the Sphere of Influence are proposed for all agencies, the current need for services will not change significantly. The Executive Officer proposes no changes to the Sphere of Influence for the eleven agencies therefore 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 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. Each place or area that is served by a District or City has a unique mix of social and economic communities of interest. The agencies provide services to these communities of interest that make up the fabric of the Communities. 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, Guadalupe, Garey, Devon, Tanglewood, Lompoc, portions of Goleta, Santa Maria, Santa Barbara, and Isla Vista were identified as qualifying as disadvantaged communities. As outlined in Chapters One and Three, the local agencies that qualify for disadvantaged are discussed in greater detail. There are no DUCs within or contiguous to the agencies where SOI expansion is recommended. LAFCO of Santa Barbara County 41 CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS 42 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS LAFCO of Santa Barbara County 43 CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS 44 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS LAFCO of Santa Barbara County 45 CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS 46 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS LAFCO of Santa Barbara County 47 CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS 48 48 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS LAFCO of Santa Barbara County 49 CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS 50 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS LAFCO of Santa Barbara County 51 CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS 52 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: AGENCY PROFILES This chapter contains a review of each of the nineteen agencies within Santa Barbara County that provide healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services. These Agencies are: A. Carpinteria Cemetery District B. Goleta Cemetery District C. Guadalupe Cemetery District D. Lompoc Cemetery District E. Los Alamos Cemetery District F. Oak Hill Cemetery District G. Santa Maria Cemetery District H. Embarcadero Municipal Improvement I. Lompoc Healthcare District J. Santa Barbara Mosquito & Vector Control District K. Isla Vista Community Services District L. City of Buellton M. City of Carpinteria N. City of Goleta O. City of Guadalupe P. City of Lompoc Q. City of Santa Barbara R. City of Santa Maria S. City of Solvang LAFCO of Santa Barbara County 53 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 54 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE A. Carpinteria Cemetery District Administrative Office: 1501 Cravens Lane, Carpinteria, CA 93013 Mailing Address: 1501 Cravens Lane, Carpinteria, CA 93013 Phone: 805/684-2466 Fax: none Email: carpcemetery@yahoo.com Website: www.carpinteriacemetery.com District Manager: Michael Damron SUMMARY The Carpinteria Cemetery District provides burial service, internment, and grounds maintenance for the cemetery. The Carpinteria Cemetery District is located in southern Santa Barbara County and borders Rincon Point to the East and Ortega Ridge Road to the west serving approximately 18,845 people throughout 225 square miles. 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 $33.17 per resident and maintains a fund balance to meet future needs. The District does have financial procedures in place to ensure the preparation of timely agency audits. The most recent audit by the District was for June 30, 2022. BACKGROUND The Carpinteria Cemetery District dates back to its first burial in 1858, and became a California Special District in 1913. The Cemetery consists of 17 acres, 10 of which are currently used for internments. Carpinteria families have relied on this beautiful spot as a final resting place for their loved ones for over 160 years. The boundaries of the district are Rincon Point to the east and Ortega Ridge in Summerland to the west. The Carpinteria Cemetery District overlaps the Cachuma Resource Conservation District, City of Carpinteria, County Service Areas 32 (Law Enforcement), Santa Barbara County Fire Protection District, Santa Barbara Mosquito and Vector Control District, County Flood Control & Water Agency, and portions of the Oak Hill Cemetery District. LAFCO of Santa Barbara County 55 CHAPTER THREE: A. CARPINTERIA CEMETERY DISTRICT 56 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: A. CARPINTERIA CEMETERY DISTRICT OPERATIO NS The Carpinteria Cemetery District is composed of two (2) employees, including a District Manager and a groundskeeper. The District Board of Directors is composed of five members who are appointed at-large to four- year terms. The Board meets the First Monday of February, April, June, August, October and December at District Office located at 1501 Cravens Lane, Carpinteria at 4:00 pm. OPPORTUNITIES & CHALLENGES The Carpinteria Cemetery District did not identify challenges related to cemetery services. Governance Structure Options The opportunities for new governance structures in Carpinteria Valley are small. The District is isolated from most other local agencies, limiting the potential for governmental structure options. The District has not identified any government structure options. LAFCO does not see the need for structural governance changes. Regional Collaboration The Carpinteria Cemetery District currently is a member of the California Association of Public Cemeteries. SPHERE OF INFLUENCE & BOUNDARIES The Sphere of Influence for the Carpinteria Cemetery District’s boundaries are coterminous with the District’s service area. The District overlaps the Oak Hill Cemetery District covering 144 parcels and approximately 620 acres. Land uses consist of recreational and open spaces and dry farm/ranch grazing lands. Most of the lands are owned by the United States Government and/or Public agency where no property taxes are collected part of TRA 062007. Others are privately held lands. A simple cleanup of boundary could occur by removing it from either the Oak Hill Cemetery District or Carpinteria Cemetery 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. LAFCO of Santa Barbara County 57 CHAPTER THREE: A. CARPINTERIA CEMETERY DISTRICT B OUNDARIES J urisdictional Boundary Carpinteria Cemetery District jurisdictional boundary spans Carpinteria Cemetery’s existing boundary spans approximately 225 square miles with 98.9% being unincorporated and 225 square miles in size and covers 105,104 acres (parcels and under the land use authority of including public rights-of-ways) of contiguous areas, with the County of Santa Barbara. slightly more than one percent in City of Carpinteria. Nearly 98.9% of the jurisdictional service boundary is unincorporated and under the land use authority of the County of Santa Barbara. The remaining portion of jurisdictional service lands approximately 1.1% of the total is incorporated and under the land use authority of the City of Carpinteria. Overall, there are 16,416 registered voters within the jurisdictional boundary. Carpinteria Cemetery District | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters Carpinteria Cemetery 105,104 100.0% 8,029 16,416 City of Carpinteria (1,191) (1.1%) (5,136) (8,671) Totals 105,104 100.0% 8,029 16,416 Carpinteria Cemetery 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 County of Santa Barbara 107,612 98.9% 2,893 7,745 City of Carpinteria 1,191 1.1% 5,136 (8,671) Totals 107,612 100.0% 8,029 16,416 Total assessed value (land and structure) is set at $9.1 billion as of April 2025, and translates to a per acre value ratio of $86,600. The former amount further represents a per capita value of $482,995 based on the estimated service population of 18,845. Carpinteria Cemetery District does receive annual property tax revenue generated within its jurisdictional boundary with $301,160 dollars in annual taxes. The jurisdictional boundary is currently divided into 8,029 legal Close to 17% of the jurisdictional parcels and spans 105,104 acres consisting of public right-of-way. boundary is under private Approximately 16.6% of the parcel acreage is under private ownership, and of this amount approximately 56% has been ownership with 56% having already been developed and/or 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 270 vacant parcels that collectively total 859 acres. 58 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: A. CARPINTERIA CEMETERY DISTRICT Carpinteria Cemetery District Formation, Revenues, Attributes, Ty pes of Service, and Resources District Formation and Duties Formation Date 1913 Public Cemetery District Law, Health and Safety Code Legal Authority Section 9000 et seq. Five Directors appointed by Board of Supervisors to four-year Board of Directors terms. Agency Duties Internment and Burial Services POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2020 population of Carpinteria valley to be 18,845. 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 Carpinteria unincorporated population as 4,700 and City of Carpinteria at 13,284 by 2020. Between 2010 and 2020, the population of Carpinteria unincorporated area did not change much. In contrast, the County’s population increased by 5.7 percent between 2010 and 2020. Demographics for Carpinteria valley are based on an age characteristic report prepared by SBCAG in 2017 and American Community Surveys and Census Tracts 17.06 & 17.04. These statistics are cited herein, which identified the largest age group represented in Carpinteria valley as 18 to 64 group at 52.9 percent. Approximately 27.6 percent of the population was in the 65 or older years age group and 19.5 percent under the age of 18 group. According to the 2020 U.S. Census, approximately 51.5 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic group in Carpinteria valley, comprised 38.1 percent of the total population. Projected Growth and Development The County’s General Plan serves as the Community’s vision for long-term land use, development and growth, and provides the vision within its Summerland, Toro Canyon & Carpinteria Planning Area. The Summerland Community Plan was adopted in 1992, although the County updated a LAFCO of Santa Barbara County 59 CHAPTER THREE: A. CARPINTERIA CEMETERY DISTRICT Community Plan in 2014. The Toro Community Plan was adopted in 2002 and updated in 2004. T he City of Carpinteria General Plan and Local Coastal Plan serve 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 and Local Coastal Plan were adopted in 2003., although the Housing Element is updated every 8 years in accordance with state regulations and spans the 2023-2031 planning period. The current County’s Housing Element (2023-2031) identifies an estimated growth rate of 0.7- percent within the City. The County of Santa Barbara’s Housing Element, which covers the same period, estimates less than one percent growth in the surrounding unincorporated Carpinteria and Summerland areas. The following population projections within Cuyama are based on the Department of Finance Table E5 estimate and SBCAG regional forecast. Table A-1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Carpinteria Cemetery N/A N/A 18,845 N/A N/A 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 E5 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 also are defined as disadvantaged when the MHI falls below 80 percent. In 2025, the statewide MHI was $118,100, 80 percent of that is $94,480. The average MHI for Carpinteria valley was $109,231 in 2025, 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 a disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. The Environmental Protection Agency (EPA) has developed an Environmental Justice Screening and Mapping Tool Version 2.3 (EJScreen) that provides nationally consistent data combining environmental and demographic data related to the protection of public health and the environment. This Mapping Tool was evaluated for indicators to assist in identifying a 60 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: A. CARPINTERIA CEMETERY DISTRICT disadvantaged community. Lastly, EPA has also developed an EnviroAtlas Interactive Map Tool in collaboration with EJScreen that overlays geos patial data and other resources related to ecosystem services, their chemical and non-chem ical stressors, and human health to better understand human health and well-being, since these are closely tied to the environment, which provides benefits such as clean water, clean air, and protection from natural hazards. In combination a stronger representation of underserved communities can be identified that may be a leading indicator to health and well-being or precursor to DUC. In some cases, the Carpinteria Cemetery District’s Sphere of Influence qualifies under the definition of disadvantaged community for the community within Tract 17.04 for the present and probable need for public facilities and services any areas contiguous to the Sphere of Influence qualify as a disadvantaged community. Carpinteria Cemetery District Formation, Revenues, Attributes, Types of Service, and Resources Attributes District area (est. square miles): Entire District 225 Population (2025 estimate): Entire District 18,845 Assessed Valuation (FY 23-24: District portion) $9,102,053,266 Endowment $518,000 Regular Financial Audits annual Annual Revenue Per Capita, Entire District (FY23-24) $33,170 Average Portion of County 1% Property Tax Received 0.003¢/$1 Ending Total Fund Balance (June 2024) $695,000 Change in Total Fund Balance (from June 2022 to June 2024) -44% Total Fund Balance/Annual Revenue Total (FY 23-24) 111% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing 2020 US Census 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. SERVICES Overview Carpinteria Cemetery District provides burial services. The district is staffed by two (2) full-time staff. LAFCO of Santa Barbara County 61 CHAPTER THREE: A. CARPINTERIA CEMETERY DISTRICT Q ualifications for Burial • Be a resident of the Carpinteria Valley-Summerland Area • or, Have a blood relative interred in the cemetery • or, Own property in the Carpinteria Valley-Summerland Area • or, Have previously purchased a plot in the cemetery Rates Traditional Burial Burial Space $2,000.00 Internment Fee $1,700.00 TOTAL COST $3,700.00 Cremation/Infant Burial IN GROUND: Burial Space $2,000.00 (Holds 2 remains) Inurnment Fee $800.00 per urn TOTAL COST $2,800 ABOVE GROUND Niche Inurnment $2,000.00 (Holds 2 remains) Inurnment Fee$800 per urn TOTAL COST $2,800.00 Out of District Non-Resident Fee Additional fee for all Internments/Inurnments $1,000.00 Saturday Service Saturday Service Fee $1,000.00 Marker Setting Fee All Stones $300.00 Disinterment Full Disinterment $3,000.00 Forfeit of burial space 62 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: A. CARPINTERIA CEMETERY DISTRICT Carpinteria Cemetery Site Map Types of Services Broadband - Solid Waste - Vector Control - Cemetery X Healthcare - Other - LAFCO of Santa Barbara County 63 CHAPTER THREE: A. CARPINTERIA CEMETERY DISTRICT Carpinteria Cemetery District Formation, Revenues, Attributes, Types of Service, and Resources Cemetery District Statistics Service Area/ Population Interments % Capacity Annual Endowment SOI Acreage served Per Year Budget ($) Fund ($) 105,104/ 18,845 80 60% $625,000 $518,000 0 Total Staffing Personnel Per 1,000 population Manager 1 Groundskeeper 1 Carpinteria Cemetery District has a total of two (2) full-time employees. Staffing Experience/Tenure (average) Years in Industry Year w/ District Manager 19 18.5 Groundskeeper 8 7.5 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. 64 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: A. CARPINTERIA CEMETERY DISTRICT District Revenues 2022-2023 2023-2024 Amount % of Total Amount % of Total Property Taxes $283,341 48.8% $301,160 48.2% Intergovernmental $978 0.2% $964 0.2% Charges for Services $259,700 44.7% $234,850 37.5% Burial rights $28,521 5.0% $73,184 11.7% Investment income $7,832 1.3% $15,311 2.4% Revenue total $580,372 100.0% $625,469 100.0% Source: Carpinteria Cemetery District, Financial Status FIN Reporting, June 30, 2023 and 2024, Statement of Revenues, Expenditures and Changes in Fund Balances – All Fund types. Fiscal Indicators Select fiscal indicators are shown graphically below. Over the past two fiscal years, the District’s expenditures have increased in comparison to its revenues. The increase in expenditures was primarily due to depreciation costs and repairs. The District’s reserve balances are on the margin to absorb relatively small revenue imbalances. The line graph below shows the current financial trend in thousands. These indicators provide a measurement of the agency’s financial condition over time. CARPINTERIA CEMETERY DISTRICT Fiscal Trends-Carpinteria Cemetery 0.8 0.6 0.4 0.2 0 2021-22 2022-23 2023-24 Revenue Expenditure Reserve LAFCO of Santa Barbara County 65 sdnasuohT ni tnuomA CHAPTER THREE: A. CARPINTERIA CEMETERY DISTRICT This indicator addresses the extent to which property taxes covered Property Taxes expenses. Property taxes are the primary funding source for Recreation Districts. Represented below a ratio of one or higher 0.35 indicates that the service is self-supporting. 0.3 0.25 0.2 0.15 0.1 0.05 0 2020-21 2021-22 2022-23 2023-24 A Service Obligation ratio of one or more indicates if revenues were sufficient to Service Obligation pay for operat ions. It is calculated by operating revenues divided by operating expenditures. 1.3 Fiscal Year Operating Operating Revenues Expenditures Ratio 1.2 2019 $ 466,367 $ 411,951 1.1 1.1 2020 $ 492,089 $ 408,532 1.2 2021 $ 527,695 $ 411,951 1.2 1 2022 $ 520,765 $ 408,532 1.2 2023 $ 580,386 $ 577,427 1.0 0.9 2024 $ 625,492 $ 497,455 1.2 2019 2020 2021 2022 2023 2024 Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2019 2020 2021 2022 Trend Funded ratio (plan assets as a % of plan liabilities) 80.4% 77.6% 75.2% 74.8% Net liability, pension (plan liabilities - plan assets) $139,000 $151,500 $153,000 $160,532 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of 0% 2022 year of OPEB reporting plan liabilities) Net liability, OPEB $ 74,939 (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. 66 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE sdnasuohT ni tnuomA )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Coverage of Net Post-Employment Liabilities 1.2 0.5 1 0.4 0.8 0.3 0.6 0.2 0.4 0.2 0.1 0 0 2017 2018 2019 2020 2021 2022 2017 2018 2019 2020 2021 2022 Agency Assets (other than capital) $0 $994,574 $1,039,230 $1,011,952 $967,496 $992,422 Net Liabilities (pension & OPEB) $0 $390,804 $203,122 $220,823 $224,755 $235,471 CHAPTER THREE: A. CARPINTERIA CEMETERY DISTRICT Pension Obligations and Payments The District provides pension benefits to eligible employees through cost sharing multiple- employer defined benefit pension plans administered by the Santa Barbara County Employees' Retirement System (SBCERS). Members of the pension plans include all permanent employees working full time, or at least 50% part time for the Carpinteria Cemetery District. As of January 1, 2013, Pian 8 is the only pension plan available to new employees. PEPRA made several changes to the pension benefits that may be offered to employees hired on or after January 1, 2013, including increasing minimum retirement ages, increasing the percentage required for member contributions, and excluding certain. types of compensation as pensionable. Pension plans provide benefits, in accordance with CERL regulations, upon retirement, disability or death of members. Retirement benefits are based on years of service, final average compensation, and retirement age. Employees terminating before accruing 5 years (or 10 years for Plan) of retirement service credit (5 or 10-year vesting) forfeit the right to receive retirement benefits unless they establish reciprocity with another public agency within the prescribed time period. Non-vested employees who terminate service are entitled to withdraw their accumulated contributions plus accrued interest. Employees who terminate service after earning 5 or 10 years of retirement service credit may leave their contributions on deposit and elect to take a deferred retirement. Contributions to the pension plan from the District were $65,300 for the year ended June 30, 2022. Active members are plan members who are currently accruing benefits and/or playing contributions into the applicable plan. As of the June 30, 2022, measurement date, the following current and former employees were covered by the benefit terms under the plan: General Plan 5A - 1 General Plan 8 – 1 OPEB Obligations and Payments The District postemployment healthcare plan is administered by the Santa Barbara County Employees Retirement System. The plan provides medical benefits to eligible retired District employees and their beneficiaries. Retirees are offered the same health plans as active County employees, as well as enhanced senior plans for retirees on Medicare. The County Board of Supervisors has determined to provide a monthly insurance premium subsidy from the 401(h) Account for Eligible Retired Participants participating in the District sponsored health insurance plan in the amount of $15 (whole dollars) per year of credited service. LAFCO of Santa Barbara County 67 CHAPTER THREE: A. CARPINTERIA CEMETERY DISTRICT A s of the June 30, 2020, measurement date, the following current and former employees were covered by the benefit terms under the plan: - Retired employees – 2 - Active employees – 2 Enterprise Funding The District currently collects Charges for Services and rent, as property tax revenue is not sufficient to cover costs to provide services. The following chart shows a six-year trend based on the information provided. The graph below shows the current financial trend in thousands. This indicator provides a measurement of the agency’s expenditure for structure and ground maintenance over time. Cemetery, Capital-Expenditure 0.8 0.16 0.15% 0.7 0.14 0.6 0.11% 0.12 0.5 0.1 0.09% FB 0.4 0.08% 0.08% 0.08 0.3 0.06 0.05% 0.2 0.04 0.1 Capital 0.02 0 0 2019 2020 2021 2022 2023 2024 Asset Maintenance and Repair The District’s budget presumably includes improvements through its equipment maintenance Fund (7120). Unfortunately, the District’s budget is not broken down by fund accounts to determine asset maintenance and repair expenses. Pervious years were derived using the County FIN system. For FY 22-23 the district expended $4,035 and FY 23-24 was decreased to $2,370. Capital Improvements The District does not have a Capital Improvement Plan (CIP) at this time. Capital projects are likely considered during each budget adoption, as needed. Long-term Liabilities and Debts The District does not have any long-term debt. 68 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE sdnasuohT ni tnuomA % a sa )secivres krap( erutidnepxE ycnegA stsoc gnitarepo llarevo CHAPTER THREE: A. CARPINTERIA CEMETERY DISTRICT Opportunities for Shared Facilities The District does not currently share facilities with other agencies. Due to relative distance between the District and other communities, opportunities for shared facilities are limited. It is unlikely that a proposal would be feasible in the near future. ORGANIZATION Governance Carpinteria Cemetery District’s governance authority is established under the Public Cemetery District Law (“principal act”) and codified under Health & Safety Code Section 9000 et seq. This principal act empowers Carpinteria Cemetery District to provide powers of public cemetery district services. A list comparing active and latent powers follows. Active Service Powers Latent Service Powers - Internments and Burials - None - All others listed in Principal Act Governance of the Carpinteria Cemetery District is independently provided through its five- member Board of Trustees that are appointed by the Santa Barbara County Board of Supervisors to staggered four-year terms. Carpinteria Cemetery District holds meetings on the first Monday in February, April, June, August, October, and December at District Office located at 1501 Cravens Lane, Carpinteria at 4:00 pm. A current listing of Board of Trustees along with respective backgrounds follows. Carpinteria Cemetery District | Current Governing Board Roster Member Position Background Years on District Clyde Freeman Chair Retired; Banker 4 David Seehoff Trustee Rancher 26 Gerardo Cornejo Trustee High School Principal 17 Neal Bartlett Trustee Trust Attorney 7 Curtis Lopez Trustee Retired; Executive 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 LAFCO of Santa Barbara County 69 CHAPTER THREE: A. CARPINTERIA CEMETERY DISTRICT w ebsites 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 Cemetery District Website Checklist website accessed 7/25/25 http://www.carpinteriacemetery.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: Carpinteria Cemetery is an independent board-governed District. Refer to http://www.carpinteriacemetery.com for the required checklist items. 70 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: A. CARPINTERIA CEMETERY DISTRICT Survey Results The table below includes a list of questions ask ed of area residents by LAFCO to assess if satisfactory healthcare, mosquito vector control, cemetery, housing mediation, broadband, school, solid waste, and harbor services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. Carpinteria Cemetery District Questionnaire Revenues, Types of Service, and Resources Carpinteria Cemetery District | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of 1 - - Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 2. Overall, are adequate staffing and equipment 1 - - provided with the level of Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 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 were knowledgeable, answer questions, 1 - - and were informative? A total of 1 response was provided by staff and 0 responses by the community that answered the survey questions. The staff rated 100% satisfactory with undecided for adequate funding. No additional comments were provided. LAFCO of Santa Barbara County 71 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 72 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE B. Goleta Cemetery District Administrative Office: 44 South San Antonio Road, Santa Barbara, CA 93110 Phone: 805/967-3608 Fax: 805/964-8268 Email: info@goletacemetery.com Website: www.goletacemetery.com General Manager: Rick Bower SUMMARY The Goleta Cemetery District, owns and maintains a public cemetery and provides burial services for the communities of Goleta, Isla Vista, and portions of the Gaviota Coast to approximately 101,500 people throughout 137.7 square miles. The Goleta Cemetery District is located in southern Santa Barbara County encompassed western Goleta Valley the entire Goleta City and portions of Santa Barbara City, on US Highway 101. The District northern borders are along the Santa Ynez Peak and San Marcos Pass. 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 $14.20 per resident and maintains a fund balance to meet future needs. The District does have financial procedures in place to ensure the preparation of timely agency audits. BACKGROUND The Goleta Cemetery District was formed in 1910. The Cemetery consists of 18 acres, 13 of which are currently used for internments and five-acres are not yet developed. Cemetery Districts are one of the oldest public agencies in the County. Goleta Cemetery District operates pursuant to the Public Cemetery District Law, Health and Safety Code Section 9000 et seq. Each district is governed by a Board of Trustees appointed by the Board of Supervisors. A general manager, in some districts called the office manager or superintendent, is responsible for administrative functions. The Goleta Cemetery District overlaps the City of Goleta, portions of City of Santa Barbara, Isla Vista CSD, Isla Vista Recreation & Park District, 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, County Service Area 3 (Goleta Valley), 31 (Isla Vista), and County Service Areas 32 (Law Enforcement), County Flood Control & Water Agency, and its associated zones, and portions of Oak Hill Cemetery District. LAFCO of Santa Barbara County 73 CHAPTER THREE: B. GOLETA CEMETERY DISTRICT 74 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: B. GOLETA CEMETERY DISTRICT OPERATIONS The Goleta Cemetery District is composed of four (4) employees, including a General Manager, and three Maintenance Worker. The District coordinates internments. The District Board of Trustees is composed of three members who are appointed by the Board of Supervisors to staggered four-year terms. Goleta Cemetery holds meetings on the second Tuesday of January, March, April, June, August, September, November, & December at District Office located at 44 South San Antonio Road, Santa Barbara, CA 93110 at 4:00 pm. The District maintains a website in which it includes a list of members of the Board of Trustees, agendas of upcoming meetings, and minutes of past meetings. OPPORTUNITIES & CHALLENGES The Goleta Cemetery District did not identify specific challenges related to services they provide. Although, the District is primarily funded through property taxes and charges for services which can create challenges. The District reported it was at 80 percent of capacity occupied with available space until at least year 2040. Governance Structure Options The opportunities for new governance structures in Goleta Valley are small. The District encompasses the Goleta Valley and foothills, the western portion of City of Santa Barbara and part of Gaviota coast, limiting the potential for governmental structure options. The District has not identified any government structure options. LAFCO does not see the need for structural governance changes, however eventually cleanup of overlapping territory with Oak Hill Cemetery District could be addressed. Cemetery districts are uniquely related to their specific communities. Members of the Board of Trustees are often long- time residents with deep roots in the community. The care, appearance and operation of the cemetery is personally important to them because of family and friends. Regional Collaboration The Goleta Cemetery District currently does not collaborate with other districts or agencies. SPHERE OF INFLUENCE & BOUNDARIES The Sphere of Influence for the Goleta Cemetery District’s boundaries are coterminous with the District’s service area. The District has four parcels overlapping the Oak Hill Cemetery District; LAFCO of Santa Barbara County 75 CHAPTER THREE: B. GOLETA CEMETERY DISTRICT (APNs 081-120-002, 003, 008, & 016) however, all four are owned by the United States G overnment and no property taxes are collected. The current tax rate area (TRA) assignment relates to the Goleta Cemetery District. A simple cleanup of boundary could occur by removing it from the Oak Hill Cemetery 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. BOUNDARIES Jurisdictional Boundary Goleta Cemetery jurisdictional Goleta Cemetery’s existing boundary spans approximately 137.7 boundary spans 137.7 square miles square miles in size and covers 63,456 acres (parcels and with 84.4% being unincorporated and under the land use authority of including public rights-of-ways) of contiguous areas, with the County of Santa Barbara. slightly less than four-fiftieth in City of Goleta and City of Santa Barbara. Nearly 84.4% of the jurisdictional service boundary is unincorporated and under the land use authority of the County of Santa Barbara. The remaining portion of jurisdictional service lands approximately 15.6% of the total is incorporated and under the land use authority of the City of Goleta and/or City of Santa Barbara. Overall, there are 80,862 registered voters within the jurisdictional boundary. Goleta Cemetery District | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters Goleta Cemetery 63,456 100.0% 29,700 80,862 City of Goleta (5,075) (8.0%) (10,142) (22,667) City of Santa Barbara (4,816) (7.6%) (5,588) TBD Totals 63,456 100.0% 29,700 80,862 Goleta Cemetery 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 County of Santa Barbara 53,565 84.4% 29,700 58,195 City of Goleta 5,075 8.0% 10,142 (22,667) City of Santa Barbara 4,816 7.6% 5,588 TBD Totals 63,456 100.0% 1,107 80,862 Total assessed value (land and structure) is set at $28.9 billion as of April 2025, and translates to a per acre value ratio of $456,409. The former amount further represents a per capita value of $285,338 based on the estimated service population of 101,500. Goleta Cemetery District does receive annual property tax and charges for services revenue generated within its jurisdictional boundary with $710,000 and $200,000 dollars in annual taxes and charges respectively. 76 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: B. GOLETA CEMETERY DISTRICT The jurisdictional boundary is currently divided into 2 9,700 legal Close to 52.8% of the parcels and spans 63,456 acres consisting of public rig ht-of-way. jurisdictional boundary is under Approximately 52.8% of the parcel acreage is under private private ownership, and of this amount approximately 30.5% ownership with 30.5% having already been developed and/or has 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 531 vacant parcels that collectively total 1,934 acres. Goleta Cemetery District Formation, Revenues, Attributes, Types of Service, and Resources District Formation and Duties Formation Date 1910 Public Cemetery District Law, Health and Safety Code Legal Authority Section 9000 et seq. Three Trustees/Directors appointed by Board of Supervisors to Board of Directors four-year terms. Agency Duties Internment, burial, and cemetery maintenance services. POPULATION AND GROWTH Population Under the U.S. Census Bureau estimates for 2020 population of the Goleta Cemetery District boundary is estimated to be 101,500. 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 Santa Barbara unincorporated population as 78,320 by 2020. Between 2010 and 2020, the population of Santa Barbara unincorporated area increased by 11,104 people. In contrast, the County’s population increased by 5.7 percent between 2010 and 2020. Demographics for Goleta Valley are based on an age characteristic report prepared by SBCAG in 2017 and American Community Surveys. The U.S. Census Reporter also gives demographic data. These statistics are cited herein, which identified the largest age group represented in Goleta Valley as 21 to 59 group at 52.21 percent. Approximately 23.8 percent of the population was in the 60 or older years age group and 24.1 percent under the age of 20 group. LAFCO of Santa Barbara County 77 CHAPTER THREE: B. GOLETA CEMETERY DISTRICT According to the 2020 U.S. Census, approximately 45.1 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic group in Goleta Valley, comprised 27.9 percent of the total population. The third largest ethnic group reported as Asian at 10.3 percent. Projected Growth and Development The County’s General Plan serves as the Community’s vision for long-term land use, development and growth, and provides the community’s vision within the Planning Area. The County’s Eastern Goleta Community Plan was adopted in 2015, although the Housing Element is updated every 8 years in accordance with state regulations and spans the 2023-2031 planning period. The current County’s Housing Element (2023-2031) identifies an estimates 4 percent growth in the surrounding unincorporated East South Coast areas. The following population projections within Goleta Valley are based on the Department of Finance Table E5 estimate and SBCAG regional forecast. Table B-1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Goleta Cemetery N/A N/A 101,500 N/A N/A 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 also are defined as disadvantaged when the MHI falls below 80 percent. In 2025, the statewide MHI was $118,100, 80 percent of that is $94,480. The MHI for Goleta Valley was $105,109 in 2025, 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 a disadvantaged communities’ assessment was conducted 78 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: B. GOLETA CEMETERY DISTRICT based on requirements for water and wastewater needs or deficiency within a service area. The Environmental Protection Agency (EPA) has developed an Environmental Justice Screening and Mapping Tool Version 2.3 (EJScreen) that provides nationally consistent data combining environmental and demographic data related to the protection of public health and the environment. This Mapping Tool was evaluated for indicators to assist in identifying a disadvantaged community. Lastly, EPA has also developed an EnviroAtlas Interactive Map Tool in collaboration with EJScreen that overlays geospatial data and other resources related to ecosystem services, their chemical and non-chemical stressors, and human health to better understand human health and well-being, since these are closely tied to the environment, which provides benefits such as clean water, clean air, and protection from natural hazards. In combination a stronger representation of underserved communities can be identified that may be a leading indicator to health and well-being or precursor to DUC. In some cases, portions of the Goleta Cemetery District’s Sphere of Influence do qualify under the definition of disadvantaged community for the present and probable need for public facilities and services any areas contiguous to the Sphere of Influence as a disadvantaged community. As part of the larger Census tract including properties in the City of Goleta, County, Isla Vista, Goleta Cemetery District Formation, Revenues, Attributes, Types of Service, and Resources Attributes District area (est. square miles): Entire District 137.7 Population (2025 estimate): Entire District 101,500 Assessed Valuation (FY 23-24: District portion) $28,961,904,323 Endowment $1.58m Regular Financial Audits annual Annual Revenue Per Capita, Entire District (FY23-24) $14,020 Average Portion of County 1% Property Tax Received 0.002¢/$1 Ending Total Fund Balance (June 2023) $392,198 Change in Total Fund Balance (from June 2018 to June 2023) 10.2% Total Fund Balance/Annual Revenue Total (FY 22-23) 30.4% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing 2020 US Census 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. LAFCO of Santa Barbara County 79 CHAPTER THREE: B. GOLETA CEMETERY DISTRICT SERVICES Overview Goleta Cemetery District provides internments and burials services. The District is staffed by four (4) full-time staff. Approximately 100 internments are performed each year and participates in memorial day program each year. Cemetery Rates Burial: Standard (Casket) Burial Plot (Burial Right): $3300.00 Endowment Fee: $300.00 Internment Fee: $1,400.00 Vault/Liner-$928.07+ $71.93 (7.75% tax): $1,000.00 Total: $6,000.00 Out of District Fee: $2,000.00 Out of District TOTAL: $8,000.00 Cremation (Niche) Niche: $2,500.00 Endowment Fee: $200 TOTAL (Includes inurnment): $2,700 Out of District Fee: $2,000.00 Out of District TOTAL: $4,700.00 Cremation Cremation (In Ground-Small) Plot (Burial Right): $1,500.00 Endowment Fee: $200.00 Internment Fee: $900.00 TOTAL $2,600.00 80 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: B. GOLETA CEMETERY DISTRICT Out of District Fee $2,000.00 Out of District TOTAL: $4,600.00 Cremation (In Ground-Large) Plot (Burial Right): $2,000.00 Endowment Fee: $200.00 Internment Fee: $900.00 TOTAL $3,100.00 Out of District Fee $2,000.00 Out of District TOTAL: $5,100.00 Disinterment Fees Standard (Casket) Burial: $6,000.00 Cremation: $2,000.00 Niche: $2,000.00 (Disinterment includes forfeiture of Burial Rights to plot/niche) Markers Marker (Headstone) Setting Fee: $300.00 Cemetery Rules & Regulations The District has adopted the following rules and regulations: 1. District Office hours are 8:00 am to 4:30 pm; Monday through Friday. 2. Cemetery grounds are open Monday–Friday, 7 am–5 pm during Pacific Standard Time, and open Monday–Friday, 7 am–5:30 pm during Daylight Saving Time. On weekends and holidays, the grounds open at 8:00 am. 3. All visitors are expected to conduct themselves and their activities in a manner appropriate for a cemetery, as determined by the cemetery authority. 4. Consumption of alcoholic beverages is prohibited on cemetery property, per Chapter 36 LAFCO of Santa Barbara County 81 CHAPTER THREE: B. GOLETA CEMETERY DISTRICT of the Santa Barbara County Code. 5. Smoking (of any kind) is prohibited on cemetery property, per Chapter 37 of the Santa Barbara County Code. 6. No commercial or student photography of any kind will be permitted. 7. Amplified music is not permitted. 8. The recreational or commercial operation of drones is not permitted over cemetery grounds. 9. Pets must be on a leash and under control at all times. Pets, other than service animals, are not permitted on the grass; they are only allowed on paved areas. Waste is to be picked up and properly disposed. 10. All items left on the grounds will be picked up and removed by grounds staff on Wednesday mornings. 11. Anything of a permanent or semi-permanent nature not owned by the Cemetery District, (some examples being, but NOT limited to, trees, plants, shrubs, benches, memorial structures, planters) is not permitted on or near gravesites or on any District-owned property. Only one approved memorial marker (as described in these Rules and Regulations) is permitted on a gravesite. A site map of the Goleta Cemetery District is provided on the right. 82 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: B. GOLETA CEMETERY DISTRICT Types of Service s Broadband - Solid Waste - Vector Control - Cemetery X Healthcare - Other - Goleta Cemetery District Formation, Revenues, Attributes, Types of Service, and Resources Cemetery District Statistics Service Area/ Population Interments % Capacity Annual Endowment SOI Acreage served Per Year Budget ($) Fund ($) 63,456/ 101,500 100 80% $1,423,000 $1,583,000 0 Total Staffing Personnel Per 1,000 population Full time Operators 3 4 Emergency Operators 3 4 Administrative Personnel 1 2 Other District Staff 0 0 Goleta Cemetery District has a total of four (4) employees. Staffing Experience/Tenure (average) Years in Industry Year w/ District General Manager/CPO (1) 28 20 Maintenance Manager (1) 9 9 Maintenance Worker (1) 7 7 Maintenance Worker (1) 5 5 LAFCO of Santa Barbara County 83 CHAPTER THREE: B. GOLETA CEMETERY DISTRICT F INANCES T he 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 2021-2022 2022-2023 Amount % of Total Amount % of Total Property Taxes $655,665 68.1% $709,580 55.0% Charges for Services $156,283 16.3% $198,734 15.4% Burial Rights $211,900 22.0% $259,376 20.1% Investment income -$115,847 -12.0% $62,155 4.8% Intergovernmental Revenue $26,568 2.8% $27,508 2.1% Miscellaneous income $1,372 0.1% $1,869 0.2% Endowment Care $26,500 2.7% $29,900 2.4% Revenue total $962,441 100.0% $1,289,122 100.0% Source: Goleta Cemetery District, Financial Statements, June 30, 2022 and 2023, Statement of Revenues, Expenditures and Changes in Fund Balances – All Fund types. Fiscal Indicators Select fiscal indicators are shown graphically below. Over the past two fiscal years, the District’s expenditures have stabilized in comparison to its revenues. The slight increase in expenditures was primarily due to service and supplies and salaries. The District’s reserve balances are on the margin 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. GOLETA CEMETERY DISTRICT Fiscal Trends-Goleta Cemetery 5 4 3 2 1 0 2020-21 2021-22 2022-23 Revenue Expenditure Reserve 84 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA CHAPTER THREE: B. GOLETA CEMETERY DISTRICT This indicator addresses the extent to which property taxes covered Property Taxes expenses. Property taxes are the primary funding source for Cemetery Districts. Represented below a ratio of one or higher indicates that 0.8 the service is self-supporting. 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0 2019-20 2020-21 2021-22 2022-23 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 Year Operating Operating Revenues Expenditures Ratio 1 2018 $900,553 $ 1,240,750 0.7 2019 $1,026,031 $ 1,181,675 0.8 0.5 2020 $1,016,181 $ 796,072 1.2 2021 $1,054,930 $ 1,279,372 0.8 0 2022 $962,441 $ 871,388 1.1 2018 2019 2020 2021 2022 2023 2023 $1,289,122 $ 910,003 1.4 Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2020 2021 2022 2023 Trend Funded ratio (plan assets as a % of plan liabilities) 80.4% 77.6% 75.2% 74.8% Net liability, pension (plan liabilities - plan assets) $572,502 $710,513 $311,148 $544,869 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of 15.87% 2023 year of OPEB reporting plan liabilities) Net liability, OPEB $ 833,643 (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. LAFCO of Santa Barbara County 85 snoilliM ni tnuomA )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Coverage of Net Post-Employment Liabilities 5 0.3 4 0.25 0.2 3 0.15 2 0.1 1 0.05 0 0 2018 2019 2020 2021 2022 2023 2018 2019 2020 2021 2022 2023 Agency Assets (other than capital) $3,831,071 $3,638,696 $3.889,888 $3.662,242 $3,744,555 $4,119,024 Net Liabilities (pension & OPEB) $1,001,478 $981,060 $832,820 $989,174 $642,639 $833,643 CHAPTER THREE: B. GOLETA CEMETERY DISTRICT Pension Obligations and Payments The District provides pension benefits to eligible employees through cost sharing multiple- employer defined benefit pension plans administered by the Santa Barbara County Employees' Retirement System (SBCERS). Members of the pension plans include all permanent employees working full time, or at least 50%part time for the Goleta Cemetery District. As of January 1, 2013, Pian 8 is the only pension plan available to new employees. PEPRA made several changes to the pension benefits that may be offered to employees hired on or after January 1, 2013, including increasing minimum retirement ages, increasing the percentage required for member contributions, and excluding certain. types of compensation as pensionable. Pension plans provide benefits, in accordance with CERL regulations, upon retirement, disability or death of members. Retirement benefits are based on years of service, final average compensation, and retirement age. Employees terminating before accruing 5 years (or 10 years for Plan) of retirement service credit (5 or 10-year vesting) forfeit the right to receive retirement benefits unless they establish reciprocity with another public agency within the prescribed time period. Non-vested employees who terminate service are entitled to withdraw their accumulated contributions plus accrued interest. Employees who terminate service after earning 5 or 10 years of retirement service credit may leave their contributions on deposit and elect to take a deferred retirement. Contributions to the pension plan from the District were $116,476 for the year ended June 30, 2023. Active members are plan members who are currently accruing benefits and/or playing contributions into the applicable plan. As of the June 30, 2023, measurement date, the following current and former employees were covered by the benefit terms under the plan: General Plan 5A - 1 General Plan 8 – 3 OPEB Obligations and Payments The District sponsors healthcare coverage under the California Public Employees Medical and Hospital Care Act (PEMHCA), commonly referred to as PERS Health. PEMHCA provides health insurance through a variety of Health Maintenance Organization (HMO) and Preferred Provider Organization (PPO) options. The district contributes the full premium for the retired participant (not including the spouse or family). The contribution continues when the retiree is Medicare eligible. Those who retire directly from the District with at least 57 years in age and 10 years District service are eligible. In 86 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: B. GOLETA CEMETERY DISTRICT addition, the District pays the PEMHCA administrative fee. The District does not contribute dental, vision, and life benefits for retirees. As of the June 30, 2021, measurement date, the following current and former employees were covered by the benefit terms under the plan: - Retired employees – 3 - Active employees – 4 Enterprise Funding The District currently collects Charges for Services and rent, as property tax revenue is not sufficient to cover costs to provide burial services. The following chart shows a six-year trend based on the information provided. The graph below shows the current financial trend in thousands. This indicator provides a measurement of the agency’s expenditure over time. Cemetery, Capital-Expenditure 1 FB 0.5 0.8 0.43% 0.44% 0.45 0.4 0.6 0.35 0.4 0.3 Capital 0.2 0.25 0.2 0 2018 2019 20200.14% 2021 2022 2023 0.15 -0.2 0.12% 0.09% 0.1 0.062% -0.4 0.05 -0.6 0 Asset Maintenance and Repair The District’s budget presumably includes improvements through its Maintenance 7120 Fund and 7200 Fund. In FY 2023/2024, the District expended $86,000 and increased that to $110,000 for FY 2024/2025. Capital Improvements The District does not have a Capital Improvement Plan (CIP) at this time. Capital projects are likely considered during each budget adoption, as needed. LAFCO of Santa Barbara County 87 sdnasuohT ni tnuomA % a sa )yaltuo latipac( erutidnepxE ycnegA stsoc gnitarepo llarevo CHAPTER THREE: B. GOLETA CEMETERY DISTRICT Long-term Liabilities and Debts The District does not have any long-term debt. Opportunities for Shared Facilities The District does not currently share facilities with other agencies. Due to relative distance between the District and other communities, opportunities for shared facilities are limited. It is unlikely that a proposal would be feasible in the near future. ORGANIZATION Governance Goleta Cemetery District’s governance authority is established under the Public Cemetery District Law (“principal act”) and codified under Health & Safety Code Section 9000 et seq. This principal act empowers Goleta Cemetery District to provide powers of public cemetery district services. A list comparing active and latent powers follows. Active Service Powers Latent Service Powers - Internments and Burials - None - All others listed in Principal Act Governance of the Goleta Cemetery District is independently provided through its three-member Board of Trustees that are appointed by the Board of Supervisors to staggered four-year terms. Goleta Cemetery holds meetings on the second Tuesday of January, March, April, June, August, September, November, & December at District Office located at 44 South San Antonio Road, Santa Barbara, CA 93110 at 4:00 pm. A current listing of Board of Trustees along with respective backgrounds follows. Goleta Cemetery District | Current Governing Board Roster Member Position Background Years on District Terry Dressler Chair Retired APCD Manager 19 Gene Gellar Vice-Chair Retired Finance 6 Claudia Chyla Secretary Retired Bookkeeper 15 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 88 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: B. GOLETA CEMETERY DISTRICT 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. Goleta Cemetery District Website Checklist website accessed 7/25/25 http://www.goletacemetery.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: Goleta Cemetery is an independent board-governed District. Refer to http://www.goletacemetery.com for the required checklist items. LAFCO of Santa Barbara County 89 CHAPTER THREE: B. GOLETA CEMETERY DISTRICT Survey Results The table below includes a list of questions asked of area residents by LAFCO to assess if satisfactory healthcare, mosquito vector control, cemetery, housing mediation, broadband, school, solid waste, and harbor services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. Goleta Cemetery District Questionnaire Revenues, Types of Service, and Resources Goleta Cemetery District | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of - - - Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 2. Overall, are adequate staffing and equipment - - - provided with the level of Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 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 were knowledgeable, answer questions, - - - and were informative? No responses were provided by the public related to the Goleta Cemetery District at this time. 90 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE C. Guadalupe Cemetery District Administrative Office: 4655 W Main St., Guadalupe, CA 93434 Mailing Address: 4655 W Main St., Guadalupe, CA 93434 Office Hours: 9am – 12pm, Monday through Friday Phone: 805/343-1415 Fax: none Email: cemeteryguadalupe@gmail.com Website: www.guadalupecemetery.com General Manager: Vacant SUMMARY The Guadalupe Cemetery District provides operation and maintenance of a cemetery for the community of Guadalupe. The Guadalupe Cemetery District is located in northern Santa Barbara County. The boundaries cover a total of 41.5 square miles and include an estimated 8,851 residents (source: 2025 Department of Finance). 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 $3.08 per resident and maintains a fund balance to meet future needs. The District does have financial procedures in place to ensure the preparation of timely agency audits. The most recent audit by the District was for June 30, 2020. BACKGROUND Originally a Mexican land grant in 1840, the ownership of Rancho Guadalupe was acquired by Theodore LeRoy, who formed the layout of the community. The fertile lands and temperate climate attracted Swiss-Italian and Portuguese dairyman and farmers to the area. Spanish- Mexican, English, Scots, Irish, Jewish, and German merchants settled in the area and established their families. By the late 1860’s and 1870’s, the town of Guadalupe began to flourish and prosper. Later, Chinese, Japanese, and Filipinos settled in Guadalupe and further contributed to Guadalupe’s multicultural history. The Guadalupe Cemetery District overlaps the Cachuma Resource Conservation District, City of Guadalupe, Guadalupe Lighting District, Santa Maria Public Airport District, Santa Maria Valley Water Conservation District, County Service Areas 32 (Law Enforcement), Santa Barbara County Fire Protection District, Santa Barbara Mosquito and Vector Control District, North County Lighting District, and County Flood Control & Water Agency. LAFCO of Santa Barbara County 91 CHAPTER THREE: C. GUADLUPE CEMETERY DISTRICT 92 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: C. GUADLUPE CEMETERY DISTRICT The town was defined by a collection of lots, houses, businesses, a post office and two lodges: The Masonic Lodge, and The Independent Order of Odd F ellows (IOOF), which were formed in 1874. The lodges met in the two-story adobe (now long dismantled) and with about 100 families in town, the two lodges jointly purchased the property that became the cemetery. This land was soon in use for those who did not use the Catholic Cemetery on Point Sal Road. The two lodges shared expenses, record keeping, care of the grounds, and fee collection. By 1918 lodge members were moving to larger lodges in Santa Maria, and by 1920 they turned the cemetery over to the County of Santa Barbara. Today, the grounds are maintained by a foreman, and assistant, and office manager, and administered by a board of Trustees. The Guadalupe Cemetery is a well-known landmark in the Central Coast. Publications have noted the serene beauty of the cemetery, and visitors and photographers, both locally and from overseas, have admired the tall angel statues, small mausoleum, baby markers, and unique Japanese markers. A new flagpole dedicated in 2004 by American Legion Post 371 honors local veterans of all wars. OPERATIONS The Guadalupe Cemetery District is composed of six (6) part-time employees, including a Business Manager, one Office Assistant, one grounds supervisor, and three groundskeepers. The district is also in the process of building a volunteer program. The district is a cemetery and operates solely for that function. It includes internments, disinterment, landscape management, records custodial duties, management of financial transactions for the purchase of goods and services. All actions are performed in-house with the exception of financial tracking which is handles by the County of Santa Barbara’s Office of the Auditor Controller. The District Board of Directors is composed of five members who are appointed by the County Board of Supervisors to 4-year terms. The Board holds public meetings on the second Monday or Tuesday of each month at the District Office located at 4655 West Main Street, Guadalupe, CA 93434. OPPORTUNITIES & CHALLENGES The Guadalupe Cemetery District currently has 944 feet of road that need repaving. The district recently applied for a community grant to fund this project. The grounds maintenance crew is vigilant in its water conservation efforts, however, leaks to the irrigation system happen regularly and require diligence to avoid water loss and incur additional costs. LAFCO of Santa Barbara County 93 CHAPTER THREE: C. GUADLUPE CEMETERY DISTRICT In past years homelessness was a concern as staff had found an individual sleeping behind the c emetery border fence. In more recent years however, homelessness and vandalism on the cemetery grounds has not been an issue. The district will always face funding issues as the revenue brought in from annual internments is not enough to fund the operation of the cemetery. The district relies heavily on property tax allocations from the County of Santa Barbara. Governance Structure Options The opportunities for new governance structures in Guadalupe are small. The District is isolated from most other local agencies, limiting the potential for governmental structure options. The District has not identified any government structure options. LAFCO does not see the need for structural governance changes. Regional Collaboration The Guadalupe Cemetery District currently is a member of the California Association of Public Cemeteries. SPHERE OF INFLUENCE & BOUNDARIES The Sphere of Influence for the Guadalupe Cemetery District’s boundaries are coterminous with the District’s 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. BOUNDARIES Jurisdictional Boundary Guadalupe Cemetery jurisdictional The Guadalupe Cemetery District’s existing boundary spans boundary spans 41.5 square miles approximately 41.5 square miles in size and covers 26,221 acres with 97.4% being unincorporated and under the land use authority of (parcels and including public rights-of-ways) of contiguous the County of Santa Barbara. areas. Nearly 97.4% of the jurisdictional service boundary is unincorporated and under the land use authority of the County of Santa Barbara. The remaining portion of jurisdictional service lands approximately 2.6% of the total is incorporated and under the land use authority of the City of Guadalupe. Overall, there are 3,888 registered voters within the jurisdictional boundary. 94 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: C. GUADLUPE CEMETERY DISTRICT Guadalupe Cemetery District | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Accessor Parcel Acres Assessor Parcels Registered Voters Acres Guadalupe Cemetery District 26,221 100.0% 2,403 3,888 City of Guadalupe (683) (2.6%) (2,201) (3,841) Totals 26,221 100.0% 2,403 3,888 Guadalupe Cemetery 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 County of Santa Barbara 25,538 97.4% 202 47 City of Guadalupe 683 2.6% 2,201 (3,841) Totals 26,221 100.0% 2,403 3,888 Total assessed value (land and structure) is set at $829 million as of April 2025, and translates to a per acre value ratio of $31,649. The former amount further represents a per capita value of $93,762 based on the estimated service population of 8,851. Guadalupe Cemetery District does receive annual property tax revenue generated within its jurisdictional boundary with $157,181 dollars in annual taxes. The jurisdictional boundary is currently divided into 2,103 legal Close to 85% of the parcels and spans 26,221 acres consisting of public right-of-way. jurisdictional boundary is under Approximately 85% of the parcel acreage is under private private ownership, and of this amount approximately 40.4% ownership with 40.4% having already been developed and/or has 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 51 vacant parcels that collectively total 95 acres. Guadalupe Cemetery District Formation, Revenues, Attributes, Types of Service, and Resources District Formation and Duties Formation Date 1920 Health and Safety Code §8890 et seq Legal Authority Five Board Members elected to four-year terms through Board of Directors appointment by the County Board of Supervisors Agency Duties The District owns and maintains a public cemetery and provides burial services. LAFCO of Santa Barbara County 95 CHAPTER THREE: C. GUADLUPE CEMETERY DISTRICT P OPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2020 population of Guadalupe Cemetery District to be 8,546. 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. The Department of Finance population estimates Report E-5 for 2025 estimates the Guadalupe to be 8,851. Between 2010 and 2022, the population of Guadalupe increased by 1,464 people (17.1 percent; or 1.7 percent per year). There are approximately 1,912 households within the City. In contrast, County’s population increased by 5.7 percent between 2010 and 2022. Demographics for Guadalupe Cemetery District are based on an age characteristic report prepared by SBCAG in 2017 and American Community Surveys. These statistics are cited herein, which largely follow the City of Guadalupe identifying the largest age group represented in Guadalupe as 18 to 64 group at 55.5 percent. Approximately 8 percent of the population was in the 65 or older years age group and 36.5 percent in the under the age of 18 group. According to the 2020 U.S. Census, approximately 4.4 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the largest ethnic group in Guadalupe, comprised 91.9 percent of the total population. Projected Growth and Development The County’s General Plan serves as the Community’s vision for long-term land use, development and growth, and provides the community’s vision within the Planning Area. The County’s Community Plan was adopted in 2014, although the Housing Element is updated every 8 years in accordance with state regulations and spans the 2023-2031 planning period. The current County’s Housing Element (2023-2031) identifies an estimated growth rate of less than one (1) percent within Guadalupe. The following population projections within Guadalupe are based on the Department of Finance Table E5 estimate and SBCAG regional forecast. Table C-1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Guadalupe Cemetery District 7,080 7,266 8,546 9,309 9,660 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 E5 projections. 96 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: C. GUADLUPE CEMETERY DISTRICT Disadvantaged Unincorporated Comm unities 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 also are defined as disadvantaged when the MHI falls below 80 percent. In 2025, the statewide MHI was $118,100, 80 percent of that is $94,480. The MHI for Guadalupe area was $71,048 in 2025, 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 a disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. The Environmental Protection Agency (EPA) has developed an Environmental Justice Screening and Mapping Tool Version 2.0 (EJScreen) that provides nationally consistent data combining environmental and demographic data related to the protection of public health and the environment. This Mapping Tool was evaluated for indicators to assist in identifying a disadvantaged community. Lastly, EPA has also developed an EnviroAtlas Interactive Map Tool in collaboration with EJScreen that overlays geospatial data and other resources related to ecosystem services, their chemical and non-chemical stressors, and human health to better understand human health and well-being, since these are closely tied to the environment, which provides benefits such as clean water, clean air, and protection from natural hazards. In combination a stronger representation of underserved communities can be identified that may be a leading indicator to health and well-being or precursor to DUC. In all cases, the Guadalupe Cemetery District’s Sphere of Influence qualifies under the definition of disadvantaged community for the present and probable need for public facilities and services any areas contiguous to the Sphere of Influence qualify as a disadvantaged community. LAFCO of Santa Barbara County 97 CHAPTER THREE: C. GUADLUPE CEMETERY DISTRICT Guadalupe Cemetery District Formation, Revenues, Attributes, Types of Service, and Resources Attributes District area (est. square miles): Entire District 41.5 Population (2025 estimate): Entire District 8.851 Assessed Valuation (FY 23-24: District portion) $829,891,515 Endowment $17,914 Regular Financial Audits annual Annual Revenue Per Capita, Entire District (FY23-24) $3,083 Average Portion of County 1% Property Tax Received 0.02¢/$1 Ending Total Fund Balance (June 2024) $47,968 Change in Total Fund Balance (from June 2020 to June 2024) -658% Total Fund Balance/Annual Revenue Total (FY 23-24) 30.5% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing 2020 US Census 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. SERVICES Overview Guadalupe Cemetery District owns and maintains a public cemetery and provides internments and burial services. The District is staffed by six (6) part-time staff. Approximately 40-50 interments are performed each year, however during Covid, the number of internments was closer to 80 per year. The District also partners with veteran organizations to produce a short one-hour on-site program honoring those veterans buried on the property grounds for Memorial Day and Veterans Day and a Wreaths Across America ceremony in December each year. The cemetery has 1/3 of an acre currently undeveloped with expansion plans to include more burial plots and possible feature a nice wall for urns. The cemetery currently has 254 empty adult plots and 20 empty infant plots though the number is not indicative of the true capacity as the public has made requests for urns to be placed into a plot that already has a full casket. Should the cemetery rely on only on the open slots for burials and based on the annual rate of internments currently performed, the cemetery would reach capacity between 2029-2030. Plans are underway for the installation of a Columbarium to house urns in a niche wall. 98 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: C. GUADLUPE CEMETERY DISTRICT Cemetery Rules & Regulations The District has adopted the following rules and regulations: 1. Children must be under adult supervision at all times 2. Alcoholic beverages are not allowed 3. Respect for grave sites is expected at all times 4. Do not disturb headstones and fixtures 5. Do not walk sit, or climb on headstone markers 6. During a funeral service, please speak quietly 7. We are a no-witness burial cemetery 8. Dogs must be on a leash at all times 9. Drive slowly and carefully 10. Two installed vases are allowed per gravesite, and flowers will be removed when they wither. Flowers may be placed in the vases attached to the headstone marker or on the base of the headstone marker. 11. Jars, glass, breakable items, and candles may not be placed on the gravesite. 12. Flowers, shrubs, and trees may not be planted on cemetery grounds. 13. Fending of any type of material may not be placed around the headstone marker 14. Any objects that protrude into the grass-mowing area will be removed. 15. Any objects other than flowers will be removed. 16. Prior to ordering a headstone, visitors are advised to check with the staff in the District Office for appropriate size and approval 17. Clean-Up of the Cemetery Grounds occurs weekly throughout the year. Rates In District - Burials Full Burial up to 32” Full Burial over 32” Endowment Fund $374 Endowment Fund $430.10 Grave-Burial Rights $805 Grave-Burial Rights $925.75 Opening & Closing $529 Opening & Closing $925.75 Vault (small) $264.50 Vault (large) $575 Vault Sales Tax $21.85 Vault Sales Tax $42.55 Saturday Services $777 Saturday Services $893.55 Disinterment $4600 LAFCO of Santa Barbara County 99 CHAPTER THREE: C. GUADLUPE CEMETERY DISTRICT In District - Cremations Endowment Fund $430.10 Grave-Burial Rights $925.75 Opening & Closing $529 Vault (small) $264.50 Vault Sales Tax $21.85 Saturday Services $777 Out of District - Burials Full Burial up to 32” Full Burial over 32” Endowment Fund $374 Endowment Fund $430.10 Grave-Burial Rights $948 Grave-Burial Rights $1091.35 Opening & Closing $595.70 Opening & Closing $1091.35 Vault (small) $304 Vault (large) $576.15 Vault Sales Tax $24.32 Vault Sales Tax $46.09 Saturday Services $805 Saturday Services $805 Disinterment $5400 Out of District - Cremations Endowment Fund $430.10 Grave-Burial Rights $1091.35 Opening & Closing $595.70 Vault (small) $304 Vault Sales Tax $24.32 Saturday Services $805 A site map of the Guadalupe Cemetery District is provided below. 100 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: C. GUADLUPE CEMETERY DISTRICT Types of Serv ices Broadband - Solid Waste - Vector Control - Cemetery X Healthcare - Other - Guadalupe Cemetery District Formation, Revenues, Attributes, Types of Service, and Resources Cemetery District Statistics Service Area/ Population Interments % Capacity Annual Endowment SOI Acreage served Per Year Budget ($) Fund ($) 26,221/ 8,851 40-50 90% $309,783 $17,914 0 Total Staffing Personnel Per 1,000 population Business Manager 0 Grounds Supervisor 1 Groundskeeper 4 Office Assistant 2 Guadalupe Cemetery District has a total of six (6) part-time employees. Staffing Experience/Tenure (average) Years in Industry Year w/ District Business Manager n/a 0 Grounds Supervisor n/a 3 Grounds Keeper n/a 1.5 Grounds Keeper n/a 2 Grounds Keeper n/a 3 Office Assistant n/a 1 LAFCO of Santa Barbara County 101 CHAPTER THREE: C. GUADLUPE CEMETERY DISTRICT F INANCES T he 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 2022-2023 2023-2024 Amount % of Total Amount % of Total Property Taxes $138,275 63.7% $157,181 57.1% Intergovernmental $516 0.2% $531 0.2% Charges for Services $67,924 31.3% $106,960 38.8% Burial rights $9,600 4.4% $9,600 3.5% Investment income $932 0.4% $1,132 0.4% Revenue total $217,247 100.0% $275,404 100.0% Source: Guadalupe Cemetery District, Financial Status FIN Reporting, June 30, 2023 and 2024, Statement of Revenues, Expenditures and Changes in Fund Balances – All Fund types. Fiscal Indicators Select fiscal indicators are shown graphically below. Over the past six fiscal years, the District’s expenditures have increased in comparison to its revenues. The increase in expenditures was primarily due to salaries and benefits. The District’s reserve balances are on the margin to absorb relatively small revenue imbalances. The line graph below shows the current financial trend in thousands. These indicators provide a measurement of the agency’s financial condition over time. GUADALUPE CEMETERY DISTRICT Fiscal Trends-Guadalupe Cemetery 0.35 0.3 0.25 0.2 0.15 0.1 0.05 0 2021-22 2022-23 2023-24 Revenue Expenditure Reserve 102 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE sdnasuohT ni tnuomA CHAPTER THREE: C. GUADLUPE CEMETERY DISTRICT This indicator addresses the extent to which property taxes covered Property Taxes expenses. Property taxes are the primary funding source for Cemetery Districts. Represented below a ratio of one or higher indicates that 0.2 the service is self-supporting. 0.15 0.1 0.05 0 2020-21 2021-22 2022-23 2023-24 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 Year Operating Operating Revenues Expenditures Ratio 1 2019 $ 177,780 $ 168,263 1.0 2020 $ 202,954 $ 290,971 0.6 0.5 2021 $ 256,773 $ 262,977 0.9 2022 $ 261,449 $ 243,415 1.0 0 2023 $ 217,472 $ 257,316 0.8 2019 2020 2021 2022 2023 2024 2024 $ 275,440 $ 309,783 0.8 Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2021 2022 2023 2024 Trend Funded ratio (plan assets as a % of plan liabilities) 0% 0% 0% 0% Net liability, pension (plan liabilities - plan assets) $ 0 $ 0 $ 0 $ 0 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of 0% 2024 year of OPEB reporting plan liabilities) Net liability, OPEB $ 0 (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. LAFCO of Santa Barbara County 103 sdnasuohT ni tnuomA )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Coverage of Net Post-Employment Liabilities 1 1 0.8 0.8 0.6 0.6 0.4 0.4 0.2 0.2 0 0 2017 2018 2019 2020 2021 2022 2017 2018 2019 2020 2021 2022 Agency Assets (other than capital) $0 $0 $0 $0 $0 $0 Net Liabilities (pension & OPEB) $0 $0 $0 $0 $0 $0 C HAPTER THREE: C. GUADLUPE CEMETERY DISTRICT Pension Obligations and Payments T he District does not have any pension obligations. OPEB Obligations and Payments The District does not have any post-employment obligations. Enterprise Funding The District currently collects Charges for Services and rent, as property tax revenue is not sufficient to cover costs to provide services. The following chart shows a six-year trend based on the information provided. The graph below shows the current financial trend in thousands. This indicator provides a measurement of the agency’s expenditure over time. Cemetery, Capital-Expenditure 0.2 0.25 0.23% 0.18 0.16 0.2 0.14 0.12 0.15 0.1 0.11% 0.08 0.1 0.092% 0.06 0.04 0.05 0.02 Capital 0% 0% 0 0% 0 2019 2020 2021 2022 2023 2024 Asset Maintenance and Repair The District’s budget presumably includes improvements through its equipment maintenance Fund (7120). For FY 23-24 the district expended $6,684 and FY 23-24 was decreased to $4,338. Capital Improvements The District does not have a Capital Improvement Plan (CIP) at this time. Capital projects are likely considered during each budget adoption, as needed. 104 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE sdnasuohT ni tnuomA % a sa )secivres krap( erutidnepxE ycnegA stsoc gnitarepo llarevo CHAPTER THREE: C. GUADLUPE CEMETERY DISTRICT Long-term Liabilities and Debts The District does not have any long-term debt. Opportunities for Shared Facilities The District currently has an agreement with the Community Action Agency that leases an acre of land in the southwestern corner of the property to a pre-k school ORGANIZATION Governance Guadalupe Cemetery District’s governance authority is established under the Public Cemetery District Law (“principal act”) and codified under Health & Safety Code Section 9000 et seq. This principal act empowers Carpinteria Cemetery District to provide powers of public cemetery district services. A list comparing active and latent powers follows. Active Service Powers Latent Service Powers - Internments and Burials - None - All others listed in Principal Act Governance of the Guadalupe Cemetery District is independently provided through its five- member Board of Trustees that are appointed by the County Board of Supervisor four-year terms. The Guadalupe Cemetery District holds meetings on the second Monday or Tuesday of every month at the District Office located at 4655 W. Main St., Guadalupe, CA at 12:30 pm. A current listing of Board of Trustees along with respective backgrounds follows. Guadalupe Cemetery District | Current Governing Board Roster Member Position Background Years on District Albert Nunez President Retired; University 2 yrs Administrator Joice E Ragus Vice-President Retired, Non-Profit 4 yrs Director Raul Rodriguez Board Member Business Owner 3 yrs Teresita Herdzik Board Member Retired, Registered 2 yrs Nurse Rosie Garcia Board Member Community Volunteer 6 mos. LAFCO of Santa Barbara County 105 CHAPTER THREE: C. GUADLUPE CEMETERY DISTRICT W ebsite 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. Guadalupe Cemetery District Website Checklist website accessed 7/25/25 https://guadalupecemetery.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: Guadalupe Cemetery District is an independent board-governed District. Refer to https://guadalupecemetery.com/ for the required checklist items. 106 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: C. GUADLUPE CEMETERY DISTRICT Survey Results The table below includes a list of questions ask ed of area residents by LAFCO to assess if satisfactory healthcare, mosquito vector control, cemetery, housing mediation, broadband, school, solid waste, and harbor services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. Guadalupe Cemetery District Questionnaire Revenues, Types of Service, and Resources Guadalupe Cemetery District | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of - - - Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 2. Overall, are adequate staffing and equipment - - - provided with the level of Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 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 were knowledgeable, answer questions, - - - and were informative? No responses were provided by the public related to the Guadalupe Cemetery District at this time. LAFCO of Santa Barbara County 107 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 108 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE D. Lompoc Cemetery District Administrative Office: 600 South C Street, Lompoc, CA 93436 Mailing Address: P.O. Box 972, Lompoc, CA 93438 Phone: 805/735-1817 Fax: 805/735-4977 Email: randerberg@lcd.comcastbiz.net Website: www.lompoccemetery.com District Superintendent: Russell Anderberg SUMMARY The Lompoc Cemetery District provides operation and maintenance of a cemetery for the communities of Lompoc, Vandenberg Village, Mission Hills and Vandenberg Space Force Base. The Lompoc Cemetery District is located in northern Santa Barbara County. The boundaries cover a total of 386.6 square miles and include an estimated 58,094 residents (source: 2025 Department of Finance). 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 $18.07 per resident and maintains a fund balance to meet future needs. The District does have financial procedures in place to ensure the preparation of timely agency audits. BACKGROUND The Lompoc Cemetery District was formed in 1909. The Cemetery consists of 17 acres, 10 of which are currently used for internments. The District owns and operates the Cemetery as a special district in and for Santa Barbara County, State of California. It is governed by the District policy in accordance with sections of the California Health and Safety Code pertaining to Public Cemetery Districts. The Lompoc Cemetery District overlaps the City of Lompoc, Cachuma Resource Conservation District, Mission Hills Community Services District, Vandenberg Village Community Services District, Santa Rita Hills Community Services District, Santa Ynez River Water Conservation District, County Service Areas 32 (Law Enforcement), 4 (North Lompoc), & 41 (Rancho Santa Rita) , Santa Barbara County Fire Protection District, North County Lighting District, Santa Barbara Mosquito and Vector Control District, Santa Maria Public Airport District, Lompoc Healthcare District, and County Flood Control & Water Agency. LAFCO of Santa Barbara County 109 CHAPTER THREE: D. LOMPOC CEMETERY DISTRICT 110 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: D. LOMPOC CEMETERY DISTRICT OPERATIONS The Lompoc Cemetery District is composed of five (5) full-time employees and 1-2 part-time employees. The District coordinates internments. The District Board of Directors is composed of five members who are elected at-large to four- year terms. The Board meets the third Thursday of every month and the location is posted on the agenda. OPPORTUNITIES & CHALLENGES The Lompoc Cemetery District did not identify challenges related to cemetery services. Governance Structure Options The opportunities for new governance structures in Lompoc Valley are small. The District is isolated from most other local agencies, limiting the potential for governmental structure options. The District has not identified any government structure options. LAFCO does not see the need for structural governance changes. Regional Collaboration The Lompoc Cemetery District currently does not collaborate with other districts or agencies. SPHERE OF INFLUENCE & BOUNDARIES The Sphere of Influence for the Lompoc Cemetery District’s boundaries are coterminous with the District’s 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. BOUNDARIES Jurisdictional Boundary Lompoc Cemetery jurisdictional The Lompoc Cemetery District’s existing boundary spans boundary spans 386.6 square miles approximately 386.6 square miles in size and covers 243,264 with 97.4% being unincorporated and under the land use authority of acres (parcels and including public rights-of-ways) of contiguous the County of Santa Barbara. areas. Nearly 97.4% of the jurisdictional service boundary is unincorporated and under the land use authority of the County of Santa Barbara. The remaining portion of jurisdictional service lands approximately 2.6% of the total is incorporated and under LAFCO of Santa Barbara County 111 CHAPTER THREE: D. LOMPOC CEMETERY DISTRICT the land use authority of the City of Lompoc. Overall, there are 30,255 registered voters within t he jurisdictional boundary. Lompoc Cemetery District | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters Lompoc Cemetery 243,264 97.3% 16,410 30,255 District City of Lompoc (6,627) 2.7% (11,000) (21,688) Totals 243,264 100.0% 16,410 30,255 Lompoc Cemetery 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 County of Santa Barbara 236,637 97.3% 5,410 8,567 City of Lompoc 6,627 2.7% 11,000 (21,688) Totals 243,264 100.0% 16,410 30,255 Total assessed value (land and structure) is set at $6.7 billion as of April 2025, and translates to a per acre value ratio of $27,752. The former amount further represents a per capita value of $116,211 based on the estimated service population of 58,094. Lompoc Cemetery District does receive annual property tax revenue generated within its jurisdictional boundary with $543,837 dollars in annual taxes and charges for services at approximately $300,000 annually. The jurisdictional boundary is currently divided into 16,410 legal Close to 61% of the jurisdictional parcels and spans 243,164 acres consisting of public right-of-way. boundary is under private Approximately 61% of the parcel acreage is under private ownership, and of this amount approximately 47.7% has been ownership with 47.7% having already been developed and/or 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 186 vacant parcels that collectively total 525 acres. 112 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: D. LOMPOC CEMETERY DISTRICT Lompoc Cemetery District Formation, Revenues, Attributes, Types of Service, and Resources District Formation and Duties Formation Date 1909 Health and Safety Code §8890 et seq Legal Authority Five Board Members elected to four-year terms through Board of Directors appointment by the County Board of Supervisors Agency Duties The District owns and maintains a public cemetery and provides burial services. POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2020 population of Lompoc Valley to be 58,094. 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 Lompoc unincorporated population as 15,652 by 2020. Between 2010 and 2020, the population of Lompoc unincorporated area did not change. However, since 2010, the Lompoc valley estimated population has increased by 350 persons. In contrast, the County’s population increased by 5.7 percent between 2010 and 2020. Demographics for Lompoc Valley are based on an age characteristic report prepared by SBCAG in 2017 and American Community Surveys. These statistics are cited herein, which largely follow the City of Lompoc identifying the largest age group represented in Lompoc Valley as 18 to 64 group at 53.8 percent. Approximately 19.6 percent of the population was in the 65 or older years age group and 26.5 percent under the age of 18 group. According to the 2020 U.S. Census, approximately 48 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic group in Lompoc Valley, comprised 37.3 percent of the total population. Projected Growth and Development The County’s General Plan serves as the Community’s vision for long-term land use, development and growth, and provides the community’s vision within the Planning Area. The County’s LAFCO of Santa Barbara County 113 CHAPTER THREE: D. LOMPOC CEMETERY DISTRICT Community Plan was adopted in 2014, although the Housing Element is updated every 8 years in a ccordance with state regulations and spans the 2023-2031 planning period. The current County’s Housing Element (2023-2031) identifies an estimated growth rate of less than one (1) percent within Lompoc, which faces several constraints. The following population projections within Lompoc Valley are based on the Department of Finance Table E5 estimate and SBCAG regional forecast. Table D-1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Lompoc Cemetery n/a n/a 58,094 n/a n/a 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 E5 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 also are defined as disadvantaged when the MHI falls below 80 percent. In 2025, the statewide MHI was $118,100, 80 percent of that is $94,480. The MHI for Lompoc Valley was $91,075 in 2025, 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 a disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. The Environmental Protection Agency (EPA) has developed an Environmental Justice Screening and Mapping Tool Version 2.3 (EJScreen) that provides nationally consistent data combining environmental and demographic data related to the protection of public health and the environment. This Mapping Tool was evaluated for indicators to assist in identifying a disadvantaged community. Lastly, EPA has also developed an EnviroAtlas Interactive Map Tool in collaboration with EJScreen that overlays geospatial data and other resources related to ecosystem services, their chemical and non-chemical stressors, and human health to better understand human health and well-being, since these are closely tied to the environment, which provides benefits such as clean water, clean air, and protection from natural hazards. In combination a stronger representation of underserved communities can be identified that may be 114 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: D. LOMPOC CEMETERY DISTRICT a leading indicator to health and well-being or precursor to DUC. In some cases, the Lompoc Cemetery District’s Sphere of Influence qualifies u nder the definition of disadvantaged community for the present and probable need for p ublic facilities and services any areas contiguous to the Sphere of Influence qualify as a disadvantaged community. Lompoc Cemetery District Formation, Revenues, Attributes, Types of Service, and Resources Attributes District area (est. square miles): Entire District 386.6 Population (2025 estimate): Entire District 58,094 Assessed Valuation (FY 23-24: District portion) $6,751,191,906 Endowment $1,126,823 Regular Financial Audits annually Annual Revenue Per Capita, Entire District (FY23-24) $18,070 Average Portion of County 1% Property Tax Received 0.008¢/$1 Ending Total Fund Balance (June 2024) $1,403,835 Change in Total Fund Balance (from June 2019 to June 2024) 21.9% Total Fund Balance/Annual Revenue Total (FY 23-24) 133.7% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing 2020 US Census 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. SERVICES Overview Lompoc Cemetery District provides internments and burials services. The District is staffed by five (5) full-time staff and 1-2 part-time staff. Approximately 250 interments are performed each year. Cemetery Rules & Regulations The District has adopted the following rules and regulations: 1. The office hours of the cemetery shall be from 8:00 a.m. to 5:00 p.m. Monday through Friday. LAFCO of Santa Barbara County 115 CHAPTER THREE: D. LOMPOC CEMETERY DISTRICT 2 . The cemetery gates will be open 8:00 a.m. and closed at dark Monday through Saturday. Gate hours for Sunday and Holidays are from 10:00 a.m. till dark. 3. Visitors shall be allowed access to the grounds whenever the gates are open. 4. No person/persons, visiting the cemetery shall deposit any material therein (other than flowers), commit any type of waste, engage in unseemly conduct, or other activities detrimental to or inappropriate within the cemetery. 5. Flower containers must be approved at the cemetery office prior to being installed. No containers of glass, or cans having sharp edges will be permitted. Nonconforming containers will be removed. Approved containers are available at the office. 6. Headstones must be set at a surface flush with the lawn. Additional headstones on a single grave must be approved at the cemetery office. Headstones shall be a uniform size and shape for ground level installation. Temporary markers will not be allowed nor furnished by the Cemetery. 7. Headstones will be installed with a cement border and one flower vase on each side, unless otherwise indicated. The cemetery is not responsible for the damage to cement borders. 8. All flowers and decorations must be placed on top of concrete/headstone. No decorations will be allowed of any kind on grass or around the outside of the marker/headstone. There will also be a height limit of 2 feet. All decorations for niches will only be allowed in vase, no taped items or stickers will be permitted. Gravesites that are in the older section of the cemetery that do not have flower vases, potted plants or flowers on the grass will be permitted. Fencing around headstones is not allowed. All decorations in violation will be removed by cemetery staff. No exceptions. Memorial Day Holiday, flags placed on gravesites will be allowed. Lompoc Cemetery will not be responsible for items removed. 9. All gravesites sold in the cemetery shall be for burial purposed only. Any monuments, markers, or other matter, which may be undesirable because of size or conformity, may not be erected or planted within the confines of the cemetery. 10. All flowers, whether fresh cut or artificial, deposited within the cemetery will be removed on the first Wednesday of each month, except January and June. January because of the Christmas Holiday and June because of Memorial Day. Any items should be picked up the night before, or early that Wednesday. All items may be put back on gravesites late Wednesday afternoon. The cemetery will not be responsible for these items left on gravesites. The cemetery will not retain after removal such items as potted plants, baskets, containers, and similar items. Persons leaving such items within the cemetery assume the risk of loss. 11. All pets must be on a leash, and not allowed on the grass. 12. As of January 2008, Family members and all guests will have to remain behind the fifty-foot safety area during the lowering and burial process for adult burials, because of the use of heavy equipment. Families may stay close to gravesites for cremation and children burials. 116 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: D. LOMPOC CEMETERY DISTRICT 13. Saturday Service charges for a full burial $1, 200.00 , cremation and babies will be $600, and must conclude by 12:00 p.m. 14. All monies, internment permits, disinterment permits for Lompoc Cemetery District must either accompany remains or be in the Cemetery office prior to the Interment, Disinterment, or no burial or disinterment will be authorized. 15. Witnessing of marker settings is not allowed. 16. The Lompoc Cemetery District is using well water that has a high mineral content. Please be aware these mineral deposits will show up on the marker/headstones. Families will need to take care of the cleaning of these mineral deposits on markers/headstones. The Lompoc Cemetery District is not responsible for the cleaning of markers/headstones, but staff will help if asked or help if needed. 17. The consumption of alcohol if not permitted. 18. No amplified music. 19. All burial services have a one-hour time limit. Rates LAFCO of Santa Barbara County 117 CHAPTER THREE: D. LOMPOC CEMETERY DISTRICT 118 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: D. LOMPOC CEMETERY DISTRICT Types of Service s Broadband - Solid Waste - Vector Control - Cemetery X Healthcare - Other - Lompoc Cemetery District Formation, Revenues, Attributes, Types of Service, and Resources Cemetery District Statistics Service Area/ Population Interments % Capacity Annual Endowment SOI Acreage served Per Year Budget ($) Fund ($) 243,264/ 58,094 250 30% $1,049,785 $1,126,823 0 Total Staffing Personnel Per 1,000 population Full time Operators 3 4 Emergency Operators 3 4 Administrative Personnel 1 2 Other District Staff 1 0 Lompoc Cemetery District has a total of four (5) employees. Staffing Experience/Tenure (average) Years in Industry Year w/ District Groundskeeper 32 32 Groundskeeper 22 22 Superintendent 15 15 Groundskeeper Lead 2 2 Groundskeeper 1 1 Part time Groundskeeper 2 2 LAFCO of Santa Barbara County 119 CHAPTER THREE: D. LOMPOC CEMETERY DISTRICT F INANCES T he 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 2022-2023 2023-2024 Amount % of Total Amount % of Total Property Taxes $512,720 52.4% $543,837 51.8% Rental Income $8,641 0.8% $8,400 0.8% Charges for Services $228,119 23.3% $227,446 21.7% Burial rights $232,855 23.8% $188,840 18% Investment income -$6,610 -0.6% $79,469 7.5% Intergovernmental $1,847 0.1% $1,793 0.2% Revenue total $977,572 100.0% $1,049,785 100.0% Source: Lompoc Cemetery District, Financial Statements, June 30, 2023 and 2024, Statement of Revenues, Expenditures and Changes in Fund Balances – All Fund types. Fiscal Indicators Select fiscal indicators are shown graphically below. Over the past two fiscal years, the District’s expenditures have increased in comparison to its revenues. The increase in expenditures was primarily due to depreciation costs and repairs. The District’s reserve balances are on the margin to absorb relatively small revenue imbalances. The line graph below shows the current financial trend in thousands. These indicators provide a measurement of the agency’s financial condition over time. LOMPOC CEMETERY DISTRICT Fiscal Trends-Lompoc Cemetery 1.5 1 0.5 0 2021-22 2022-23 2023-24 Revenue Expenditure Reserve 120 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE sdnasuohT ni tnuomA CHAPTER THREE: D. LOMPOC CEMETERY DISTRICT This indicator addresses the extent to which property taxes covered Property Taxes expenses. Property taxes are the primary funding source for Cemetery Districts. Represented below a ratio of one or higher indicates that 0.56 the service is self-supporting. 0.54 0.52 0.5 0.48 0.46 0.44 0.42 2020-21 2021-22 2022-23 2023-24 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 Year Operating Operating Revenues Expenditures Ratio 1 2019 $ 803,346 $ 780,468 1.0 2020 $ 820,121 $ 669,595 1.2 0.5 2021 $ 922,123 $ 705,813 1.3 2022 $ 830,324 $ 869,875 0.9 0 2023 $ 977,572 $ 879,984 1.1 2019 2020 2021 2022 2023 2024 2024 $ 1,049,785 $ 1,136,970 0.9 Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2021 2022 2023 2024 Trend Funded ratio (plan assets as a % of plan liabilities) 0% 0% 0% 0% Net liability, pension (plan liabilities - plan assets) $ 0 $ 0 $ 0 $ 0 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of 0% 2024 year of OPEB reporting plan liabilities) Net liability, OPEB $ 0 (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. LAFCO of Santa Barbara County 121 sdnasuohT ni tnuomA )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Coverage of Net Post-Employment Liabilities 1 1 0.8 0.8 0.6 0.6 0.4 0.4 0.2 0.2 0 0 2017 2018 2019 2020 2021 2022 2017 2018 2019 2020 2021 2022 Agency Assets (other than capital) $0 $0 $0 $0 $0 $0 Net Liabilities (pension & OPEB) $0 $0 $0 $0 $0 $0 CHAPTER THREE: D. LOMPOC CEMETERY DISTRICT Pension Obligations and Payments The District participates in an individual retirement account (IRA). All employees of Lompoc Cemetery District are eligible. The account is administered through the American Funds. The plan commenced on January 1, 2007 provided for employer contributions of 10%. The Board of Trustees holds exclusive authority far amending contribution requirements. Total District's contributions to the plan amounted to $28,331, during the fiscal year ended June 30, 2024. OPEB Obligations and Payments The District does not have any post-employment obligations. Enterprise Funding The District currently collects Charges for Services and rent, as property tax revenue is not sufficient to cover costs to provide services. The following chart shows a six-year trend based on the information provided. The graph below shows the current financial trend in millions. This indicator provides a measurement of the agency’s expenditure over time. Cemetery, Capital-Expenditure 1.6 0.45 1.4 0.39% 0.4 0.35 1.2 1 0.3 0.26% 0.24% 0.25 0.8 0.2 0.6 0.15 0.14% 0.4 0.11% 0.1 0.08% 0.2 Capital 0.05 0 0 2019 2020 2021 2022 2023 2024 122 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA % a sa )secivres krap( erutidnepxE ycnegA stsoc gnitarepo llarevo CHAPTER THREE: D. . LOMPOC CEMETERY DISTRICT Asset Maintenance and Repair The District’s budget presumably includes improvements through its equipment maintenance Fund (7200). For FY 22-23 the district expend ed $70,000 and FY 23-24 was decreased to $65,000. Capital Improvements The District does not have a Capital Improvement Plan (CIP) at this time. Capital projects are likely considered during each budget adoption, as needed. Long-term Liabilities and Debts The District does not have any long-term debt other than compensated absences. Opportunities for Shared Facilities The District does not currently share facilities with other agencies. Due to relative distance between the District and other communities, opportunities for shared facilities are limited. It is unlikely that a proposal would be feasible in the near future. ORGANIZATION Governance Lompoc Cemetery District’s governance authority is established under the Public Cemetery District Law (“principal act”) and codified under Health & Safety Code Section 9000 et seq. This principal act empowers Carpinteria Cemetery District to provide powers of public cemetery district services. A list comparing active and latent powers follows. Active Service Powers Latent Service Powers - Internments and Burials - None - All others listed in Principal Act Governance of the Lompoc Cemetery District is independently provided through its five-member Board of Trustees that are appointed by the County Board of Supervisor four-year terms. Lompoc Cemetery District holds meetings on the third Wednesday of every month with the meeting location posted on the Friday before on the website along with the meeting agenda. A current listing of Board of Trustees along with respective backgrounds follows. LAFCO of Santa Barbara County 123 CHAPTER THREE: D. LOMPOC CEMETERY DISTRICT Lompoc Cemetery District | Current Governing Board Roster Member Position Background Years on District Kenneth D. Ostini Chairman Military/ Recreation 9 Services Randy B. McIntosh Vice-Chairman Roofing Contractor 8 Jules Hain Board Member Grocery Manager 3 months Carolyn Jones Board Member Office Manager 4 John Reigel Board Member Business Entrepreneur 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. Lompoc Cemetery District Website Checklist website accessed 7/25/25 https://lompoccemetery.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? 124 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: D. . LOMPOC CEMETERY DISTRICT The following criteria are recommended for a gency websites by a number of governance associations an d 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 Cemetery is an independent board-governed District. Refer to https://lompoccemetery.com/ for the required checklist items. Survey Results The table below includes a list of questions asked of area residents by LAFCO to assess if satisfactory healthcare, mosquito vector control, cemetery, housing mediation, broadband, school, solid waste, and harbor services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. Lompoc Cemetery District Questionnaire Revenues, Types of Service, and Resources Lompoc Cemetery District | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of - - - Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 2. Overall, are adequate staffing and equipment - - - provided with the level of Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 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 were knowledgeable, answer questions, - - - and were informative? No responses were provided by the public related to the Lompoc Cemetery District at this time. LAFCO of Santa Barbara County 125 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 126 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE E. Los Alamos Cemetery District Administrative Office: 4777 Drum Canyon Road, Los Alamos, CA Mailing Address: P.O. Box 702, Los Alamos, CA 93440 Phone: 805/ 344-4441 Fax: None Email: None Website: None Acting General Manager: Stan Giovanacci SUMMARY The Los Alamos Cemetery District owns and maintains a public cemetery and provides burial services. It provides internments throughout a service area of 159 square miles in west-central Santa Barbara County between north of Buellton and Santa Maria. It extends from State Route 135 on the west as the main access corridor and U.S. Highway 101 passes through the community in a northwest to southeast direction. 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 $25.74 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. BACKGROUND The Los Alamos Cemetery District was formed in 1920. It was formed for the primary purpose of maintaining a public cemetery and providing burial services. The Cemetery consists of 7 acres, 5 of which are currently used for internments and two-acres are not yet developed. Cemetery Districts are one of the oldest public agencies in the County. Los Alamos Cemetery District operates pursuant to the Public Cemetery District Law, Health and Safety Code Section 9000 et seq. Each district is governed by a Board of Trustees appointed by the Board of Supervisors. A general manager, in some districts called the office manager or superintendent, is responsible for administrative functions. The Los Alamos Cemetery District overlaps the San Antonio Basin Water District, County of Santa Barbara Fire Protection District, North County Lighting District, Cachuma RCD, Santa Barbara Mosquito and Vector Control District, Santa Maria Public Airport District, County Service Areas 32 (Law Enforcement), County Flood Control & Water Agency, and portions of Santa Maria Cemetery District. LAFCO of Santa Barbara County 127 CHAPTER THREE: E. LOS ALAMOS CEMETERY DISTRICT 128 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: E. LOS ALAMOS CEMETERY DISTRICT The District estimated it serves a population of 1,554 p eople. The District anticipates a growth rate of less than one (1) percent a year within its boundar ies in the coming years. In 2017, the Board of Supervisors voted 5-0 to approve a land exchange of two parcels of the same size, 0.09 acres, a hill swapped for flat land. This will result in an additional estimated 900 burial plots for the cemetery that was established in 1888. OPERATIONS Los Alamos Cemetery is composed of zero (0) employees, an acting General Manager/CPA assist will most functions. Volunteers sometimes help when needed. The District Board of Trustees is composed of three members who are appointed by the Board of Supervisors to staggered four-year terms. The Board meets quarterly at 420 Main Street, Los Alamos, CA 93440 at 4:00 pm. The District does not maintain a website. OPPORTUNITIES & CHALLENGES The Los Alamos Cemetery District indicates it needs a safer road and engineering/survey for a new section. They also express concerns regarding discontinuation of gas-powered mowers statewide, in that it will be affecting the agency on finding replacement equipment or increased expenses needing to install a charging station for equipment. The agency has offered community events, Memorial Day celebrations, open house for dia de los Muertos, Wreaths Across America, Veteran’s Day celebration, Outreach through Friends of Los Alamos Cemetery 501(C)(3). The establishment of a separate non-profit entity whose mission is to support the Los Alamos Cemetery District. Also, the improvements such as the automatic gate, beautiful stone signage and the upcoming new office thanks to the Friends of Los Alamos Cemetery 501(C)(3) The District also expressed concerns regarding their annual tax revenues received being approximately $20,000, which is much less than what is needed for maintaining the property. The District request review of the Los Alamos Cemetery District’s tax apportionment rate be compared to other agencies and an equitable funding and allocation of Santa Barbara county tax revenues be distributed. LAFCO of Santa Barbara County encourages the District to continue to keep pace with capacity needs and evaluate if staffing is needed, particularly if appropriate funding and tax reallocation becomes possible. LAFCO of Santa Barbara County 129 CHAPTER THREE: E. LOS ALAMOS CEMETERY DISTRICT G overnance Structure Options T he District is isolated from most other local agencies, limiting the potential for governmental structure options. Consideration in the past was given to consolidate however; local families have deep connections and historical ties to their cemetery. There are historic and heritage concerns as well as archaeological issues that are passed down through the generations having local knowledge. LAFCO does not see the need for structural governance changes, however eventually cleanup of overlapping territory with Santa Maria Cemetery District could be addressed. Cemetery districts are uniquely related to their specific communities. Members of the Board of Trustees are often long-time residents with deep roots in the community. The care, appearance and operation of the cemetery is personally important to them because of family and friends. Regional Collaboration The Los Alamos Cemetery District currently does not collaborate with other districts or agencies. SPHERE OF INFLUENCE & BOUNDARIES The Sphere of Influence for the Los Alamos Cemetery District’s boundaries are coterminous with the District service area. The District has seven parcels overlapping the Santa Maria Cemetery District; (APNs 101-040-023 & 024, 099-010-003, 051, 061, 062 & 095-030-009) however, only some are owned by the United States Government and have no property taxes are collected. Others are privately held. The current tax rate area (TRA) assignment relates to the both Los Alamos and Santa Maria Cemetery Districts. A simple cleanup of boundaries could occur by removing it from either Cemetery District’s service area. In addition, there are eight parcels (APNs 101-080-047, 069, 084, 085, 093, 092, 101-060-064, & 065 that create a white space between Los Alamos and Santa Maria Cemetery Districts. This area could be added (via SOI amendment and annexation) to the Los Almos Cemetery District and have their tax base allocated to Los Alamos Cemetery District. 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. BOUNDARIES Jurisdictional Boundary Los Alamos CSD jurisdictional Los Alamos Cemetery District’s existing boundary spans boundary spans 159 square miles with 100% being unincorporated approximately 159 square miles in size and covers 101,364 acres and under the land use authority of (parcels and excluding public rights-of-ways) of contiguous the County of Santa Barbara. areas. All 100% of the jurisdictional service boundary is unincorporated and under the land use authority of the County of Santa Barbara. Overall, there 130 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: E. LOS ALAMOS CEMETERY DISTRICT are 1,924 registered voters within the jurisdictional boundary. Los Alamos Cemetery Services | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters Los Alamos Cemetery 101,364 100.0% 1,071 1,924 Totals 101,364 100.0% 1,071 1,924 Los Alamos Cemetery Services | 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 101,364 100.0% 1,071 1,924 Totals 101,364 100.0% 1,071 1,924 Total assessed value (land and structure) is set at $786.6 million as of April 2025, and translates to a per acre value ratio of $7,760. The former amount further represents a per capita value of $481,413 based on the estimated service population of 1,634. Los Alamos Cemetery District receives $19,000 dollars in annual property tax revenue and $7,400 dollars in annual services charges generated within its jurisdictional boundary. The jurisdictional boundary is currently divided into 1,071 legal Close to 97.7% of the parcels and spans 101,364 acres including public right-of-ways. jurisdictional boundary is under Approximately 97.7% of the parcel acreage is under private private ownership, and of this amount approximately 59.6% ownership with 59.6% having already been developed and/or has 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 118 vacant parcels that collectively total 69 acres. Los Alamos Cemetery District Formation, Revenues, Attributes, Types of Service, and Resources District Formation and Duties Formation Date 1920 Public Cemetery District Law, Health and Safety Code Legal Authority Section 9000 et seq. Three Trustees/Directors appointed by Board of Supervisors to Board of Directors four-year terms. Agency Duties Internment, burial, and cemetery maintenance services. LAFCO of Santa Barbara County 131 CHAPTER THREE: E. LOS ALAMOS CEMETERY DISTRICT P OPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2020 population of Los Alamos to be 1,275. Census Tract 19.11 cover most of the cemetery territory estimates a population of 1,554. Santa Barbara County Association of Governments prepared a Regional Growth Forecast for 2010-2040 in 2012. The Forecast for 2050 completed in 2019 was for the Cities while the 2012 report included unincorporated communities by sub regions. That report used a conservative trend-base allocation methodology estimating the Solvang-Santa Ynez unincorporated population as 12,646 by 2020. In contrast, the County’s population increased by 5.7 percent between 2010 and 2020. Demographics for Los Alamos area are based on an age characteristics report prepared by SBCAG in 2017 and American Community Surveys and Census Tract 19.11. These statistics are cited herein, which identified the largest age group represented in Los Alamos region as 60 or older years of age group at 58.9 percent. Age 20 to 59 group was 37.9 percent. Approximately 3.2 percent of the population was under the age of 20 group. According to the 2020 U.S. Census, approximately 83.8 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic group in Los Alamos region, comprised 10.4 percent of the total population. Projected Growth and Development The County of Santa Barbara General Plan serves as the Community’s vision for long-term land use, development and growth, and provides the community’s vision within the Planning Area. The Community Plan was adopted in 2011, although the Housing Element is updated every 8 years in accordance with state regulations and spans the 2023-2031 planning period. The current County of Santa Barbara Housing Element (2023-2031) identifies an estimated growth rate of less than one (1) percent within Los Alamos Community Plan area. The following population projections are based on the Department of Finance Table E5 estimate and SBCAG regional forecast as a percentage of Solvang-Santa Ynez unincorporated projections. Table E-2. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Los Alamos Cemetery N/A N/A 1,554 2,087 3,769 County 423,895 441,963 451,840 501,500 513,300 * Assumes build-out of Los Alamos Community Plan. ** DOF Table E4 projections. Note: 2010 U.S. Census estimate included 3.9 sq mi. area of Los Alamos. (District service area is 1 sq mi. 132 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: E. LOS ALAMOS CEMETERY DISTRICT Disadvantaged Unincorporated Comm unities 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 also are defined as disadvantaged when the MHI falls below 80 percent. In 2025, the statewide MHI was $118,100, 80 percent of that is $94,480. The MHI for Los Alamos region was $75,236 in 2025, 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 a disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. The Environmental Protection Agency (EPA) has developed an Environmental Justice Screening and Mapping Tool Version 2.3 (EJScreen) that provides nationally consistent data combining environmental and demographic data related to the protection of public health and the environment. This Mapping Tool was evaluated for indicators to assist in identifying a disadvantaged community. Lastly, EPA has also developed an EnviroAtlas Interactive Map Tool in collaboration with EJScreen that overlays geospatial data and other resources related to ecosystem services, their chemical and non-chemical stressors, and human health to better understand human health and well-being, since these are closely tied to the environment, which provides benefits such as clean water, clean air, and protection from natural hazards. In combination a stronger representation of underserved communities can be identified that may be a leading indicator to health and well-being or precursor to DUC. In most cases, the Los Alamos Cemetery District’s Sphere of Influence does qualify under the definition of disadvantaged community for the present and probable need for public facilities and services. The MHI values however do indicate the community meets the definition. LAFCO of Santa Barbara County 133 CHAPTER THREE: E. LOS ALAMOS CEMETERY DISTRICT Los Alamos Cemetery District Formation, Revenues, Attributes, Types of Service, and Resources Attributes District area (est. square miles): Entire District 159 Population (2025 estimate): Entire District 1,554 Assessed Valuation (FY 23-24: District portion) $786,628,899 Endowment $69,000 Regular Financial Audits Annual Annual Revenue Per Capita, Entire District (FY 23-24) $25,740 Average Portion of County 1% Property Tax Received 0.002¢/$1 Ending Total Fund Balance (June 2023) $71,623 Change in Total Fund Balance (from June 2018 to June 2023) -8.4% Total Fund Balance/Annual Revenue Total (FY 22-23) 176% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing 2020 US Census 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. SERVICES Overview Los Alamos Cemetery District (LACSD) provides internments and burials services. The District has no staff professional services are provided by Certified Public Account acting as General Manager. The number of internments varies per year with estimated two (2) performed each year. Cemetery Rules & Regulations The District has adopted the following rules and regulations: 1. All graves are to be dug by cemetery employees and/or the field staff of the Los Alamos Cemetery District at such rates and charges to be determined by the District. 2. All charges arising from the sale of burial rights shall be paid in full to the Los Alamos Cemetery District by check or money order prior to the time of the burial. 3. All charges for the interment shall be paid in full at the time of applying for interment. 4. Absolutely no disinterment will be allowed without the express written consent of the District 5. Los Alamos Cemetery District will buy back gravesites at the original purchase price less 134 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: E. LOS ALAMOS CEMETERY DISTRICT the endowment paid. 6. Unauthorized entry on the Cemetery grounds after daylight hours is prohibited. Violators of this rule will be treated as trespassers and wi ll be prosecuted. 7. No funerals are to be held on Saturday afternoons, Sundays or legal holidays. There is an additional charge for a Saturday morning funeral (see current price list). Observers cannot be present during the burials. Arrangements for funerals must be made at least three (3) working days in advance. Legal holidays, Saturdays and Sundays are not considered working days. Legal holidays observed at the Los Alamos Cemetery are as follows: New Years Day Presidents Day (February) Memorial Day July 4th – Independence Day Labor Day Thanksgiving Day and the Friday following Christmas Eve and Christmas Day 8. The right created by the Certificate of Right to Burial consists solely of the right of interment. Burial lots are not to be used in any manner or for any other purpose. 9. There shall be no subdividing of any burial plot. 10. All headstones are to be set in a 26” X 4’ cement border flat in the ground in such position as the District may determine. Due to certain natural and artificial conditions on and in the land of the Los Alamos Cemetery District, the Los Alamos Cemetery District retains the absolute discretion to determine the proper placement of graves and headstones. 11. If any monument, marker or other structure or inscription thereon placed in or on any lot which the District determined offensive, improper or injurious to the appearance of the surrounding lots or cemetery grounds, the District retains the right and power to cause the removal of such offensive, improper or injurious inscription, monument, marker or structure. 12. Los Alamos Cemetery District cannot be held responsible for injuries to grave markers, monuments or structures after they are placed, due to vandalism, neglect or the effects of weather or time. 13. No person shall plant, cut or trim vegetation, nor place or erect any monument, or memorial stone or any other structure, bench or build or construct any foundation or form, grade, dig up or deposit any material of any kind on any burial lots on any portion of the cemetery without the express written consent of the District. 14. The District may remove any trees or shrubs, which, by reason of its roots, branches or otherwise, becomes harmful to any adjoining lots, walk, path or drive, in part or in whole. 15. These rules and regulations are subject to change without notice and such subsequent LAFCO of Santa Barbara County 135 CHAPTER THREE: E. LOS ALAMOS CEMETERY DISTRICT charges shall have full binding effect on the parties as if they were in existence at the creation of this document. 16. No assignment of any right to burial shall be effective without the express written consent of the Los Alamos Cemetery District. 17. The Cemetery gate will be open every day from 8:00 AM to 5:00 PM. 18. Funerals on Monday through Friday will be completed no later than 2:00 pm. Saturday morning till 12:00 pm. Funerals exceeding these time limits will be charged an overtime rate (see price list for all current price rates). 19. All temporary items left of the gravesites or surroundings will be removed monthly and discarded at the discretion of the District. Fee Structure 136 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: E. LOS ALAMOS CEMETERY DISTRICT A site map of the Los Alamos Cemetery District is provided below. Types of Services Broadband - Solid Waste - Vector Control - Cemetery X Healthcare - Other - Los Alamos Cemetery District Formation, Revenues, Attributes, Types of Service, and Resources Cemetery District Statistics Service Area/ Population Interments % Capacity Annual Endowment SOI Acreage served Per Year Budget ($) Fund ($) 101,364/ 1,554 0-2 50% $40,000 $69,000 0 LAFCO of Santa Barbara County 137 CHAPTER THREE: E. LOS ALAMOS CEMETERY DISTRICT Total Staffing Personnel Per 1,000 population Full time Personnel 0 3.0 Emergency Personnel 0 3.0 Administrative Personnel 1 1.22 Other District Staff 0 n/a Los Alamos Community Services has a total of zero (0) permanent employees and one (1) part-time employee. Staffing Experience/Tenure (average) Years in Industry Year w/ District General Manager/CPA (1) 25 10 Administrative Personnel (0) 0 0 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 2021-2022 2022-2023 Amount % of Total Amount % of Total Property Taxes $18,406 50.2% $19,317 47.4% Charges for Services $7,977 21.8% $7,420 18.2% Burial Rights $11,211 30.6% $9,607 23.6% Investment income -$3,088 -8.4% $1,210 3.0% Intergovernmental Revenue $68 0.2% $65 0.2% Miscellaneous income $0 0% $1,452 3.5% Endowment Care $2,084 5.6% $1,701 4.1% Revenue total $36,658 100.0% $40,772 100.0% Source: Los Alamos Community Services, Financial Statements, June 30, 2022 and 2023, Statement of Revenues, Expenditures and Changes in Fund Balances – All Fund types. 138 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: E. LOS ALAMOS CEMETERY 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 cost of Operations and Maintenance. The District’s reserve balances have sufficient funds to absorb relatively small revenue imbalances. The line graph below shows the current financial trend in thousands. These indicators provide a measurement of the agency’s financial condition over time. LOS ALAMOS CEMETERY Fiscal Trends-Los Alamos CSD 0.08 0.07 0.06 0.05 0.04 0.03 0.02 0.01 0 2020-21 2021-22 2022-23 Revenue Expenditure Reserve This indicator addresses the extent to which property taxes covered Property Taxes expenses for services. Property tax is the primary funding source for Cemetery Districts. Represented below a ratio of one or higher 0.0195 indicates that the service is self-supporting. 0.019 0.0185 0.018 0.0175 0.017 0.0165 2018-19 2019-20 2020-21 2021-22 2022-23 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 Year Operating Operating Revenues Expenditures Ratio 1 2018 $ 41,768 $ 28,505 1.4 2019 $ 33,313 $ 32,722 1.0 0.5 2020 $ 43,469 $ 30,301 1.4 2021 $ 26,057 $ 33,480 0.7 0 2022 $ 36,658 $ 38,322 0.9 2018 2019 2020 2021 2022 2023 2023 $ 40,772 $ 44,118 0.9 LAFCO of Santa Barbara County 139 dnasuohT ni tnuomA dnasuohT ni tnuomA CHAPTER THREE: E. LOS ALAMOS CEMETERY DISTRICT Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2020 2021 2022 2023 Trend Funded ratio (plan assets as a % of plan liabilities) 0% 0% 0% 0% Net liability, pension (plan liabilities - plan assets) $ 0 $ 0 $ 0 $ 0 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of 0% 2023 year of OPEB reporting plan liabilities) Net liability, OPEB $ 0 (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. Pension Obligations and Payments The District does not have any pension obligations. OPEB Obligations and Payments The District does not have any post-employment obligations. Governmental Activities Funding The District budget does not include park maintenance services in its budget. Over the last six years zero dollars have been allocated to maintenance. The following chart shows a six-year trend. The graph below shows the current financial trend in thousands. This indicator provides a measurement of the agency’s expenditure over time. 140 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Coverage of Net Post-Employment Liabilities 1.2 1 1 0.8 0.8 0.6 0.6 0.4 0.4 0.2 0.2 0 0 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 Agency Assets (other than capital) $0 $0 $0 $0 $0 $0 Net Liabilities (pension & OPEB) $0 $0 $0 $0 $0 $0 CHAPTER THREE: E. LOS ALAMOS CEMETERY DISTRICT Cemetery, Capital-Expenditure 0.1 0.025 0.09 FB 0.02% 0.08 0.02 0.07 0.06 0.015 0.05 0.04 0.01 0.03 0.02 0.005 0.01 Capital 0% 0% 0 0% 0% 0% 0 2018 2019 2020 2021 2022 2023 Asset Maintenance and Repair The District’s budget includes Equipment Maintenance 7363 Fund. In FY 2023/2024, the District expended $2,000. Capital Improvements The District does not have a Capital Improvement Plan (CIP) at this time. Capital projects are likely considered during each budget adoption, as needed. Long-term Liabilities and Debts The District does not have any long-term debt. Opportunities for Shared Facilities The District does not currently share facilities with other agencies. Due to relative distance between the District and other communities, opportunities for shared facilities are limited. It is unlikely that a proposal would be feasible in the near future. LAFCO of Santa Barbara County 141 sdnasuohT ni tnuomA )secivres noitaerceR & skraP( erutidnepxE ycnegA stsoc gnitarepo llarevo % a sa CHAPTER THREE: E. LOS ALAMOS CEMETERY DISTRICT O RGANIZATION Governance Los Alamos Cemetery District’s governance is established under the Public Cemetery District Law (“principal act”) and codified under Health & Safety Code Section 9000 et seq. This principal act empowers Los Alamos Cemetery District to provide powers of public cemetery district services. A list comparing active and latent powers follows. Active Service Powers Latent Service Powers - Internments and Burials - None - All others listed in Principal Act Governance of the Los Alamos Cemetery District is independently provided through its three- member Board of Trustees that are appointed by the Board of Supervisors to staggered four-year terms. Los Alamos Cemetery holds meetings quarterly at 420 Main Street, Los Alamos, CA 93440 at 4:00 pm. A current listing of Board of Trustees along with respective backgrounds follows. Los Alamos Cemetery | Current Governing Board Roster Member Position Background Years on District Michael Nicola President Real Estate 12 Mary Caldera Vice President Homemaker 12 Wendy Wergeles Trustee Horse Trainer 15 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. 142 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: E. LOS ALAMOS CEMETERY DISTRICT Los Alamos Cemetery District does not m aintain a website. Los Alamos Cemetery District Website Checklist website accessed 7/25/25 None Available 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: Los Alamos Cemetery is an independent board-governed District. Refer to None Available for the required checklist items. LAFCO of Santa Barbara County 143 CHAPTER THREE: E. LOS ALAMOS CEMETERY DISTRICT S urvey Results T he table below includes a list of questions asked of area residents by LAFCO to assess if satisfactory healthcare, mosquito vector control, cemetery, housing mediation, broadband, school, solid waste, and harbor services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. Los Alamos Cemetery District Questionnaire Revenues, Types of Service, and Resources Los Alamos Cemetery District | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of - - - Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 2. Overall, are adequate staffing and equipment - - - provided with the level of Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 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 were knowledgeable, answer questions, - - - and were informative? No responses were provided by the public related to Los Alamos Cemetery at this time. 144 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE F. Oak Hill Cemetery District Administrative Office: 2560 Baseline Avenue, Ballard, CA 93463 Phone: 805/ 688-4035 Fax: 805/ 693-8635 Email: Oakhillcemetery1@verizon.net Website: None General Manager: Charlie Herrera SUMMARY The Oak Hill Cemetery District, owns and maintains a public cemetery and provides burial services. It provides internments throughout a service area of 745 square miles to approximately 22,435 people located between the Santa Ynez Valley and eastern county line. The incorporated Cities of Buellton and Solvang are included within the District. The District’s is the same as its Sphere of Influence and there are no proposals for expansion. The District receives almost all of its financial support from property taxes and internment charges. The District maintains a reserve fund balance to meet future contingencies. LAFCO estimates the financial support at a rate of approximately $26.74 per resident. The District does have financial procedures in place to ensure the preparation of timely agency audits. BACKGROUND The Oak Hill Cemetery District was formed in 1914. It was formed for the primary purpose of maintaining a public cemetery and providing burial services. The Cemetery consists of 14.5 acres, of which the entire area is developed and currently used for internments. Cemetery Districts are one of the oldest public agencies in the County. Oak Hill Cemetery District operates pursuant to the Public Cemetery District Law, Health and Safety Code Section 9000 et seq. Each district is governed by a Board of Trustees appointed by the Board of Supervisors. A general manager, in some districts called the office manager or superintendent, is responsible for administrative functions. The Oak Hill Cemetery District overlaps the City of Solvang, City of Buellton, Santa Ynez CSD, Los Olivos CSD, Santa Barbara County Fire Protection District, Cachuma RCD, Santa Ynez River WCD, Santa Ynez River WCD Improvement District No. 1, County Service Areas 32 (Law Enforcement), Santa Barbara Mosquito and Vector Control District, small portion of Lompoc Health Care District, County Flood Control & Water Agency and its associated zones, portions of Goleta and Carpinteria Cemetery Districts. LAFCO of Santa Barbara County 145 CHAPTER THREE: F. OAK HILL CEMETERY DISTRICT 146 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. OAK HILL CEMETERY DISTRICT OPERATION S The Oak Hill Cemetery is composed of three (3) employees, a General Manager, and two grounds crew. The District Board of Trustees is composed of three members who are appointed by the Board of Supervisors to staggered four-year terms. The Board meets on the last Wednesday of each month at 2560 Baseline Avenue, Ballard, CA 93463 at 3:15 pm. The District does not maintain a website. OPPORTUNITIES & CHALLENGES The Oak Hill Cemetery District did not identify challenges related to services. Although, the District is primarily funded through property taxes and charges for services which can create challenges. LAFCO identified a number of overlapping parcels between the Goleta and Carpinteria Cemetery District that could be cleaned up to remove any confusion. Governance Structure Options The District has not identified any government structure options. LAFCO does not see the need for structural governance changes. The LAFCO enabling legislation indicates a multipurpose governmental agency, especially in urban areas, may be the best mechanism to account for community needs, financial resources and service priorities. Given the regional nature of the Oak Hill Cemetery District, it would not appear a legal or functional consolidation with other existing Santa Ynez Valley based local agencies would result in greater overall economy or efficiency in providing services to the community. LAFCO staff sees value in local agencies collaborating and exploring opportunities to improve delivery of municipal services. District is isolated from most other local agencies, limiting the potential for governmental structure options. Consideration in the past was given to consolidate however; local families have deep connections and historical ties to their cemetery. There are historic and heritage concerns as well as archaeological issues that are passed down through the generations having local knowledge. Regional Collaboration The Oak Hill Cemetery District currently does not collaborate with other districts or agencies. LAFCO of Santa Barbara County 147 CHAPTER THREE: F. OAK HILL CEMETERY DISTRICT SPHERE OF INFLUENCE & BOUNDARIES The Sphere of Influence for the Oak Hill Cemetery District’s boundaries are coterminous with the District’s service area. The District has four parcels overlapping the Goleta Cemetery District; (APNs 081-120-002, 003, 008, & 016) however, all four are owned by the United States Government and no property taxes are collected. The current tax rate area (TRA) assignment relates to the Goleta Cemetery District. A simple cleanup of boundary could occur by removing it from the Oak Hill Cemetery District service area. The District also overlaps the Carpinteria Cemetery District covering 144 parcels and approximately 620 acres. Land uses consist of recreational and open spaces and dry farm/ranch grazing lands. Most of the lands are owned by the United States Government and/or Public agency where no property taxes are collected part of TRA 062007. Others are privately held lands. A simple cleanup of boundary could occur by removing it from either the Oak Hill Cemetery District or Carpinteria Cemetery 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. BOUNDARIES Jurisdictional Boundary Oak Hill Cemetery jurisdictional The District’s existing boundary is comprised of two non- boundary spans 745 square miles with 95% being unincorporated and contiguous areas which span approximately 745 square miles. under the land use authority of the Nearly 95% of the area within the jurisdictional service boundary County of Santa Barbara. The remainder of the jurisdictional is unincorporated and under the land use authority of the either boundary lies within the Cities of the County of Santa Barbara or the federal government. Of the Buellton and Solvang. remaining portion of jurisdictional service lands, approximately 5% of the total is incorporated and under the land use authority of the two Cities of Buellton and Solvang. Overall, there are 18,671 registered voters within the jurisdictional boundary. Oak Hill Cemetery | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters Oak Hill Cemetery 472,183 100.0% 9,734 18,671 City of Buellton (838) (0.2%) (2,168) (3,822) City of Solvang (1,254) (0.3%) (2,365) (4,359) Los Olivos CSD (257) (0.05%) (384) (585) Santa Ynez CSD (875) (0.2%) (1,245) (2,590) Totals 472,183 100.0% 9,734 18,671 148 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. OAK HILL CEMETERY DISTRICT Oak Hill Cemetery | 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 470,091 99.5% 5,205 10,490 City of Buellton 838 0.2% 2,168 (3,822) City of Solvang 1,254 0.3% 2,361 (4,359) Totals 472,183 100.0% 9,734 18,671 Total assessed value (land and structure) is set at $8.3 billion as of April 2025, and translates to a per acre value ratio of $17,621. The former amount further represents a per capita value of $370,864 based on the estimated service population of 22,435. The District received $283,731 in fiscal year 2023-24 property tax revenue generated within its jurisdictional boundary. The jurisdictional boundary is currently divided into 9,734 legal Close to 38.5% of the parcels and spans 472,183 acres. The remaining jurisdictional jurisdictional boundary is under acreage consists of public right-of-ways. Approximately 38.5% of private ownership, and of this amount approximately 55.1% the parcel acreage is under private ownership with 55.1% having has 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 148 vacant parcels that collectively total 504 acres. Oak Hill Cemetery District Formation, Revenues, Attributes, Types of Service, and Resources District Formation and Duties Formation Date 1914 Public Cemetery District Law, Health and Safety Code Legal Authority Section 9000 et seq. Three Trustees/Directors appointed by Board of Supervisors to Board of Directors four-year terms. Agency Duties Internment, burial, and cemetery maintenance services. POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2020 population of Solvang-Santa Ynez CCD to be 22,690. An average population covering the Oak Hill Cemetery region was calculate at 22,435 people. In 2012 Santa Barbara County Association of Governments prepared a Regional Growth Forecast for LAFCO of Santa Barbara County 149 CHAPTER THREE: F. OAK HILL CEMETERY DISTRICT 2010-2040. The 2019 forecast for the year 2050 only included incorporated cities, while the 2012 r eport included unincorporated communities by sub regions. The 2012 report used a conservative trend-base allocation methodology estimating the Solvang-Santa Ynez unincorporated population as 12,646 by 2020. Between 2010 and 2020, the population of Solvang-Santa Ynez unincorporated area increased by 169 people (less than 1 percent per year). In contrast, the County’s population increased by 5.7 percent between 2010 and 2020. Demographics for the Solvang-Santa Ynez sub-region are based on an age characteristics report prepared by SBCAG in 2017 and American Communities Survey. Because Oak Hill Cemetery population aligns with these sub-regions, these statistics are cited herein, which identified the largest age group represented in Solvang-Santa Ynez sub-region as 21 to 59 group at46.4 percent. Approximately 31.8 percent of the population was in the 60 or older years age group and 21.8 percent under the age of 20 group. According to the 2020 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 the Oak Hill Cemetery region, comprised 21.8 percent of the total population. Projected Growth and Development The County of Santa Barbara General Plan serves as the Community’s vision for long-term land use, development and growth, and provides the community’s vision within the various Planning Areas. Each City adopts their own community plan. The unincorporated Community Plan was adopted in 2009, although the Housing Element is updated every 8 years in accordance with state regulations and spans the 2023-2031 planning period. The current County of Santa Barbara Housing Element (2023-2031) identifies an estimated growth rate of 1.2 percent within (Solvang-Santa Ynez unincorporated areas). The County’s General Plan covers the Santa Ynez Valley and surrounding areas. The following population projections within the District are based on the Department of Finance Table E5 estimate and SBCAG regional forecast. Table F-2. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Oak Hill Cemetery N/A N/A 22,435 N/A N/A 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 E5 projections. 150 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. OAK HILL CEMETERY DISTRICT Disadvantaged Unincorporated Comm unities 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 also are defined as disadvantaged when the MHI falls below 80 percent. In 2025, the statewide MHI was $118,100, 80 percent of that is $94,480. The average MHI for Oak Hill Cemetery territories was $106,800 in 2025 and a range of incomes from $58,684 in Los Padres National Forest area (Tract 18) to Tract 19.05 (Los Olivos area) at $142,094, which does not qualify the communities 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 a disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. The Federal Environmental Protection Agency (EPA) has developed an Environmental Justice Screening and Mapping Tool Version 2.3 (EJScreen) that provides nationally consistent data combining environmental and demographic data related to the protection of public health and the environment. This Mapping Tool was evaluated for indicators to assist in identifying a disadvantaged community. Lastly, EPA has also developed an EnviroAtlas Interactive Map Tool in collaboration with EJScreen that overlays geospatial data and other resources related to ecosystem services, their chemical and non-chemical stressors, and human health to better understand human health and well-being, since these are closely tied to the environment, which provides benefits such as clean water, clean air, and protection from natural hazards. In combination a stronger representation of underserved communities can be identified that may be a leading indicator to health and well-being or precursor to DUC. In some cases, the District’s Sphere of Influence does qualify under the definition of disadvantaged community for the community within Tracts 18 and 19.07 for the present and probable need for public facilities and services contiguous to the Sphere of Influence qualify as a disadvantaged community. LAFCO of Santa Barbara County 151 CHAPTER THREE: F. OAK HILL CEMETERY DISTRICT Oak Hill Cemetery District Formation, Revenues, Attributes, Types of Service, and Resources Attributes District area (est. square miles): Entire District 745 Population (2025 estimate): Entire District 22,435 Assessed Valuation (FY 23-24: District portion) $8,320,355,593 Endowment $654,559 Regular Financial Audits Annual Annual Revenue Per Capita, Entire District (FY 20-21) $22,743 Average Portion of County 1% Property Tax Received 0.003¢/$1 Ending Total Fund Balance (June 2024) $1,072,154 Change in Total Fund Balance (from June 2018 to June 2024) TBD% Total Fund Balance/Annual Revenue Total (FY 23-24) 180% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing 2020 US Census 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. SERVICES Overview Oak Hill Cemetery District provides internments and burials services. The District is staffed by three (3) full-time staff. Approximately 2 internments are performed each year and participates in ceremony program when volunteers are available each year. Cemetery Rules & Regulations The District has adopted the following rules and regulations: 1. All graves are to be dug by cemetery employees at the rates and charges as determined by the district. 2. All charges arising from the sale of burial rights shall be paid in full prior to the time of burial. 3. All charges for the opening and closing and seeding of graves shall be paid in full on or before the date of burial. 152 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. OAK HILL CEMETERY DISTRICT 4. Absolutely no disinterment will be allowed wi thout the express written consent of the District. 5. All funerals, upon reaching the cemetery, shall be under direct supervision and power of the Oak Hill Cemetery District. 6. Unauthorized entry on the cemetery grounds after daylight hours is prohibited. Violators will be treated as trespassers and will be prosecuted. 7. No funerals are to be held on Saturday afternoons, Sundays, or legal holidays. Legal holidays observed by Oak Hill Cemetery are New Year’s Day, President’s Day, Memorial Day, Veteran’s Day, July 4th, Labor Day, Thanksgiving and the Friday following Thanksgiving, the day before Christmas and Christmas Day. There is an additional charge for Saturday morning funerals. Arrangements for all funerals be made at least three full working days in advance. 8. The right created by the Certificate of Right to Burial consists solely of the right of interment. Burial plots are not to be used in any other manner or for any other purpose. 9. There shall be no subdividing of any burial plot. 10. Oak Hill Cemetery will buy back grave sites only at the discretion and approval of the Board of Trustees, and only at the original purchase price. 11. All headstones are to be set by Oak Jill Cemetery in a cement border in the ground in such positions as the District determines. Due to certain natural and artificial conditions on and in the land of Oak Hill Cemetery, the District retains the absolute discretion to determine the proper placement of graves and headstones. 12. All headstones, monuments or structures of any kind of any portion of the cemetery grounds shall be of such a design and appearance as approved by the District, and be placed so as not to interfere with any other lot path, walkway or drive within the cemetery. Oak Hill retains the right to request copies of any plans or drawings pertaining to the design and placement and any such marker, monument, or structure. 13. If any marker, monument, or structure, or any inscription thereon, is placed in the cemetery grounds that is deemed offensive, improper, or injurious to the appearance of the surrounding lots, the District retains the right and power to cause the removal of said marker, monument or structure. 14. Oak Hill Cemetery cannot be held responsible for damages to grave markers, monuments or structures after they are placed due to vandalism, neglect, or the effects of weather and time. 15. All flowers, artificial flowers, decorations and any loose items placed on graves will be disposed of at the discretion of the Oak Hill Cemetery. 16. No person shall plant, cut or trim any vegetation, nor place or erect any monument or memorial stone or any structure, or build or construct any foundation or form, grade, dig LAFCO of Santa Barbara County 153 CHAPTER THREE: F. OAK HILL CEMETERY DISTRICT up, or deposit any material of any kind on any burial plot on any portion of the cemetery grounds without the express written consent of the District. 17. Any tree or shrub on or around the grounds may be removed in part of in whole by the District as necessary. 18. No open flames allowed on the grounds. No Smoking allowed. No alcohol allowed. 19. These rules and regulations are subject to change without notice and any subsequent changes shall have full binding effect on all parties as if they were in existence at the creation of this document. 20. No assignment of any right to burial shall be effective without the express written consent of Oak Hill Cemetery. A site map of the Oak Hill Cemetery District is provided below. 154 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. OAK HILL CEMETERY DISTRICT Types of Servic es Broadband - Solid Waste - Vector Control - Cemetery X Healthcare - Other - Oak Hill Cemetery District Formation, Revenues, Attributes, Types of Service, and Resources Cemetery District Statistics Service Area/ Population Interments % Capacity Annual Endowment SOI Acreage served Per Year Budget ($) Fund ($) 472,183/ 22,435 0-2 30% $600,000 $654,559 0 Total Staffing Personnel Per 1,000 population Full time Operators 3 N/A Emergency Operators 3 N/A Administrative Personnel 1 0.04 Other District Staff 0 n/a Oak Hill Cemetery has a total of 3 permanent employees. Staffing Experience/Tenure (average) Years in Industry Year w/ District General Manager (1) 7 7 Grounds Manager (1) 40 40 Grounds Worker (1) 28 28 District Administrator (0) n/a n/a LAFCO of Santa Barbara County 155 CHAPTER THREE: F. OAK HILL CEMETERY DISTRICT F INANCES The District prepares an annual budget and monthly financial statements, which includes details for revenue and expenditures. District Revenues 2022-2023 2023-2024 Amount % of Total Amount % of Total Property Taxes $270,664 43.6% $283,731 47.7% Charges for Services $166,853 26.9% $174,389 29.3% $189,590 30.6% $114,530 19.2% Burial Rights -$8,216 -1.3% $21,582 3.6% Investment income $931 0.2% $905 0.2% Intergovernmental Revenue Revenue total $619,822 100.0% $595,137 100.0% Source: Oak Hill Cemetery, Financial Statements, June 30, 2023 and 2024, Statement of Revenues, Expenditures and Changes in Fund Balances – All Fund types. 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 due to costs related to salaries and supplies. The District’s reserve balances have dwindled over the years and may not have sufficient funds 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. OAK HILL CEMETERY Fiscal Trends-Oak Hill Cemetery 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0 2021-22 2022-23 2023-24 Revenue Expenditure Reserve 156 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA CHAPTER THREE: F. OAK HILL CEMETERY DISTRICT This indicator addresses the extent to which property taxes covered Property Taxes expenses. Property taxes are the primary funding source for Cemetery Districts. Represented below a ratio of one or higher indicates that 0.29 the service is self-supporting. 0.28 0.27 0.26 0.25 0.24 0.23 0.22 0.21 2020-21 2021-22 2022-23 2023-24 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 Year Operating Operating 1.2 Revenues Expenditures Ratio 2019 $TBD $ TBD 0 1.1 2020 $TBD $ TBD 0 1 2021 $556,575 $ 434,198 1.2 2022 $587,346 $ 471,824 1.2 0.9 2023 $619,822 $ 549,383 1.1 2019 2020 2021 2022 2023 2024 2024 $595,137 $ 581,578 1.0 Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2021 2022 2023 2024 Trend Funded ratio (plan assets as a % of plan liabilities) 75.1% 89.4% 83.9% 84.4% Net liability, pension (plan liabilities - plan assets) $406,460 $182,723 $302,953 $314,265 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of 0% 2024 year of OPEB reporting plan liabilities) Net liability, OPEB $ 0 (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. LAFCO of Santa Barbara County 157 snoilliM ni tnuomA )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Coverage of Net Post-Employment Liabilities 1.2 0.5 1 0.4 0.8 0.3 0.6 0.2 0.4 0.2 0.1 0 0 2019 2020 2021 2022 2023 2024 2019 2020 2021 2022 2023 2024 Agency Assets (other than capital) $TBD $TBD $865,651 $979,406 $1,046,430 $1,073,760 Net Liabilities (pension & OPEB) $380,226 $319,953 $406,460 $182,723 $302,953 $314,265 CHAPTER THREE: F. OAK HILL CEMETERY DISTRICT Pension Obligations and Payments The District provides pension benefits to eligible employees through cost sharing multiple- employer defined benefit pension plans administered by the Santa Barbara County Employees' Retirement System (SBCERS). Members of the pension plans include all permanent employees working full time, or at least 50%part time for the Oak Hill Cemetery District. As of January 1, 2013, Pian 8 is the only pension plan available to new employees. PEPRA made several changes to the pension benefits that may be offered to employees hired on or after January 1, 2013, including increasing minimum retirement ages, increasing the percentage required for member contributions, and excluding certain. types of compensation as pensionable. Pension plans provide benefits, in accordance with CERL regulations, upon retirement, disability or death of members. Retirement benefits are based on years of service, final average compensation, and retirement age. Employees terminating before accruing 5 years (or 10 years for Plan) of retirement service credit (5 or 10-year vesting) forfeit the right to receive retirement benefits unless they establish reciprocity with another public agency within the prescribed time period. Non-vested employees who terminate service are entitled to withdraw their accumulated contributions plus accrued interest. Employees who terminate service after earning 5 or 10 years of retirement service credit may leave their contributions on deposit and elect to take a deferred retirement. Contributions to the pension plan from the District were $68,032 for the year ended June 30, 2024. Active members are plan members who are currently accruing benefits and/or playing contributions into the applicable plan. As of the June 30, 2024, measurement date, the following current and former employees were covered by the benefit terms under the plan: General Plan 5A - 2 General Plan 8 – 1 OPEB Obligations and Payments As of June 30 2024, the District does not offer any other postemployment benefits. Enterprise Funding The District currently collects Charges for Services and rent, as property tax revenue is not sufficient to cover costs to provide burial services. The following chart shows a four-year trend based on the information provided. The graph below shows the current financial trend in thousands. This indicator provides a measurement of the agency’s expenditure over time. 158 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. OAK HILL CEMETERY DISTRICT Cemetery, Capital-E xpenditure 0.14 0.09 0.08% 0.12 0.08 0.1 0.07 0.08 0.06 0.06 0.05 FB 0.04 0.04 0.02 0.03 Capital 0 0.02 2018 2019 2020 2021 2022 2023 -0.02 0.01 0% 0% -0.04 0% 0% 0% 0 Asset Maintenance and Repair The District’s budget presumably includes improvements through its Maintenance 7120 Fund and 7200 Fund. In FY 2023/2024, the District expected to spend $30,600 and decreased that to $28,700 for FY 2024/2025. Capital Improvements The District does not have a Capital Improvement Plan (CIP) at this time. Capital projects are likely considered during each budget adoption, as needed. Long-term Liabilities and Debts The District does not have any long-term debt. Opportunities for Shared Facilities The District does not currently share facilities with other agencies. Due to relative distance between the District and other communities, opportunities for shared facilities are limited. It is unlikely that a proposal would be feasible in the near future. Fee Structure Traditional Burial Burial Space $2,000.00 Internment Fee $1,700.00 TOTAL COST $3,700.00 LAFCO of Santa Barbara County 159 sdnasuohT ni tnuomA % a sa )yaltuo latipac( erutidnepxE ycnegA stsoc gnitarepo llarevo CHAPTER THREE: F. OAK HILL CEMETERY DISTRICT Cremation/Infant Burial IN GROUND: Burial Space $2,000.00 (Holds 2 remains) Inurnment Fee $800.00 per urn TOTAL COST $2,800 ABOVE GROUND Niche Inurnment $2,000.00 (Holds 2 remains) Inurnment Fee$800 per urn TOTAL COST $2,800.00 Out of District Non-Resident Fee Additional fee for all Internments/Inurnments $1,000.00 Saturday Service Saturday Service Fee $1,000.00 Marker Setting Fee All Stones $300.00 Disinterment Full Disinterment $3,000.00 Forfeit of burial space ORGANIZATION Governance The District’s governance is established under the Public Cemetery District Law (“principal act”) and codified under Health & Safety Code Section 9000 et seq. This principal act empowers Oak Hill Cemetery District to provide powers of public cemetery district services. A list comparing active and latent powers follows. Active Service Powers Latent Service Powers - Internments and Burials - None - All others listed in Principal Act Governance of the Oak Hill Cemetery District is independently provided through its three- member Board of Trustees that are appointed by the Board of Supervisors to staggered four-year terms. Oak Hill Cemetery holds meetings on last Wednesday every month at District Office located at 2560 Baseline Avenue, Ballard, CA 93463 at 3:15 pm. A current listing of Board of Trustees along with respective backgrounds follows. 160 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. OAK HILL CEMETERY DISTRICT Oak Hill Cemetery | Current Governing Board Roster Member Position Background Years on District Allan Jones President Real Estate 11 Art Kaslow Trustee Dentist 7 Art Knight Trustee Retired Deputy Sheriff 20 Website Transparency The table, below and 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 regular meeting 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. Oak Hill Cemetery District does not maintain a website. Oak Hill Cemetery District Website Checklist website accessed 7/25/25 None Available 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 §6270.5 posted it to website? X 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 161 CHAPTER THREE: F. OAK HILL CEMETERY 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: Oak Hill Cemetery is an independent board-governed District. Refer to None Available for the required checklist items. Survey Results The table below includes a list of questions asked of area residents by LAFCO to assess if satisfactory healthcare, mosquito vector control, cemetery, housing mediation, broadband, school, solid waste, and harbor services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. Oak Hill Cemetery District Questionnaire Revenues, Types of Service, and Resources Oak Hill Cemetery District | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of - - - Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 2. Overall, are adequate staffing and equipment - - - provided with the level of Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 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 were knowledgeable, answer questions, - - - and were informative? No responses were provided by the public related to Oak Hill Cemetery District at this time. 162 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE G. Santa Maria Cemetery District Administrative Office: 1501 S. College Dr., Santa Maria, CA 93455 Mailing Address: P.O. Box 684, Santa Maria, CA 93455 Phone: 805/925-4595 Fax: 805/928-9665 Email: info@santamariacemetery.com Website: www.santamariacemetery.com District Manager: Brendan Hannegan SUMMARY The Santa Maria Cemetery District oversees the maintenance and operations of its cemetery. It provides ground burial, inurnment of cremated remains, mausoleum, and niche & urn vault burial. The Santa Maria Cemetery District is located in northern Santa Barbara County. The boundaries cover a total of 142 square miles and include an estimated 141,307 residents (source: 2025 Department of Finance). 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 $19.42 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. BACKGROUND The I.O.O.F. and F. & A.M. Cemetery was started July 9, 1883 by the I.O.O.F. Lodge in conjunction with the F.& A.M. Lodge. At that time the property was considered to be outside of the downtown area far enough that it wouldn't be in the way of planned growth. The town was already encroaching on a cemetery that was started in 1872 called Thornburg-Jones Cemetery. In 1884 the Thornburg-Jones Cemetery was moved to the new I.O.O.F. and F.& A.M. location. Removal of all remains was completed by 1886. The Santa Maria Cemetery District was established August 6, 1917, in response to a petition signed by the required number of qualified electors in the District. The Cemetery was organized as a Special District in and for the County of Santa Barbara. The Santa Maria Cemetery District overlaps the City of Santa Maria, Cachuma RCD, Santa Maria Public Airport District, Santa Maria Valley Water Conservation District, portions of the North County Lighting District, Laguna County Sanitation District, Santa Barbara County Fire Protection District, San Antonio Basin Water District, Santa Barbara Mosquito and Vector Control District, County Service Area 5 (Orcutt) and 32 (Law Enforcement), County Flood Control & Water Agency. A portion overlaps the Los Alamos Cemetery District. LAFCO of Santa Barbara County 163 CHAPTER THREE: G. SANTA MARIA CEMETERY DISTRICT 164 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: G. SANTA MARIA CEMETERY DISTRICT The District estimated it serves a population of 141,307 people, with 112,208 living within City of Samta Maria and approximately 31,284 in Orcutt. The District anticipates a growth rate of less than 1 percent a year within its boundaries. OPERATIONS The Santa Maria Cemetery District is composed of seven (7) full-time and one (1) part-time employee. The General Manager oversees operations. The Grounds Manager and six other grounds crew members assist in maintenance and burial services. These services include ground burial, inurnment of cremated remains, mausoleum, and niche & urn vault burials. The District Board of Trustees is composed of five members who are appointed to four- year terms. The Board meets the second Monday of every month at the District Office located at 1501 S. College Dr., Santa Maria 93455 at 9:00 a.m. The District maintains a website which includes a list of members of the Board of Directors, agendas of upcoming meetings, archived minutes, budgets, and audits. OPPORTUNITIES & CHALLENGES The Santa Maria Cemetery District did not identify challenges related to cemetery services. Governance Structure Options The opportunities for new governance structures in the Santa Maria Valley are small. The District is isolated from most other local agencies, limiting the potential for governmental structure options. The District has not identified any government structure options. LAFCO does not see the need for structural governance changes. however eventually cleanup of overlapping territory with Los Alamos Cemetery District could be addressed. Cemetery districts are uniquely related to their specific communities. Members of the Board of Trustees are often long-time residents with deep roots in the community. The care, appearance and operation of the cemetery is personally important to them because of family and friends. Regional Collaboration The Santa Maria Cemetery District currently does not collaborate with other districts or agencies. SPHERE OF INFLUENCE & BOUNDARIES The Sphere of Influence for the Santa Maria Cemetery District’s boundaries are coterminous with the District’s service area. The District has seven parcels overlapping the Los Alamos Cemetery LAFCO of Santa Barbara County 165 CHAPTER THREE: G. SANTA MARIA CEMETERY DISTRICT District; (APNs 101-040-023 & 024, 099-010-003, 051, 061, 062 & 095-030-009) however, only some are owned by the United States Government and have no property taxes are collected. Others are privately held. The current tax rate area (TRA) assignment relates to the both Los Alamos and Santa Maria Cemetery Districts. A simple cleanup of boundaries could occur by removing it from either Cemetery District’s service area. In addition, there are eight parcels (APNs 101-080-047, 069, 084, 085, 093, 092, 101-060-064, & 065 that create a white space between Los Alamos and Santa Maria Cemetery Districts. This area could be added (via SOI amendment and annexation) to the Santa Maria Cemetery District and have their tax base allocated to Santa Maria Cemetery District. 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. BOUNDARIES Jurisdictional Boundary Santa Maria Cemetery District Santa Maria Cemetery District’s existing boundary spans jurisdictional boundary spans 142 square miles with 85% being approximately 142 square miles in size and covers 86,478 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 Santa jurisdictional boundary lies within Maria. Nearly 85% of the jurisdictional service boundary is the City of Santa Maria. unincorporated and under the land use authority of the County of Santa Barbara. The remaining portion of jurisdictional service lands approximately 15% of the total, is incorporated and under the land use authority of the City of Santa Maria. Overall, there are 69,343 registered voters within the jurisdictional boundary. Santa Maria Cemetery | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters SM Cemetery 86,478 100.0% 38,477 69,343 City of Santa Maria (12,902) (15%) (24,691) (46,979) Totals 86,478 100.0% 38,477 69,343 Santa Maria Cemetery | 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 73,576 85.0% 13,786 22,364 City of Santa Maria 12,902 15.0% 24,691 46,979 Totals 86,478 100.0% 38,477 69,343 Total assessed value (land and structure) is set at $17.8 billion as of April 2025, and translates to a per acre value ratio of $206,667. The former amount further represents a per capita value of 166 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: G. SANTA MARIA CEMETERY DISTRICT $80,674 based on the estimated service population of 141,307. Santa Maria Cemetery District receives $1.1 million dollars in annual property tax and charges for services at approximately $1.4 million dollars in annual revenue generated within its jurisdictional boundary. The jurisdictional boundary is currently divided into 38,477 legal Close to 50% of the parcels and spans 86,478 acres. The remaining jurisdictional jurisdictional boundary is under acreage consists of public right-of-ways. Approximately 50% of private ownership, and of this amount approximately 35% has the parcel acreage is under private ownership with 35% 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 710 vacant parcels that collectively total 707 acres. Santa Maria Cemetery District Formation, Revenues, Attributes, Types of Service, and Resources District Formation and Duties Formation Date 1917 Public Cemetery District Law, Health and Safety Code Legal Authority Section 9000 et seq. Five Trustees/Directors appointed by Board of Supervisors to Board of Directors four-year terms. Agency Duties Internment, burial, and cemetery maintenance services. POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2020 population of Santa Maria to be 112,208. The 2020 population of the Santa Maria CCD to be 144,557. In 2012 Santa Barbara County Association of Governments prepared a Regional Growth Forecast for 2010-2040. The 2019 forecast for the year 2050 only included incorporated cities, while the 2012 report included unincorporated communities by sub regions. The 2012 report used a conservative trend-base allocation methodology estimating the Santa Maria unincorporated population as 32,751 by 2020. Between 2010 and 2020, the population of Santa Maria Valley unincorporated area increased by 14 people (less than 1 percent per year). In contrast, the County’s population increased by 5.7 percent between 2010 and 2020. Demographics for the Santa Maria CCD are based on an age characteristics report prepared by SBCAG in 2017 and American Communities Survey. Because Santa Maria Cemetery population LAFCO of Santa Barbara County 167 CHAPTER THREE: G. SANTA MARIA CEMETERY DISTRICT aligns with these sub-regions, these statistics are cited herein, which identified the largest age group represented in Santa Maria CCD as 20 to 59 group at 46.7 percent. Approximately 29 percent, respectively of the population was in the 60 or older years age group and 24.2 percent in the 0 to 19 group. According to the 2020 U.S. Census, approximately 50.8 percent of the total population identified themselves as non-Hispanic white within the Santa Maria CCD. The Hispanic population, which is the second largest group in the CCD, comprised 43.1 percent of the total population. Projected Growth and Development The City of Santa Maria General Plans serves as the respective City’s vision for long-term land use, development and growth, and provides the City’s vision within its Planning Area. The City of Santa Maria is currently underway with a General Plan update with the intent to complete it over the next year, although the Housing Element is updated every 8 years in accordance with state regulations and spans the 2023-2031 planning period. The current City of Santa Maria Housing Elements (2023-2031) identifies from 2000 to 2010, a population growth rate of 2.9%. The City growth was slowing to an average annual growth rate of 0.74% between 2010 and 2020. Based on the 2050 Regional Growth Forecast (SBCAG 2018), there is a projected decrease in City growth rates over time, with a projected annual growth rate of 0.9% from 2025 to 2040. The County’s Housing Element, covering the same period estimates less than 1.5 percent growth in the surrounding unincorporated areas. The County’s General Plan covers the Santa Maria Valley and surrounding areas. The following population projections within the Cities are based on the Department of Finance Table E5 estimate and SBCAG regional forecast. Table G-2. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Santa Maria Cemetery n/a n/a 141,307 n/a n/a City of Santa Maria 99,553 103,090 107,407 135,071 141,529 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 E5 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 168 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: G. SANTA MARIA CEMETERY DISTRICT 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 also are defined as disadvantaged when the MHI falls below 80 percent. In 2025, the statewide MHI was $118,100, 80 percent of that is $94,480. The average MHI for Santa Maria CCD was $89,313 in 2025, 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 a disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. The Environmental Protection Agency (EPA) has developed an Environmental Justice Screening and Mapping Tool Version 2.3 (EJScreen) that provides nationally consistent data combining environmental and demographic data related to the protection of public health and the environment. This Mapping Tool was evaluated for indicators to assist in identifying a disadvantaged community. Lastly, EPA has also developed an EnviroAtlas Interactive Map Tool in collaboration with EJScreen that overlays geospatial data and other resources related to ecosystem services, their chemical and non-chemical stressors, and human health to better understand human health and well-being, since these are closely tied to the environment, which provides benefits such as clean water, clean air, and protection from natural hazards. In combination a stronger representation of underserved communities can be identified that may be a leading indicator to health and well-being or precursor to DUC. In some cases, the Santa Maria Cemetery District’s Sphere of Influence does qualify under the definition of disadvantaged community for the communities of Garey, portions of Santa Maria for the present and probable need for public facilities and services contiguous to the Sphere of Influence qualify as a disadvantaged community. LAFCO of Santa Barbara County 169 CHAPTER THREE: G. SANTA MARIA CEMETERY DISTRICT Santa Maria Cemetery District Formation, Revenues, Attributes, Types of Service, and Resources Attributes District area (est. square miles): 142 Entire District Population (2025 estimate): 141,307 Entire District Assessed Valuation (FY 23-24: District portion) $17,872,174,295 Endowment $3,033,760 Regular Financial Audits Annual Annual Revenue Per Capita, Entire District (FY 22-23) $19,419 Average Portion of County 1% Property Tax Received .005¢/$1 Ending Total Fund Balance (June 2023) $1,851,571 Change in Total Fund Balance (from June 2018 to June 2023) TBD% Total Fund Balance/Annual Revenue Total (FY 22-23) 67.4% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing 2020 US Census 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. SERVICES Overview Santa Maria Cemetery District provides internments and burial services. The District is staffed by seven (7) full-time staff and one (1) part-time staff. Approximately 450 internments are performed each year. The cemetery has 35 acres of undeveloped land and is 45% occupied. The district anticipates that the cemetery will be at 100% capacity by the year 2060. The cemetery plans to begin expanding in 2028 and will open the expanded area in the year 2030. Cemetery Rules & Regulations The District has adopted the following rules and regulations: • All items need to be placed in vases that are in the cement poured by the Cemetery. Nothing over 24 inches high, and must not encroach on other’s grave or in the mow strips. No arches of any type. 170 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: G. SANTA MARIA CEMETERY DISTRICT • No graveside markers or monuments may be installed by the public. Markers/headstones must be granite, marble, or bronze. No man-made materials or temporary markers of any kind. • No person(s) shall remove or replace sod, place/pour any sand, gravel, rocks, woodchips, cement, etc. on site or around the headstone area. No fencing, boarders (trim the outline of burial location), stakes, barricades, signs, or other such installations may be placed at gravesite. No items to be placed in the ground. • No vases, jars, porcelain, or glass of any kind to be placed on the gravesite. Due to breakage, they become a safety concern for the public and employees. • No food or drinks of any kinds to be left at gravesite. No tables, barbecues, and large canopies on graves. No food preparation in the cemetery. No alcohol consumption or smoking on cemetery grounds. • No candles or open flames of any type. • No balloons or balloon release on cemetery property. • No music unless approved by cemetery office staff and a music agreement signed. • Service animals only. Must be leashed. • Always supervise children. No running or jumping on graves or headstones. • Cemetery district personnel will remove all items placed on gravesites in violation of these rules and regulation regularly. These rules are for the safety of visitors and employees. A site map of the Santa Maria Cemetery District is provided below. LAFCO of Santa Barbara County 171 CHAPTER THREE: G. SANTA MARIA CEMETERY DISTRICT Types of Services Broadband - Solid Waste - Vector Control - Cemetery X Healthcare - Other - Carpinteria Cemetery District Formation, Revenues, Attributes, Types of Service, and Resources Cemetery District Statistics Service Area/ Population Interments % Capacity Annual Endowment SOI Acreage served Per Year Budget ($) Fund ($) 86,478/ 141,307 450 45% $2,744,083 $3,033,760 0 Total Staffing Personnel Per 1,000 population Full time Operators 7 0.05 Emergency Operators 7 0.05 Administrative Personnel 2 0.01 Other District Staff 0 n/a Santa Maria Cemetery has a total of 7 full-time employees and 1 part-time. Staffing Experience/Tenure (average) Years in Industry Year w/ District General Manager (1) 25 3 Grounds Manager (1) 15 3 Grounds personnel (5) 11 3 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 needs, meaning that charges for services are intended to pay for the costs of providing such services. 172 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: G. SANTA MARIA CEMETERY DISTRICT District Revenues 2019-2020 2022-2023 Amount % of Total Amount % of Total Property Taxes $N/A N/A% $1,027,902 37.5% Charges for Services $N/A N/A% $803,823 29.3% $N/A N/A% $519,639 19% Burial Rights $N/A N/A% $799 0.03% Investment income $N/A N/A% $41,500 1.5% Rental income $N/A N/A% $3,808 0.1% Intergovernmental Revenue $N/A N/A% $5,657 0.2% Miscellaneous income $N/A N/A% $175,000 6.4% Settlement Endowment Care $N/A N/A% $165,955 6.0% Revenue total $N/A N/A% $2,744,083 100.0% Source: Santa Maria Cemetery, Financial Statements, June 30, 2023, Statement of Revenues, Expenditures and Changes in Fund Balances – All Fund types. 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 salaries. 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. SANTA MARIA CEMETERY Fiscal Trends-Santa Maria Cemetery 3 2.5 2 1.5 1 0.5 0 2020-21 2021-22 2022-23 Revenue Expenditure Reserve LAFCO of Santa Barbara County 173 snoilliM ni tnuomA CHAPTER THREE: G. SANTA MARIA CEMETERY DISTRICT This indicator addresses the extent to which charges for service Property Taxes covered expenses. Property taxes and Charges for Services are the primary funding source for Cemetery Districts. Represented below a 1.2 ratio of one or higher indicates that the service is self-supporting. 1 0.8 0.6 0.4 0.2 0 2018-19 2019-20 2020-21 2021-22 2022-23 A Service Obligation ratio of one or more indicates if revenues Service Obligation were sufficient to pay for operations. It is cal culated by operating revenues divided by operating expenditures. 1.5 Fiscal Year Operating Operating Revenues Expenditures Ratio 1 2019 $ 0 $ 0 0 2020 $ 0 $ 0 0 0.5 2021 $ 0 $ 0 0 2022 $ 0 $ 0 0 2023 $ 2,744,083 $ 2,344,059 1.1 0 2024 $ 0 $ 0 0 2019 2020 2021 2022 2 023 2024 Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2020 2021 2022 2023 Trend Funded ratio (plan assets as a % of plan liabilities) 78.9% 75.1% 89.4% 83.9% Net liability, pension (plan liabilities - plan assets) $809,694 $973,392 $443,351 $692,997 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of 0% 2023 year of OPEB reporting plan liabilities) Net liability, OPEB $ 338,332 (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. 174 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Coverage of Net Post-Employment Liabilities 6 0.25 5 0.2 4 0.15 3 0.1 2 1 0.05 0 0 2018 2019 2020 2021 2022 2023 2018 2019 2020 2021 2022 2023 Agency Assets (other than capital) $0 $0 $0 $0 $0 $5,146,470 Net Liabilities (pension & OPEB) $1,231,878 $1,257,118 $1,257,259 $1,507,318 $852,675 $1,031,329 CHAPTER THREE: G. SANTA MARIA CEMETERY DISTRICT Pension Obligations and Payments The District provides pension benefits to eligible employees through cost sharing multiple- employer defined benefit pension plans administered by the Santa Barbara County Employees' Retirement System (SBCERS). Members of the pension plans include all permanent employees working full time, or at least 50% part time for the Santa Maria Cemetery District. As of January 1, 2013, Pian 8 is the only pension plan available to new employees. PEPRA made several changes to the pension benefits that may be offered to employees hired on or after January 1, 2013, including increasing minimum retirement ages, increasing the percentage required for member contributions, and excluding certain. types of compensation as pensionable. Pension plans provide benefits, in accordance with CERL regulations, upon retirement, disability or death of members. Retirement benefits are based on years of service, final average compensation, and retirement age. Employees terminating before accruing 5 years (or 10 years for Plan) of retirement service credit (5 or 10-year vesting) forfeit the right to receive retirement benefits unless they establish reciprocity with another public agency within the prescribed time period. Non-vested employees who terminate service are entitled to withdraw their accumulated contributions plus accrued interest. Employees who terminate service after earning 5 or 10 years of retirement service credit may leave their contributions on deposit and elect to take a deferred retirement. Contributions to the pension plan from the District were $65,300 for the year ended June 30, 2022. Active members are plan members who are currently accruing benefits and/or playing contributions into the applicable plan As of the June 30, 2023, the District reported a liability of $692,997 for its proportionate share of the net pension liability. As of the June 30, 2023, measurement date, the following current and former employees were covered by the benefit terms under the plan: General Plan 5A - 2 General Plan 8 – 5 OPEB Obligations and Payments The District postemployment healthcare plan is administered by the Santa Barbara County Employees Retirement System. The plan provides medical benefits to eligible retired District employees and their beneficiaries. Retirees are offered the same health plans as active County employees, as well as enhanced senior plans for retirees on Medicare. The County Board of Supervisors has determined to provide a monthly insurance premium subsidy from the 401(h) Account for Eligible Retired Participants participating in the District sponsored health insurance plan in the amount of $15 (whole dollars) per year of credited service. LAFCO of Santa Barbara County 175 CHAPTER THREE: G. SANTA MARIA CEMETERY DISTRICT As of the June 30, 2023, measurement date, the following current and former employees were covered by the benefit terms under the plan: - Retired employees – 10 - Active employees – 2 Enterprise Funding The District currently collects Charges for Services and rent, as property tax revenue is not sufficient to cover costs to provide burial services. The following chart shows a six-year trend based on the information provided. The graph below shows the current financial trend in thousands. This indicator provides a measurement of the agency’s expenditure over time. Cemetery, Capital-Expenditure 1 FB 0.5 0.8 0.43% 0.44% 0.45 0.4 0.6 0.35 0.4 0.3 Capital 0.2 0.25 0.2 0 2018 2019 20200.14% 2021 2022 2023 0.15 -0.2 0.12% 0.09% 0.1 0.062% -0.4 0.05 -0.6 0 Asset Maintenance and Repair The District’s budget presumably includes improvements through its Maintenance 7363 Fund. In FY 2023/2024, the District expended $30,000 and maintained that at $30,000 for FY 2024/2025. Capital Improvements The District does not have a Capital Improvement Plan (CIP) at this time. Capital projects are likely considered during each budget adoption, as needed. Long-term Liabilities and Debts The District does not have any long-term debt other than compensated absences and OPEB liability. 176 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE sdnasuohT ni tnuomA % a sa )yaltuo latipac( erutidnepxE ycnegA stsoc gnitarepo llarevo CHAPTER THREE: G. SANTA MARIA CEMETERY DISTRICT Opportunities for Shared Facilities There are no obvious opportunities for shared facilities in the operations of the District. Fee Structure Regular Plot Regular Plot $1,530.00 Endowment $370.00 Opening/Closing $1, 046.00 Standard Size Cement Vault $1,094 Regular Plot Total $4,040.00 Non-Resident Fee $1,015.00 Non-Resident Fee Total $5,055.00 Outer Edge (Southlawn C): Outer Edge Plot $2,070.00 Endowment $370.00 Opening/Closing $1, 046.00 Standard Size Cement Vault $1,094 Outer Edge Plot Total $4,580.00 Non-Resident Fee $1,015.00 Non-Resident Fee Total $5,595.00 Monument Row (Southlawn C): Monument Plot $3,130.00 Endowment $370.00 Opening/Closing $1, 046.00 Standard Size Cement Vault $1,094 Monument Plot Total $5,640.00 Non-Resident Fee $1,015.00 Non-Resident Fee Total $5,595.00 LAFCO of Santa Barbara County 177 CHAPTER THREE: G. SANTA MARIA CEMETERY DISTRICT ORGANIZATION Governance Santa Maria Cemetery District’s governance authority is established under the Public Cemetery District Law (“principal act”) and codified under Health & Safety Code Section 9000 et seq. This principal act empowers Oak Hill Cemetery District to provide powers of public cemetery district services. A list comparing active and latent powers follows. Active Service Powers Latent Service Powers - Internments and Burials - None - All others listed in Principal Act Governance of the Santa Maria Cemetery District is independently provided through its five- member Board of Trustees that are appointed by the Board of Supervisors to staggered four-year terms. Santa Maria Cemetery District holds meetings the second Monday of each month at 9:00 a.m. in the Santa Maria Cemetery District Office located at 1501 S. College Dr., Santa Maria, 93454. A current listing of Board of Directors along with respective backgrounds follows. Santa Maria Cemetery | Current Governing Board Roster Member Position Background Years on District Bob Engel Chairperson Business Owner 13 Lee Diaz Co-Chair Retired City Employee 16 Mark Evan Treasurer Business Owner 14 Carmen Garcia Secretary Retired; Education 1 John Tunnell Trustee Business Owner 14 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. 178 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: G. SANTA MARIA CEMETERY DISTRICT Santa Maria Cemetery Dist rict Website Checklist website accessed 7/25/25 http:/ /www.santamariacemetery.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: SMCD is an independent board-governed District. Refer to http://www.santamariacemetery.com for the required checklist items. LAFCO of Santa Barbara County 179 CHAPTER THREE: G. SANTA MARIA CEMETERY DISTRICT Survey Results The table below includes a list of questions asked of area residents by LAFCO to assess if satisfactory healthcare, mosquito vector control, cemetery, housing mediation, broadband, school, solid waste, and harbor services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. Santa Maria Cemetery District Questionnaire Revenues, Types of Service, and Resources Santa Maria Cemetery | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of - - - Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 2. Overall, are adequate staffing and equipment - - - provided with the level of Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 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 were knowledgeable, answer questions, - - - and were informative? No responses were provided by the public related to Santa Maria Cemetery District at this time. 180 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE H. Embarcadero Municipal Improvement District Administrative Office: 224 Vereda Leyenda, Goleta, CA 93117 Phone: 805/968-5885 Fax: None Email: emid@emidsb.org Website: www.emidsb.org District Manager: Wynette Winkler Parks Manager: Keri Garrett SUMMARY The Embarcadero Municipal Improvement District was enabled to provide for an Embarcadero Architectural Committee for reviewing and approving construction within the District for establishing reasonable animal control, and enforcement of CC&Rs for the residential portion to approximately 155 one-acre home sites throughout 1.87 square miles in western Goleta Valley that extends both sides of Highway 101. 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 $619 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. BACKGROUND The Embarcadero Municipal Improvement District was formed in 1960. The District was established as an Independent Special District by a Special Session of the California State Legislature via Bill No. 87 to construct facilities which provide adequate water supply, storage, and distribution systems for public and private purposes and facilities for the treatment and disposal of sewage and storm water drainage to the residents within the District. Further the District was empowered to provide street and highway lighting facilities, recreation, parks, and playground facilities, and initially small craft harbor facilities. The Enabling act was amended in 1972 to require directors to be registered voters residing within the District. The Enabling act was amended a second time in 1980 to establish an Embarcadero Architectural Committee for reviewing and approving construction within the District for establishing reasonable animal control, and enforcement of CC&Rs for the residential portion. The Embarcadero Municipal Improvement District overlaps the portion of City of Goleta, Goleta Water District, Goleta West Sanitary District, County of Santa Barbara Fire Protection District, County Service Areas 32 (Law Enforcement), Santa Barbara Mosquito and Vector Control District Santa Barbara Metropolitan Transit District, Cachuma RCD, County Flood Control & Water Agency, and Goleta Cemetery District. LAFCO of Santa Barbara County 181 CHAPTER THREE: H. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT 182 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: H. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT The District estimated it serves a pop ulation of 1,000 people, with 165 homesites (155 receive sewer services) developed of the 177 within the subdivision plus several residences on the Tecolote Ranch. The District anticipates a growth rate of less than one (1) percent a year within its boundaries in the coming years. In 2025, it was estimated that the District serves 174 residential parcels, rural homesite, orchards, veterinary office, and the Baccara Resort. OPERATIONS Embarcadero Municipal Improvement District provides sewage collection services under contract with Goleta West Sanitary District. All wastewater treatment is provided by Goleta Sanitary District regional treatment plant. Goleta Water District provides water services within EMID service boundary. The District currently operates and maintains the Tecolote Meadow Park and operates a Community Center, Children’s Playground. Riding Arena, and offers recreational activities. In 1980, the Enabling act was amended a second time to establish an Embarcadero Architectural Committee for reviewing and approving construction within the District for establishing reasonable animal control, and enforcement of CC&Rs for the residential portion. This District has indicated it no longer preforms Architectural Approval, at this time. The District Board of Directors is composed of five members who are elected at-large to four- year terms. The Board meets the second Wednesday of every month at District Office located at 224 Vereda Leyenda, Goleta, CA. at 7:00 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 District (EMID) did not identify specific challenges related to services under this review because they no longer provide Architectural Approvals. Governance Structure Options The District has not identified any government structure options. LAFCO does not see the need for structural governance changes, the enabling legislation indicates a multipurpose governmental agency, especially in urban areas, may be the best mechanism to account for community needs, financial resources and service priorities. It may be that a legal or functional consolidation with other Goleta Valley based local agencies may result in greater overall economy or efficiency in providing services to the community. 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 other local service providers to assume responsibilities within this area. Therefore, LAFCO staff recommends that the District continue to discuss possible partnerships with other neighboring agencies. If an LAFCO of Santa Barbara County 183 CHAPTER THREE: H. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT a greement 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 As described earlier, GWD provides water to customers within EMID. Embarcadero Municipal Improvement District has a JPA Agreement with Goleta West Sanitary District and a Recovery Contract. The Recovery Contract with GWSD expired in 2024 but was renewed. Treatment is provided by Goleta Sanitary District Regional Treatment Plant that maintains similar agreements with Goleta West Sanitary, UCSB, the City of Santa Barbara and the County of Santa Barbara. The District are members of the Special District Association and Special District Risk Management Authority. SPHERE OF INFLUENCE & BOUNDARIES The Sphere of Influence for the Embarcadero Municipal Improvement District’s boundaries are coterminous with 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. BOUNDARIES Jurisdictional Boundary EMID jurisdictional boundary Embarcadero Municipal Improvement District existing spans 1.87 square miles with 95% boundary spans approximately 1.87 square miles in size and being unincorporated and under the land use authority of the County of covers 1,034 acres (parcels and excluding public rights-of-ways) Santa Barbara. The remainder of the jurisdictional boundary lies within of contiguous areas with slightly less than five-one hundreds in the City of Goleta. City of Goleta. Nearly 95% of the jurisdictional service boundary is 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 Goleta. Overall, there are 447 registered voters within the jurisdictional boundary. Embarcadero Municipal Improvement | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters EMID 1,034 94.2% 179 447 City of Goleta 69.2 5.8% 2 0 Totals 1,200 100.0% 179 447 184 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: H. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT Embarcadero Municipal Improvement | 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 1,034 94.2% 179 447 City of Goleta 69.2 5.8% 2 0 Totals 1,200 100.0% 179 447 Total assessed value (land and structure) is set at $684.5 million as of April 2025 and translates to a per acre value ratio of $662,002. The former amount further represents a per capita value of $684,511 based on the estimated service population of 1,000. Embarcadero Municipal Improvement District receives 0.4 million dollars in annual property tax revenue generated within its jurisdictional boundary. The jurisdictional boundary is currently divided into 179 legal More than 97% of the parcels and spans 1,034 acres with the remaining jurisdictional jurisdictional boundary is under acreage consists of public right-of-ways. Approximately 97% of the private ownership, and of this amount approximately 45% has parcel acreage is under private ownership with 45% 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 12 vacant parcels that collectively total 15 acres. Embarcadero Municipal Improvement District Formation, Revenues, Attributes, Types of Service, and Resources District Formation and Duties Formation Date 1960 Special California State Legislature via Bill No. 87. Legal Authority Improvement District Act 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 Collects and transports wastewater, provides local recreation services, conducts architectural plan approval, enforces development standards (i.e. CC&Rs) and addresses community needs such as undergrounding utilities, animal control, and abatement of road and drainage hazards, additional powers not exercised are water supply, storage and distribution, small harbor facilities. LAFCO of Santa Barbara County 185 CHAPTER THREE: H. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT P OPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2020 population of EMID to be 1,000. 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 Embarcadero Municipal Improvement District population as 1,000 by 2020. Between 2010 and 2020, the population of Embarcadero Municipal Improvement District area increased by 200 people (0.2 percent or less than 1 percent per year). In contrast, the County’s population increased by 5.7 percent between 2010 and 2020. Demographics for EMID were not included in any age characteristics report prepared by SBCAG in 2017. Because specific data does not reflect EMID, the statistics cannot be cited. The 2020 U.S. Census did not include specific data for the EMID boundary to determine ethnicity. Projected Growth and Development The County’s General Plan serves as the areas vision for long-term land use, development and growth, and provides the vision within its Planning Area. The Housing Element is updated every 8 years in accordance with state regulations and spans the 2023-2031 planning period. The current County Housing Element (2023-2031) identifies an estimated growth rate of estimates less than one percent growth in the unincorporated areas. The following population projections within the City are based on the Department of Finance Table E4 estimate and SBCAG regional forecast. Table H-2. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* EMID 800 850 1,000 1,100 1,200 City of Goleta 29,888 30,846 32,690 33,912 34,588 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. 186 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: H. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT Disadvantaged Unincorpo rated 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 also are defined as disadvantaged when the MHI falls below 80 percent. In 2025, the statewide MHI was $118,100, 80 percent of that is $94,480. The MHI for Embarcadero Municipal Improvement District is unknown and difficult to determine. However, it is estimated that the District does not qualify 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 a disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. The Environmental Protection Agency (EPA) has developed an Environmental Justice Screening and Mapping Tool Version 2.3 (EJScreen) that provides nationally consistent data combining environmental and demographic data related to the protection of public health and the environment. This Mapping Tool was evaluated for indicators to assist in identifying a disadvantaged community. Lastly, EPA has also developed an EnviroAtlas Interactive Map Tool in collaboration with EJScreen that overlays geospatial data and other resources related to ecosystem services, their chemical and non- chemical stressors, and human health to better understand human health and well-being, since these are closely tied to the environment, which provides benefits such as clean water, clean air, and protection from natural hazards. In combination a stronger representation of underserved communities can be identified that may be a leading indicator to health and well-being or precursor to DUC. In all cases, the Embarcadero Municipal Improvement 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. LAFCO of Santa Barbara County 187 CHAPTER THREE: H. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT Embarcadero Municipal Improvement District Formation, Revenues, Attributes, Types of Service, and Resources Attributes District area (est. square miles): City of Goleta 0.1 Entire District 1.87 Population (2025 estimate): City of Goleta (Baccara Resort) 0 Entire District 1,000 Assessed Valuation (FY 24-25: District portion) $684,511,062 Regular Financial Audits Annual Annual Revenue Per Capita, Entire District (FY 23-24) $619 Average Portion of County 1% Property Tax Received 7¢/$1 Ending Total Fund Balance (June 2024) $2,503,938 Change in Total Fund Balance (from June 2020 to June 2024) 32.0% Total Fund Balance/Annual Revenue Total (FY 23-24) 404% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing 2020 US Census 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. SERVICES Overview Embarcadero Municipal Improvement District, in 1980 amended the Enabling act a second time to establish an Embarcadero Architectural Committee for reviewing and approving construction within the District for establishing reasonable animal control, and enforcement of CC&Rs for the residential portion. This District has indicated it no longer preforms Architectural Approval, at this time. The District is staffed by one (1) full-time General Manager and one (1) part-time park staff. Types of Services Broadband - Solid Waste - Vector Control X Cemetery - Healthcare - Other X 188 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: H. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT Embarcader o Municipal Improvement District Formation, Revenues, Attributes, Types of Service, and Resources Embarcadero Architectural Committee Address Acquired/Built Condition CC&Rs Architectural Approvals no longer - - - conducted Total Staffing Personnel Per 1,000 population Full time Operators 0 0 Emergency Operators 0 0 Administrative Personnel 1 0.1 Other District Staff 1 0.1 Embarcadero Municipal Improvement has a total of two (2) employees. Staffing Experience/Tenure (average) Years in Industry Year w/ District General Manager (1) 42 42 Parks Personnel (1) n/a n/a 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 2022-2023 2023-2024 Amount % of Total Amount % of Total Property Taxes $435,249 95.1% $495,523 80.0% Investment income $22,427 4.9% $123,495 20.0% $0 0.0% $0 0.0% Other Revenue total $457,676 100.0% $619,018 100.0% Source: Embarcadero Municipal Improvement, Budget reports, FY 22-23 & 23-24, Statement of Revenues, LAFCO of Santa Barbara County 189 CHAPTER THREE: H. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT Ex penditures and Changes in Fund Balances – All Fund types. 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. Expenditures were 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. EMBARCADERO MUNICIPAL IMPROVEMENT Fiscal Trends-EMID 3 2.5 2 1.5 1 0.5 0 2021-22 2022-23 2023-24 Revenue Expenditure Reserve This indicator addresses the extent to which property taxes covered Property Taxes expenses. Property Tax is the primary funding source for EMID. Represented below a ratio of one or higher indicates that the service 0.6 is self-supporting. 0.5 0.4 0.3 0.2 0.1 0 2019-20 2020-21 2021-22 2022-23 2023-24 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 2019 $ 414,948 $ 252,474 1.6 1 2020 $ 423,115 $ 199,107 2.1 2021 $ 398,437 $ 222,406 1.8 0.5 2022 $ 424,529 $ 259,437 1.6 0 2023 $ 457,676 $ 251,859 1.8 2019 2020 2021 2022 2023 2024 2024 $ 619,018 $ 328,575 1.8 190 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA snoilliM ni tnuomA CHAPTER THREE: H. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2021 2022 2023 2024 Trend Funded ratio (plan assets as a % of plan liabilities) 0% 0% 0% 0% Net liability, pension (plan liabilities - plan assets) $ 0 $ 0 $ 0 $ 0 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of 0% 2023 year of OPEB reporting plan liabilities) Net liability, OPEB $ 0 (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. Pension Obligations and Payments The District does not have any pension obligations. OPEB Obligations and Payments The District does not have anu post-employment obligations. Maintenance Funding The District budget does not include architectural review services any longer. The following chart shows a six-year trend. The graph below shows the current financial trend in thousands. This indicator provides a measurement of the agency’s expenditure over time. LAFCO of Santa Barbara County 191 )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Coverage of Net Post-Employment Liabilities 1 1 0.8 0.8 0.6 0.6 0.4 0.4 0.2 0.2 0 0 2018 2019 2020 2021 2022 2023 2018 2019 2020 2021 2022 2023 Agency Assets (other than capital) $TBD $TBD $1,712,707 $1,905,683 $2,083,383 $1,286,145 Net Liabilities (pension & OPEB) $0 $0 $0 $0 $0 $0 CHAPTER THREE: H. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT Architectural Approval-Expenditure 1 1 0.9 0.9 0.8 0.8 0.7 0.7 0.6 0.6 0.5 0.5 0.4 0.4 0.3 0.3 0.2 0.2 CC&R Architectual 0.1 0.1 0% 0% 0% 0 0% 0% 0% 0 2020 2021 2022 2023 2024 2025 Asset Maintenance and Repair The District’s budget includes general maintenance through its budget planning. In FY 2021/2022 actual budget expense were $74,865 and decreased in FY 2022/2023 to $69,936. Capital Improvements The District does not have a Capital Improvement Plan (CIP) at this time. A list of CIP projects for FY 23-24 are listed below. Projects Budgeted or Estimated FY24/25  Project 24-1: Playground/Meadows Area Improvements $10,000  Project 24-2: Safety & Security Camera System including Surveying $10,000  Project 24-3: EMID Files Destruction, Documentation, and Digitization $10,000  Project 24-5: Facilities: Trellis over Grass near BBQ $35,000  Project 24-6: Infrastructure: Flood Mitigation - 930 VDC $100,000  Project 24-8: EMID Finance and Equipment IT Upgrade $5,000  Project 24-9: Canyon Lighting at Dangerous Night Walking Locations $15,000  Project 24-10: Bike Lane Study $25,000  Project 25-1: 1000VDC Culverts Inlet Remodel $20,000  Project 25-2: Expansion Power Planning for Culvert Drainage $75,000 192 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE sdnasuohT ni tnuomA % a sa )secivres krap( erutidnepxE ycnegA stsoc gnitarepo llarevo CHAPTER THREE: H. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT Long-term Liabilities and Debts The District does not have any long-term debt. Opportunities for Shared Facilities The District through the GWSD is connected to the regional treatment plant in the area, which is owned and operated by the Goleta Sanitary District (GSD). Use of the GSD regional treatment plant is through a joint use agreement for treatment and disposal. The GWSD’s capacity rights in the GSD regional treatment plant has expanded, from 5% in the 1950’s to 40.78% today, to meet GWSD needs which includes EMID. No other opportunities for shared facilities have been identified by staff in the preparation of this report. Due to relative distance between the District and other communities, opportunities for shared facilities are limited. It is unlikely that a proposal would be feasible in the near future. ORGANIZATION Governance Embarcadero Municipal Improvement District’s governance authority is established Special Legislation as amended under EMID Act (“principal act”) and codified under Statues of California, 1960 First Extraordinary Session Ch 81, p. 441. This principal act empowers Embarcadero Municipal Improvement District to provide a moderate range of municipal services. A list comparing active and latent powers follows. Active Service Powers Latent Service Powers - Police (contract with Sheriff) None - Fire Protection (provided by County Fire) - Vector Control - Building regulation utilizing Architectural Committee - Parks, open space, and recreation including a playground, BBQ area and equestrian riding ring - Beautification of public rights-of-ways - Water supply and storage (provided by GWD) - Wastewater collection (treated by GSD) Governance of Embarcadero Municipal Improvement District is independently provided through its five-member Board of Directors that are elected at-large to staggered four-year terms. Embarcadero Municipal Improvement District holds meetings on the second Wednesday of every month at District Office located at 224 Vereda Leyenda, Goleta, Ca. at 7:00 pm. A current listing of Board of Directors along with respective backgrounds follows. LAFCO of Santa Barbara County 193 CHAPTER THREE: H. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT Embarcadero Municipal Improvement | Current Governing Board Roster Member Position Background Years on District Michael Taylor President Medical Device Sales 5 Holly Duncan Vice President College Admissions 6 Peter Bohley Vice President Engineer 5 Tom Menna Financial Officer Retired Engineer 8 Filip DeFoort Secretary Software Engineering 3 Website Transparency The table, below and 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. Embarcadero Municipal Improvement District Website Checklist website accessed 7/25/25 https://emidsb.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? 194 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: H. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT The following criteria are re commended for agency websites by a number of governan ce 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: EMID is an independent board-governed District. Refer to https://emidsb.org for the required checklist items. Survey Results The table below includes a list of questions asked of area residents by LAFCO to assess if satisfactory healthcare, mosquito vector control, cemetery, housing mediation, broadband, school, solid waste, and harbor services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. Embarcadero Municipal Improvement District Questionnaire Revenues, Types of Service, and Resources Embarcadero Municipal Improvement | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of - - - Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 2. Overall, are adequate staffing and equipment - - - provided with the level of Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 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 were knowledgeable, answer questions, - - - and were informative? No responses were provided by the public related to Embarcadero Municipal Improvement District at this time. LAFCO of Santa Barbara County 195 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 196 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE I. Lompoc Valley Healthcare District Administrative Office: 1515 East Ocean Avenue, Lompoc, CA 93436 Phone: 805/737-3301 Fax: 805/737-3326 Email: copey@lompocvmc.com Website: www.lompocvmc.com CEO: Yvette Cope SUMMARY The Lompoc Valley Medical Center (LVMC) formerly known as the Lompoc Healthcare District, is a health care district established in California and was created in 1946 by the Santa Barbara County Board of Supervisors. The Healthcare District boundaries cover a total of 391.5 square miles and include an estimated 57,699 population (source: 2025 Department of Finance). The District receives financial support at a rate of approximately $2,586 per resident and maintains a fund balance to assist with future needs. The District has financial procedures in place to ensure the preparation of timely agency audits. The District’s service boundary and Sphere of Influence are coterminous and there are no proposals for expansion. BACKGROUND In 1945, the California State Legislature enacted the “Local Hospital Care District Law” (California Health and Safety Code Sections 32000 et seq.) which authorized these districts to build and operate hospitals and other healthcare facilities in underserved areas and to recruit and support physicians. LVMC is subject to state policies and regulations as applied by each county. LVMC is governed by its five locally elected Board members who are answerable to the voters of the district. The 463-square-mile district includes the city of Lompoc, Mission Hills, Mesa Oaks, Vandenberg Village a portion of Vandenberg Space Force Base and the area east toward Buellton. The District estimated it serves a population of 57,699 people. The District anticipates a growth rate of approximately one (1) percent a year within its boundaries in the coming years. In 2025, it was estimated that the District serves 16,496 parcels, and provide 60 hospital beds, 110 Skilled Nursing Beds see operations detail below. The Lompoc Valley Healthcare District overlaps the City of Lompoc, Vandenberg Village CSD, Mission Hills CSD, County of Santa Barbara Fire Protection District, Cachuma RCD, County Service Areas 4 (Open Space Maintenance), 41 (Rancho Santa Rita), and 32 (Law Enforcement), portion of North County Lighting District, Santa Ynez River WCD, Santa Barbara Mosquito and Vector Control District, County Flood Control & Water Agency, and Lompoc Cemetery District. LAFCO of Santa Barbara County 197 CHAPTER THREE: I. LOMPOC HOSPITAL DISTRICT 198 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: I. LOMPOC HOSPITAL DISTRICT OPERATIONS The Lompoc Valley Healthcare District is composed of 39 staff directors and managers, an Executive Officer, Financial Officer, Chief Operating Officer, Chief Nursing Officer, Chief Medical Officer, and Executive Director of Human Resources as leadership positions. In addition, 178 are employed skilled nursing including 5 directors and managers and doctors who provide healthcare, wellness, and safety services. The District currently operates 6-bed intensive care unit, a 6-bed perinatal department, and a 48- bed general acute care hospital and a 110-bed skilled nursing facility. The Lompoc Valley Medical Center is a 115,500-square-foot facility that provides 24-hour emergency care and surgery services to birthing support and cardiopulmonary treatment, The District Board of Directors is composed of five members who are publicly elected to four- year terms. The Board meets the fourth Thursday of every month at the District Board Room located at 1515 East Ocean, Lompoc at 5:00 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 Lompoc Valley Healthcare District did not identify challenges related to services. Although, the District is primarily funded through patient service revenue and capitation revenue. Property taxes are limited which can create challenges. The District is funded by private health plans, the state and federal government, individuals utilizing its services and a portion of the property tax. Like other healthcare districts and public hospitals, financing constraints and opportunities are to a large extent related to State and Federal statutes and requirements. Financial challenges facing the District include unfunded State mandates regarding nurse-to- patient ratios, decreasing reimbursement by State and Federal governments for healthcare and workers compensation expenses. Governance Structure Options The opportunities for new governance structures in Lompoc Hospital District are limited. The District is adjacent to Pacific Ocean towards the west and surrounded by unincorporated territory to the east and north. The Vandenberg Space Force Base and the City of Lompoc are within the district service boundary along with Vandenberg Village and Mission Hills. For these reasons, it is unlikely that LVMC will annex additional land in the near future. The Santa Ynez River, located in the northern and eastern edge of Lompoc, has a floodplain which restricts development outside of the City’s northern and eastern boundary. LAFCO of Santa Barbara County 199 CHAPTER THREE: I. LOMPOC HOSPITAL DISTRICT Regional Collaboration The District has a Joint Powers Agreement with surrounding cites; Santa Maria, San Ynez and Buellton. SPHERE OF INFLUENCE & BOUNDARIES The Sphere of Influence for the Lompoc Valley Healthcare District’s boundaries are coterminous with its 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. BOUNDARIES Jurisdictional Boundary Vandenberg Village CSD Lompoc Hospital District’s existing boundary spans jurisdictional boundary spans 391.5 square miles with 75% being approximately 391.5 square miles in size and covers 246,206 acres unincorporated and under the land (parcels and public rights-of-ways) of contiguous areas. Nearly use authority of the County of Santa Barbara. 97.2% of the jurisdictional service boundary is unincorporated and with 68.7% under the land use authority of the County of Santa Barbara. The remaining portion of jurisdictional service lands approximately 2.8% of the total is incorporated and under the land use authority of the City of Lompoc. Vandenberg Space Force Base controls the other portion. Overall, there are 31,254 registered voters within the jurisdictional boundary. Lompoc Valley Healthcare District | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters Lompoc Hospital 246,206 100.0% 16,496 31,254 District City of Lompoc (6,627) (2.8%) (10,981) (21,688) Totals 246,206 100.0% 16,496 31,254 Lompoc Valley Healthcare 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 City of Lompoc 6,627 2.8% (10,981) 21,688 Vandenberg Space Force 70,258 28.5% (60) TBD Base County of Santa Barbara 169,321 68.7% (5,455) 9,566 Totals 246,206 100.0% 16,496 31,254 200 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: I. LOMPOC HOSPITAL DISTRICT Total assessed value (land and structure) is set at $6.8 bill ion as of April 2025, and translates to a per acre value ratio of $27,850. The former amount further represents a per capita value of $118,840 based on the estimated service population of 57,699. Lo mpoc Hospital District receives $145 million dollars in annual operating and non-operating revenues generated within its boundary. The jurisdictional boundary is currently divided into 16,496 legal Close to 65% of the parcels and spans 246,206 acres. The remaining jurisdictional jurisdictional boundary is under acreage consists of public right-of-ways. Approximately 65% of the private ownership, and of this amount approximately 49% has parcel acreage is under private ownership with 49% 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 184 vacant parcels that collectively total 320 acres. Lompoc Valley Healthcare District Formation, Revenues, Attributes, Types of Service, and Resources District Formation and Duties Formation Date 1946 Local Hospital Care District Law, Health and Safety Code Legal Authority Sections 32000 et seq. Five Directors elected to four-year terms through at-large Board of Directors elections. Agency Duties Health care services. It owns and operates a 60-bed acute care hospital and a 110-bed skilled nursing facility. POPULATION AND GROWTH Population The U.S. 2020 Census resident population of Lompoc Hospital District was 57,699. Santa Barbara County Association of Governments prepared a Regional Growth Forecast for 2010-2040 in 2012. The Forecast for 2050 completed in 2019 was for the Cities while the 2012 report included unincorporated communities by sub regions. That report used a conservative trend-base allocation methodology estimating the Lompoc unincorporated population to be 15,652 by 2020. This includes the communities of Vandenberg Village, Mission Hills, Vandenberg Space Force Base, and Mesa Oaks. Lompoc Hospital District’s current population is estimated at 57,700. Between 2010 and 2020, the population of Lompoc valley unincorporated area increased by 811 (11 percent or slightly more than 1.1 percent per year). However, since 2000, the City of Lompoc’s estimated population has increased by 3,341 or 7%. In contrast, the County’s population increased by 5.7 percent between 2010 and 2020. LAFCO of Santa Barbara County 201 CHAPTER THREE: I. LOMPOC HOSPITAL DISTRICT D emographics for the District are based on an age characteristics report prepared by SBCAG in 2017 and American Community Survey and census reporter data. These statistics are cited herein, which identified the largest age group represented in Lompoc Hospital District’s as under the age of 19 at 13.6 percent. The group between 20 to 59 at 13.0 percent. Approximately 8.3 percent of the population was in the 60 or older years age group. According to the 2020 U.S. Census, approximately 48 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic group in Lompoc Hospital District, comprised 37.3 percent of the total population. Projected Growth and Development The County of Santa Barbara General Plan and Lompoc Area Guidelines serves as the areas vision for long-term land use, development and growth, and provides the vision within Village Planning Area. The County’s General Plan and Guidelines were adopted in 1999 and 2016, although the Housing Element is updated every 8 years in accordance with state regulations and spans the 2023-2031 planning period. 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 current County of Santa Barbara Housing Element (2023-2031) identifies an estimated growth rate of less than 1 percent within the Village. The County’s General Plan covers the Vandenberg Village and surrounding hills side areas. The current City of Lompoc Housing Element (2023-2031) identifies an estimated growth rate of 0.45 percent within the City. The following population projections within the District are based on the Department of Finance Table E5 estimate and SBCAG regional forecast. Table I-1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Lompoc Hospital District - - 57,700 57,700 58,000 County 423,895 441,963 451,840 501,500 513,300 * Assumes trend-based land use capacity within the Lompoc Unincorporated. SBCAG regional forecast model extrapolated for Vandenberg Village. ** DOF Table E5 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 202 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: I. LOMPOC HOSPITAL DISTRICT by the Water Code as one in which the median annual h ousehold income (MHI) is less than 80 percent of the statewide average. Incorporated communities also are defined as disadvantaged when the MHI falls below 80 percent. In 2025, the statewi de MHI was $118,100, 80 percent of that is $94,480. The average MHI for Lompoc Hospital District boundary was $91,075 in 2025, 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 a disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. The Environmental Protection Agency (EPA) has developed an Environmental Justice Screening and Mapping Tool Version 2.3 (EJScreen) that provides nationally consistent data combining environmental and demographic data related to the protection of public health and the environment. This Mapping Tool was evaluated for indicators to assist in identifying a disadvantaged community. Lastly, EPA has also developed an EnviroAtlas Interactive Map Tool in collaboration with EJScreen that overlays geospatial data and other resources related to ecosystem services, their chemical and non-chemical stressors, and human health to better understand human health and well-being, since these are closely tied to the environment, which provides benefits such as clean water, clean air, and protection from natural hazards. In combination a stronger representation of underserved communities can be identified that may be a leading indicator to health and well-being or precursor to DUC. In all cases, the Lompoc Valley Healthcare District’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. LAFCO of Santa Barbara County 203 CHAPTER THREE: I. LOMPOC HOSPITAL DISTRICT Lompoc Valley Healthcare District Formation, Revenues, Attributes, Types of Service, and Resources Attributes District area (est. square miles): Entire District 391.5 Population (2025 estimate): Entire District 57,699 Assessed Valuation (FY 21-22: District portion) $6,856,994,297 Number of Hospitals 1 Regular Financial Audits Annual Annual Revenue Per Capita, Entire District (FY 23-24) $2,586 Average Portion of County 1% Property Tax Received 0.02¢/$1 Ending Total Fund Balance (June 2024) $22,616,966 Change in Total Fund Balance (from June 2018 to June 2023) 32.6% Total Fund Balance/Annual Revenue Total (FY 22-23) 34.4% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing 2020 US Census 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. SERVICES Overview Lompoc Valley Healthcare District owns and operates a public hospital and provides inpatient and outpatient acute care and long-term care to residents of the District. The following is a comprehensive list of the inpatient and outpatient services available at various locations across the Lompoc Valley: Bariatric Program Birthing Center Cardiopulmonary Counseling Critical Care Services Emergency Services Family Caregiver Support General Surgery Imaging & Radiology Laboratory Services Long-Term Care Medical Surgical Services Nephrology Neurology Obstetrics & Gynecology Occupational Medicine Oncology & Hematology Orthopedic Services 204 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: I. LOMPOC HOSPITAL DISTRICT Osteopathic Manipulation Therapy Otolaryngology (ENT) Outpatient Dietician Services (OMT) Outpatient Lactation Services Pediatrics Plastic & Reconstructive Surgery Primary Care Rehabilitation Services Robotic Surgery Skilled Nursing Specialty Care Spine Care Sports Medicine TeleVisits Urgent Care Urogynecology Wound Care Types of Services Broadband - Solid Waste - Vector Control - Cemetery - Healthcare X Other - Lompoc Valley Healthcare District Formation, Revenues, Attributes, Types of Service, and Resources Hospital Facilities Address Acquired/Built Condition Size Lompoc Valley Medical Center – 115,500-square-foot Good 1515 E. Ocean Ave., Lompoc facility Lompoc Valley Medical Center – Comprehensive Care Center - 216 Good 110 Beds N. Third St., Lompoc Lompoc Valley Medical Center – Sleep Disorder Center – 228 S D St., 1959 Good 2,756 sqft Lompoc Lompoc Health – Hematology- 2023 acquired Oncology - 1213 E. Ocean Ave. Ste Excellent 7,000 sqft office suits built in 2013 102, Lompoc Lompoc Health – Birth H Center - 2008 acquired 1225 N. H St, Lompoc built prior to Good XX-square-foot facility 1970 Lompoc Health – North Third 2016 acquired Center - 136 N. Third St, Lompoc built prior to Good 1,000 sqft 1930 Lompoc Health-Village Center In progress LAFCO of Santa Barbara County 205 CHAPTER THREE: I. LOMPOC HOSPITAL DISTRICT Total Staffing Personnel Per 1,000 population Full time Operators n/a n/a Emergency Operators n/a n/a Administrative Personnel n/a n/a Other District Staff n/a n/a Lompoc Valley Healthcare District has a total of 39 staff directors and five (5) Officers. Staffing Experience/Tenure (average) Years in Industry Year w/ District Chief Executive Officer 30+ 15 Chief Financial Officer 20+ 20 Chief Operating Officer 30+ 1.5 Chief Nursing Officer 10+ 1.5 Chief Medical Officer 45+ 45+ Executive Director, Human Resources 35 35+ FINANCES The District prepares an annual budget and financial statement, which includes details for each of its enterprise funds. The District maintains separate capital reserve funds for replacement projects, meaning that charges for services are intended to pay for future costs of providing such services. District Revenues 2022-2023 2023-2024 Amount % of Total Amount % of Total Charges for Services $139,647,243 92.1% $153,367,762 91.7% $5,329,503 3.5% $6,700,741 4.0% Capitation revenues $5,748,613 3.8% $5,909,864 3.6% Property taxes $101,275 0.1% $156,238 0.1% Grants and Contributions Investment Earnings $962,197 0.6% $1,112,096 0.6% Other Revenue/loss -$114,671 -0.1% -$55,579 -0.03% Revenue total $151,674,160 100.0% $167,191,122 100.0% Source: Lompoc Valley Healthcare District, Financial Statements, June 30, 2023 and 2024, Statement of 206 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: I. LOMPOC HOSPITAL DISTRICT Revenues, Expenditures and Changes in Fund Balances – All Fun d types. 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 inflation. The District’s reserve balances are sufficient 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. LOMPOC VALLEY HEALTHCARE DISTRICT Fiscal Trends-LVMC 180 160 140 120 100 80 60 40 20 0 2021-22 2022-23 2023-24 Revenue Expenditure Reserve This indicator addresses the extent to which charges for service Charges for Services covered expenses. Charges for Services is the primary funding source for the District. Represented below a ratio of one or higher indicates 200 that the service is self-supporting. 150 100 50 0 2019-20 2020-21 2021-22 2022-23 2023-24 LAFCO of Santa Barbara County 207 snoilliM ni tnuomA snoilliM ni tnuomA CHAPTER THREE: I. LOMPOC HOSPITAL DISTRICT A Service Obligation ratio of one or more indicates if Service Obligation revenues were sufficient to pay for operations. It is calculated by o perating revenues divided by operating 1 .05 expenditures. Fiscal Year Operating Operating 1 Revenues Expenditures Ratio 2019 $ 96,869,225 $ 98,232,484 0.9 0.95 2020 $ 114,535,067 $ 110,622,199 1.0 0.9 2021 $ 126,487,154 $ 117,407,229 1.0 2022 $ 145,744,454 $ 134,295,581 1.0 0.85 2023 $ 151,674,160 $ 143,236,712 1.0 2019 2020 2021 2022 2023 2024 2024 $ 165,659,546 $ 157,765,107 1.0 Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2021 2022 2023 2024 Trend Funded ratio (plan assets as a % of plan liabilities) 73% 75% 75% 75% Net liability, pension (plan liabilities - plan assets) $ 1,502,548 $ 2,574,606 $ 2,279,728 $2,668,074 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of 0% 2024 year of OPEB reporting plan liabilities) Net liability, OPEB $ 0 (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. 208 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Coverage of Net Post-Employment Liabilities 1 1 0.8 0.8 0.6 0.6 0.4 0.4 0.2 0.2 0 0 2019 2020 2021 2022 2023 2024 2019 2020 2021 2022 2023 2024 Agency Assets (other than capital) $0 $0 $0 $0 $0 $0 Net Liabilities (pension & OPEB) $0 $0 $0 $0 $0 $0 CHAPTER THREE: I. LOMPOC HOSPITAL DISTRICT Pension Obligations and Payments The District does not have any pension obligations. Deferred Compensation Plan The District offers a 457 deferred compensation plan (the Plan) to eligible employees. The Plan allows participants to defer income during peak years and set it aside as retirement savings. The employee funds set aside are pre-tax dollars and therefore reduce the amount of current income taxable to the employee. The District has established certain requirements in order for employees to qualify for the Plan. All contributions are voluntary by the employee and they are 100% vested at inception. Effective July 1, 2011, the District offers a 401(a)-employer funded retirement plan to eligible employees. Employees will be vested based upon a “tiered” schedule, with 100% vesting after three years. Compensated Absences The District’s employees earn paid-time-off (PTO) benefits at varying rates depending on years of service. PTO benefits can accumulate up to specified maximum levels. Employees are paid for PTO accumulated benefits if they leave either upon termination or separation. Accrued PTO liabilities as of June 30, 2023 and 2022 were $2,989,506 and $2,914,015, respectively. OPEB Obligations and Payments The District does not offer OPEB benefits or obligations. Enterprise Funding The District budget includes hospital services for each facility, with separate accounting for hospital and champion center expenses. The following chart shows a six-year trend. The graph below shows the current financial trend in millions. This indicator provides a measurement of the agency’s expenditure over time. LAFCO of Santa Barbara County 209 CHAPTER THREE: I. LOMPOC HOSPITAL DISTRICT Hospital & Center-Expenditure 80 120 70 100% 100 60 80 50 40 60 Hospital 30 40 20 20 10 Center 0 0 2018 2019 2020 2021 2022 2023 Asset Maintenance and Repair The District’s budget presumably includes improvements through its Repair Fund. Unfortunately, the District’s budget was not shared with LAFCO to determine asset maintenance and repair expenses. Capital Improvements The District does not have a Capital Improvement Plan (CIP) at this time. Capital projects are likely considered during each budget adoption, as needed. Long-term Liabilities and Debts The District other asset also includes long-term lease receivables in the amount of $8,414,337 and $7,391,350 as of June 30, 2023 and 2022, respectively. Debt borrowings decreased by $593,378 as scheduled payments were made, accounts payable decreased by $1,121,313, accrued payroll and related expenses decreased by $742,664 due mainly to timing of payroll transactions, and estimated third party payor settlements increased by $3,927,645 due mainly to the $5,000,000 CenCal settlement agreement. On August 24, 2023 the District an agreement whereas the District reached a settlement agreement in the amount of $5,000,000. This settlement agreement was entered into among the United States of America, acting through the United States Department of Justice and on behalf of the Office of the Inspector General of the Department of Health and Human Services, the State of California, acting through the California Department of Justice Division fo Medi-Cal Fraud and Elder Abuse, the District and a relator. The settlement agreement was related to alleged violations of the False Claims Act and the California False Claims Act whereas it was alleged that the 210 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA sa )secivres esirpretne( erutidnepxE ycnegA stsoc gnitarepo llarevo % a CHAPTER THREE: I. LOMPOC HOSPITAL DISTRICT District violated both acts in connection with certain payments made by the Santa Barbara San Luis Obispo Regional Health Authority d/b/a CenCal re lated to the Medi-Cal Adult Expansion under the Affordable Care Act to the District. Lompoc Valley Medical Center 2020 General Obligation Refunding Bonds (refinanced 2013 General Obligation Refunding Bonds during the fiscal year ended June 30, 2021); principal due each August 1st at various amounts through August 1, 2036; interest due semi-annually on August 1st and February 1st (2.31%). Lompoc Valley Medical Center Taxable Insured Refunding Revenue Bonds, Series 2020 (refinanced 2013 Revenue Bonds during the fiscal year ended June 30, 2021); principal due each July 1st at various amounts through July 1, 2042; interest due semi-annually on July 1st and January 1st (1.75% to 2.996%). Lompoc Healthcare District 2014 General Obligation Refunding Bonds, principal payment due each August 1st at various amounts through August 1, 2037; interest due semi-annually on August 1st and February 1st (2% to 5%). The District leases various equipment and facilities under operating leases expiring at various dates. Total building and equipment rent expense for the years ended June 30, 2023 and 2022, was $232,816 and $482,818, respectively. Future minimum lease payments for the succeeding years under operating leases as of June 30, 2023. The District leases office space for Oncology services under an operating lease. Lease commencement occurs on the date the District takes possession or control of the property. Original terms for the lease are 10 years. This lease contains an option to extend for two successive periods of five years each. The annual increase to base rent of 2.5% will be used should the option to extend be exercised. The District leases the Champion Center and another building to third parties under operating leases. Lease commencement occurs on the date the District third party takes possession or control of the properties. Original terms for the leases vary. This lease contains an option to extend for additional years. The leases also contain options to terminate the leases at specific times. For purposes of lease calculations for these operating leases, it is assumed that the termination clauses would not be exercised due to the significant penalty associated with the early termination LAFCO of Santa Barbara County 211 CHAPTER THREE: I. LOMPOC HOSPITAL DISTRICT conditions and other factors. Total operating lease revenues under these lease arrangements for t he years ended June 30, 2023 and 2022 were $849,940 and $801,741, respectively. Opportunities for Shared Facilities The District has a number of specialty care providers from surrounding healthcare organizations seeing patients locally. ORGANIZATION Governance Lompoc Valley Healthcare District District’s governance authority is established under the Local Hospital District Law (“principal act”) and codified under Health and Safety Code Sections 32000 et seq. This principal act empowers Lompoc Hospital District to provide a moderate range of municipal services. A list comparing active and latent powers follows. Active Service Powers Latent Service Powers - All listed in Principal Act -None Governance of Lompoc Valley Healthcare District is independently provided through its five- member Board of Directors elected publicly to staggered four-year terms. Lompoc Valley Healthcare District holds meetings on the fourth Thursday of the month. The meetings are held in the District Board Room located at 1515 East Ocean Avenue, Lompoc, 93436 California at 5:00 p.m. A current listing of Board of Directors along with respective backgrounds follows. Lompoc Valley Healthcare District | Current Governing Board Roster Member Position Background Years on District Leslie M. Kelly, RN Director RN Critical Care Unit & 22 Hospice nurse Mark Cordes Director VP Credit Union 1 Roger McConnell Director Financial Advisor 27 Christopher Lumsdaine, MD Director Family Medicine 7 Elham Novin-Baheran, MD Director Internal Medicine 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 212 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: I. LOMPOC HOSPITAL DISTRICT 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. Lompoc Valley Healthcare District Website Checklist website accessed 7/25/25 https://www.lompocvmc.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 §6270.5 posted it to website? X 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 Hospital District is an independent board-governed District. Refer to https://www.lompocvmc.com/ for the required checklist items. LAFCO of Santa Barbara County 213 CHAPTER THREE: I. LOMPOC HOSPITAL DISTRICT S urvey Results T he table below includes a list of questions asked of area residents by LAFCO to assess if satisfactory healthcare, mosquito vector control, cemetery, housing mediation, broadband, school, solid waste, and harbor services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. Lompoc Valley Healthcare District Questionnaire Revenues, Types of Service, and Resources Lompoc Valley Healthcare District | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of - - - Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 2. Overall, are adequate staffing and equipment - - - provided with the level of Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 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 were knowledgeable, answer questions, - - - and were informative? No responses were provided by the public related to Lompoc Hospital District at this time. 214 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE J. Mosquito & Vector Management District of Santa Barbara County Administrative Office: 2450 Lillie Ave, Summerland, CA 93067 Phone: 805/969-5050 x221 Fax: 805/969-5643 Email: INFO@mvmdistrict.org Website: www.mvmdistrict.org General Manager: Brian Cabrera SUMMARY The Mosquito & Vector Management District of Santa Barbara County primary purpose is to conduct programs for the surveillance, prevention, abatement, and control of mosquitoes and other vectors to the approximately 271,803 people throughout the Countywide 2,753 square miles. The District boundaries coincide with those of the Santa Barbara County with the exception of Cities of Santa Maria, Buellton, Solvang, Lompoc and Guadalupe. 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 $6.08 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. BACKGROUND The Mosquito & Vector Management District of Santa Barbara County (MVMDSBC) was formed in 1959 by Board of Supervisors pursuant to the Pest Abatement District Law. The MVMDSBC was originally named Isla Vista Mosquito Abatement District, which changed in 1961 to Goleta Valley Mosquito Abatement District, that changed in 1998 to Santa Barbara Coastal Vector Control District, and in 2006, to its current name. In 1996, LAFCO increased the District to include the entire county except for the territory within the Carpinteria Mosquito Abatement District, the City of Santa Barbara and the remainder of the unincorporated area of the County. In 1999, the District annexed the Carpinteria District. In 2002, the District received approval to form a Countywide District excluding north county incorporated cities. In 2005 the District approved an extension of its service area to include Summerland, Montecito, Mission Canyon and Hidden Valley. The MVMDSBC is countywide and overlaps, three cities, County Water Agency, eight County Service Areas, Cachuma RCD, twelve Water and Sanitary Districts, three Fire Protection Districts, nine Community Services Districts, Santa Barbara Metropolitan Transit District, Municipal Improvement and Airport Districts, Healthcare District, and seven Cemetery Districts. LAFCO of Santa Barbara County 215 CHAPTER THREE: J. MOSQUITO & VECTOR COTROL OF SANTA BARBARA COUNTY 216 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: J. MOSQUITO & VECTOR COTROL OF SANTA BARBARA COUNTY The District receives its funding via property taxes paid for the Goleta and Carpinteria areas. It is estimated it serves a population of 271,803 people, with 175,329 living within northern Cities. The District anticipates a growth rate between 5 and 9.8 percent a year within its boundaries in the coming years. In 2025, it was estimated that the District serves 90,789 parcels, 40,918 in Cities, and 49,871 in unincorporated county. Mosquito surveillance by trapping is conducted in basic service areas, including the unincorporated areas of north county, by request, on a routine and regular basis, and when mosquito-borne diseases are reported. OPERATIONS The Mosquito & Vector Management District of Santa Barbara County’s mission is to provide effective, efficient, environmentally compatible management of human health pests, especially mosquitoes, to prevent their public nuisance and prevent outbreaks of vector-borne diseases. Specifically, the District monitors and controls mosquitoes and mosquito-borne diseases; monitors some vector-borne diseases; and inspects and abates vectors that are public nuisances. Services are not provided for residents, commercial entities, and public agencies that are not within the district's sphere of influence. Specifically, individuals and entities not residing or located within Santa Barbara County and those within the incorporated cities of Santa Maria, Buellton, Solvang, Lompoc and Guadalupe are not provided service. However, advice of a general nature, especially references to local resources known to be available, may be given as applicable. Basic service includes mosquito and vector-borne disease surveillance primarily through specific mosquito trapping surveys, West Nile virus Detection and Dead Bird Surveillance Program, and vertebrate and arthropod disease surveys. Public information service on vectors and vector-borne diseases is available to basic service areas. Enhanced services are provided to areas on the South Coast of Santa Barbara County, south of the Los Padres National Forest, west of the Santa Barbara – Ventura County boundary to the Rancho Embarcadero neighborhood (see Figure 1.) Private property landowners within the enhanced services zone are assessed an additional parcel tax that in fiscal year ending 2018 was $9.97 per single family equivalent benefit unit. (A dollar is added to the assessment by the Treasurer-Tax Collector.) The assessment is adjusted depending on the use of a property. Public agencies do not pay taxes or benefit assessments and may enter into an agreement to receive enhanced services. LAFCO of Santa Barbara County 217 CHAPTER THREE: J. MOSQUITO & VECTOR COTROL OF SANTA BARBARA COUNTY Enhanced services include all surveillance activities that basic service areas receive and additionally includes regular targeted surveillance and treatment of mosquito habitat to reduce mosquito larvae production. Enhanced service includes inspection and advice for property owners who report bee swarm behavior. The District maintains a list of beekeepers who collect swarms. The District will respond to emergency situations where bee swarms are an immediate threat to the public congregating at schools, parks, churches and hospitals. Enhanced service includes the enforcement of the Health and Safety Code where vermin and vectors, such as, but not limited to, mosquitoes, filth flies, rats and bedbugs create unsafe and unhealthy conditions for tenants and community; where abatement upon an offending respondent may be necessary. Staff are to apply protocol and policy when enforcing abatement processes. The District Board of Directors is composed of eight members appointed by the Board of Supervisor and/or City Councils to four- year terms. The Board meets on the second Thursday of every month at 1:00 PM, at the Santa Barbara City College Wake Campus, Room 20, 300 N. Turnpike Rd., Santa Barbara. The District maintains a website which includes a list of Board members and agendas for recent and upcoming Board meetings. OPPORTUNITIES & CHALLENGES What is a Vector? A vector is an organism (usually an insect or other arthropod [such as ticks] which carries and transmits a disease-causing pathogen or parasite from one host to another. Organisms that cause direct harm and injury or significant annoyance to humans and animals can also be referred to as vectors. Examples of vectors are mosquitoes, fleas, ticks, mites, lice, flies, midges, rats, eye gnats, honey bees, spiders, scorpions, yellowjackets, wasps and rattlesnakes. Aphids and nematodes are examples of vectors for plant diseases. 218 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: J. MOSQUITO & VECTOR COTROL OF SANTA BARBARA COUNTY In September and October 2020, the district found infestations of the non-native yellow fever mosquito, Aedes aegypti, in two separate Santa Barbara neighborhoods. These infestations were eliminated through intensive door-to-door surveys, trapping, insecticide treatments, public outreach, and continuous monitoring. These mosquitoes were last detected in May 2021 and the CA Department of Public Health officially declared it eradicated from Santa Barbara County in 2024. Aedes aegypti is capable of transmitting yellow fever, Dengue, Zika and Chikungunya viruses which can cause serious illness, death, and birth abnormalities (Zika only). The ongoing threat of reintroduction of the non-native yellow fever mosquito into Santa Barbara County and the associated public health threat of local transmission of Dengue virus remains a challenge. In 2024, 18 human cases of locally-transmitted Dengue virus were reported in southern California from August to October. There were two cases in 2023, one each in the cities of Pasadena and Long Beach, the first ever locally-transmitted infections in California. Continuing changes to the regional climate which makes temperatures warmer are more favorable for mosquito, rat and other vector populations to increase and for their activity to persist and have longer durations each year, particularly in late fall and winter. LAFCO of Santa Barbara County encourages the District and the other agencies to continue to collaborate on managing the needs of mosquito and vector-borne disease. Governance Structure Options The Agreements between the District and various other agencies helps keep services going for the area residents and businesses. LAFCO staff sees value in local agencies collaborating and exploring opportunities to improve delivery of municipal services. The opportunities for new governance structures in MVMDSBC are small. The District includes all of the County and has JPAs or MOUs with some Cities. For these reasons, it is unlikely that MVMDSBC will annex additional land in the near future. The District has not identified any government structure options. LAFCO does not see the need for structural governance changes. Regional Collaboration MVMDSBC is a signatory in a mutual aid agreement between mosquito and vector control agencies in the southern region of the Mosquito & Vector Control Association of California (MVCAC). MVMDSBC has a MOU with the Cities of Pismo Beach, Oceano Dunes State Vehicular Recreation Area, and southern San Luis Obispo County, to provide limited services outside their boundaries. LAFCO of Santa Barbara County 219 CHAPTER THREE: J. MOSQUITO & VECTOR COTROL OF SANTA BARBARA COUNTY SPHERE OF INFLUENCE & BOUNDARIES The Sphere of Influence for the Mosquito & Vector Management District of Santa Barbara County’s boundaries are coterminous with 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. MVMDSBC provide limited services outside their boundaries to a portion of San Luis Obispo County under a MOU. BOUNDARIES Jurisdictional Boundary Carpinteria/Summerland-Fire Mosquito & Vector Management District of Santa Barbara jurisdictional boundary spans 2,753 square miles with 99% being County’s existing boundary spans approximately 2,753 square unincorporated and under the land miles in size and covers 1,722,849 acres (parcels and including use authority of the County of Santa Barbara. The remainder of the public rights-of-ways) of contiguous areas. Nearly 99% of the jurisdictional boundary lies within jurisdictional service boundary is unincorporated and under the the Cities. land use authority of the County of Santa Barbara. The remaining portion of jurisdictional service lands approximately 1% of the total is incorporated and under the land use authority of the three Cities. Overall, there are 179,500 registered voters within the jurisdictional boundary. Mosquito & Vector Management District of Santa Barbara County | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters Incorporated Cities 16,158 1.0% 40,963 87,386 Other unincorporated 1.706,691 99.0% 49,826 92,114 Totals 1,722,849 100.0% 90,789 179,500 Mosquito & Vector Management District of Santa Barbara County | 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 1.706,691 99.0% 49,826 92,114 Incorporated Cities 16,158 1.0% 40,963 87,386 Totals 1,722,849 100.0% 90,789 179,500 Total assessed value (land and structure) is set at $93.4 billion as of April 2025, and translates to a per acre value ratio of $54,261. The former amount further represents a per capita value of $343,942 based on the estimated service population of 271,803. MVMDSBC “District” receives 220 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: J. MOSQUITO & VECTOR COTROL OF SANTA BARBARA COUNTY $628,745 dollars in annual property tax revenue and $725,987 in special assessments generated within its jurisdictional boundary. The jurisdictional boundary is currently divided into 90,789 legal Close to 2% of the jurisdictional parcels and spans 1.7 million acres (parcels and including public boundary is under private rights-of-ways). Approximately 2% of the parcel acreage is under ownership, and of this amount approximately 45% has been private ownership with 45% 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 2,576 vacant parcels that collectively total 6,722 acres. Mosquito & Vector Management District of Santa Barbara County Formation, Revenues, Attributes, Types of Service, and Resources District Formation and Duties Formation Date 1959 Pest Abatement District Law, Health & Safety Code, 2200 Legal Authority et seq Eight-member Board of Trustees appointed by the Board of Board of Directors Supervisors and/or City Councils Agency Duties Abatement of mosquitoes and other disease vectors and routine surveillance of vector-borne disease POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2020 population of Santa Barbara County to be 444,229. 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 Cities population as 317,900 by 2020 and unincorporated areas estimated at 143,000. Between 2010 and 2020, the population of the County increased by 22,070 people (5.7 percent or less than 1 percent per year). Demographics for the County are based on an age characteristics report prepared by SBCAG in 2017 and American Community Survey. These statistics are cited herein, which identified the largest age group represented in the County as 18 to 64 group at 62.5 percent. Approximately 15.3 percent of the population was in the 65 or older years age group and 22.3 percent in the under the age of 18 group. LAFCO of Santa Barbara County 221 CHAPTER THREE: J. MOSQUITO & VECTOR COTROL OF SANTA BARBARA COUNTY According to the 2020 U.S. Census, approximately 43.9 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the largest ethnic group in County, comprised 45.7 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 Count’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 2023-2031 planning period. The current County Housing Element (2023-2031) identifies an estimated growth rate of 9.5 percent within the County. The following population projections within the County are based on the Department of Finance Table E5 estimate and SBCAG regional forecast. Table J-2. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Unincorporated 133,413 140,158 143,000 149,100 151,300 Incorporated 290,482 301,805 317,900 352,400 362,000 County 423,895 441,963 460,900 501,500 513,300 * Assumes trend-based land use capacity within the City. SBCAG regional forecast model. ** DOF Table E5 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 also are defined as disadvantaged when the MHI falls below 80 percent. In 2025, the statewide MHI was $118,100, 80 percent of that is $94,480. The MHI for Countywide was $91,197 in 2025, which does qualify the County 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 a disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. The Environmental Protection Agency (EPA) has developed an Environmental Justice Screening and 222 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: J. MOSQUITO & VECTOR COTROL OF SANTA BARBARA COUNTY Mapping Tool Version 2.3 (EJScreen) that provides nationally consistent data combining environmental and demographic data related to the protection of public health and the environment. This Mapping Tool was evaluated for indicators to assist in identifying a disadvantaged community. Lastly, EPA has also developed an EnviroAtlas Interactive Map Tool in collaboration with EJScreen that overlays geospatial data and other resources related to ecosystem services, their chemical and non-chemical stressors, and human health to better understand human health and well-being, since these are closely tied to the environment, which provides benefits such as clean water, clean air, and protection from natural hazards. In combination a stronger representation of underserved communities can be identified that may be a leading indicator to health and well-being or precursor to DUC. In the study of the other cases, the communities of Casmalia, Cuyama, New Cuyama, Sisquoc, Guadalupe, Garey, Devon, Lompoc, portions of Goleta, Santa Maria, Santa Barbara, and Isla Vista were identified as qualifying as disadvantage communities. Therefore, the Mosquito & Vector Management District of Santa Barbara County’s 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. Mosquito & Vector Management District of Santa Barbara County Formation, Revenues, Attributes, Types of Service, and Resources Attributes District area (est. square miles): Cities 39.76 Entire District 2,713 Population (2025 estimate): Cities 131,933 Entire District 271,803 Assessed Valuation (FY 23-24: District portion) $93,484,716,383 Regular Financial Audits Annual Annual Revenue Per Capita, Entire District (FY 23-24) $6,079 Average Portion of County 1% Property Tax Received .005¢/$1 Ending Total Fund Balance (June 2024) $3,322,081 Change in Total Fund Balance (from June 2019 to June 2024) 43.1% Total Fund Balance/Annual Revenue Total (FY 23-24) 201% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing 2020 US Census 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. LAFCO of Santa Barbara County 223 CHAPTER THREE: J. MOSQUITO & VECTOR COTROL OF SANTA BARBARA COUNTY SERVICES Overview MVMD main objective is: 1. to reduce the number of mosquitoes to a tolerable level 2. monitor outbreaks of mosquito-borne diseases 3. respond to bee activity, most notably, yellowjackets, and 4. offers programs that provide information and education to their community and schools. The District is staffed by 6 full-time employees. General Manager, Administrative Assistant, Vector Biologist Technician, Lead Vector Control Technician, and two Vector Control Technician II. Types of Services Broadband - Solid Waste - Vector Control X Cemetery - Healthcare - Other X Total Staffing Personnel Per 1,000 population Full time Technicians 4 0.014 Emergency Operators 0 0 Administrative Personnel 1 0.003 Other District Staff 1 0.003 Mosquito & Vector Management District of Santa Barbara County has a total of 6 permanent employees. 224 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: J. MOSQUITO & VECTOR COTROL OF SANTA BARBARA COUNTY Staffing Experience/Tenure (average) Years in Industry Year w/ District General Manager (1) 6.5 7 Lead Vector Control Technician (1) 23.66 23.66 Vector Control Technician (2) 40 40 Vector Biologist Technician (1) 20.41 20.41 Administrative Personnel (5) 15.16 15.16 The MVMDSBC just started releasing a new quarterly M&VCSBC Snapshot: FY2025 newsletter, "The Itching Post", with short features on Agencies Reports Reporting who we are, what we do, and what YOU can do to help Period us "Fight the Bite" - plus interesting photos and California Department of Annually Public Health information on mosquitoes, ticks, rats and other Santa Barbara County Monthly vectors. Agriculture Commissioner’s Office State Water Resources Annually Control Board FINANCES The District prepares an annual budget and financial statement, which includes details for each of its governmental activities. The District maintains separate program revenues, meaning that charges for services are intended to pay for the costs of providing such services, otherwise 1% property taxes and any special assessments are used to fund operations. When the District receives any grants, they are used for specific projects. District Revenues 2022-2023 2023-2024 Amount % of Total Amount % of Total Property Taxes $599,383 38.8% $628,745 38.1% Special Assessments $710,754 46.0% $725,987 43.9% Intergovernmental Revenue State, Federal, $18,635 1.2% $19,807 1.2% Other Investment Income $39,524 2.5% $72,338 4.4% Other Revenue $177,751 11.5% $205,426 12.4% Revenue total $1,546,047 100.0% $1,652,303 100.0% Source: Mosquito & Vector Management District of Santa Barbara County, Financial Statements, June 30, 2023 and 2024, Statement of Revenues, Expenditures and Changes in Fund Balances – All Fund types. Fiscal Indicators Select fiscal indicators are shown graphically below. Over the past three fiscal years, the District’s LAFCO of Santa Barbara County 225 CHAPTER THREE: J. MOSQUITO & VECTOR COTROL OF SANTA BARBARA COUNTY expenditures have increased in comparison to its revenues. The increase in expenditures was primarily due to in legal fees, building repair and maintenance costs and new expenditures on marketing for public outreach. The District’s reserve balances have sufficient funds to absorb relatively 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. MOSQUITO & VECTOR MANAGEMENT DISTRICT Fiscal Trends-MVMDSBC 3 2.5 2 1.5 1 0.5 0 2021-22 2022-23 2023-24 Revenue Expenditure Reserve This indicator addresses the extent to which charges for service Special Assessments & Property Tax covered expenses. Special Assessments and Property Taxes are Charges for primary funding source for Vector Control Districts. Represented 0.8 Service below a ratio of one or higher indicates that the service is self- supporting. 0.7 Property Tax 0.6 0.5 0.4 0.3 0.2 0.1 0 2019-20 2020-21 2021-22 2022-23 2023-24 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 Year Operating Operating Revenues Expenditures Ratio 1 2019 $ 1,293,132 $ 1,049,645 1.0 2020 $ 1,168,302 $ 1,132,170 1.0 0.5 2021 $ 1,206,037 $ 859,798 1.4 2022 $ 1,368,057 $ 985,909 1.3 0 2023 $ 1,546,047 $ 995,628 1.2 2019 2020 2021 2022 2023 2024 2024 $ 1,652,303 $ 1,163,631 1.4 226 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA snoilliM ni tnuomA CHAPTER THREE: J. MOSQUITO & VECTOR COTROL OF SANTA BARBARA COUNTY Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2021 2022 2023 2024 Trend Funded ratio (plan assets as a % of plan liabilities) 67.7% 89.4% 83.9% 84.4% Net liability, pension (plan liabilities - plan assets) $ 926,939 $ 435,324 $ 713,094 $ 761,253 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of 120.7% 2024 year of OPEB reporting plan liabilities) Net liability, OPEB $ 526,822 (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. Pension Obligations and Payments The District provides pension benefits to eligible employees through cost sharing multiple- employer defined benefit pension plans (pension plans) administered by the Santa Barbara County Employees’ Retirement System (SBCERS). SBCERS administers six County pension plans. With the passage of the Public Employees’ Pension Reform Act (PEPRA), the County established a new pension plan, Plan 8. As of January 1, 2013, Plan 8 is the only pension plan available to new employees. For each of the plans, the District’s contractually required contribution rate for the year ended June 30, 2024 was a specified percent of annual payroll, actuarially determined as an amount that, when combined with employee contributions, is expected to finance the costs of benefits earned by employees during the year. Additional amounts required to finance any unfunded accrued liability are the responsibility of the plan sponsors. At June 30, 2024, the District contribution to the pension plan were $187,070 for its proportionate share of the net pension liability. As of the June 30, 2024, measurement date, the following current and former employees were covered by the benefit terms under the plan: General Plan 5A - 6 General Plan 7 – 1 LAFCO of Santa Barbara County 227 )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Coverage of Net Post-Employment Liabilities 3.5 1 3 0.8 2.5 2 0.6 1.5 0.4 1 0.2 0.5 0 0 2019 2020 2021 2022 2023 2024 2019 2020 2021 2022 2023 2024 Agency Assets (other than capital) $ 1,889,964 $ 2,054,355 $ 2,242,478 $ 2,427,696 $ 2,809,354 $ 3,205,782 Net Liabilities (pension & OPEB) $1,712,046 $1,688,194 $1,491,539 $1,050,596 $1,196,399 $1,288,075 CHAPTER THREE: J. MOSQUITO & VECTOR COTROL OF SANTA BARBARA COUNTY SBCERS issues its own Annual Comprehensive Financial Report (ACFR) that may be obtained by writing to SBCERS at 130 Robin Hill Road, Suite 100, Goleta, CA 93117 or on the SBCERS website at: https://www.sbcers.org OPEB Obligations and Payments The District provides post-retirement health benefits to all retirees with five years of service who retire from the District, and must have reached the minimum age of 50. Benefits continue for the lifetime of the retiree with survivor benefits extended to surviving spouses. Employees hired after 7/1/2018 are subject to a $1,677 District cap and a 10-year service requirement. As of the June 30, 2023, measurement date, actuarial valuation, the following current and former employees were covered by the benefit terms under the District's Plan: Active employees - 6 Inactive Employees - 1 Expenditure Funding The District currently collects Charges for Services in form of special assessments, as property tax revenue is not sufficient to cover costs to provide vector control services. From year to year the District expenditures include capital outlay costs. The following chart shows a six-year trend based on the information provided. The graph below shows the current financial trend in thousands. This indicator provides a measurement of the agency’s expenditure over time outside of salaries, supplies, and professional services. Vector, Capital-Expenditure 0.7 Capital Outlay 0.6 0.55% 0.5 0.4 0.3 0.2 0.1 0.036% 0% 0% 0.006% 0 0% 2019 2020 2021 2022 2023 2024 228 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE sdnasuohT ni tnuomA % a sa )secivres rotcev( erutidnepxE ycnegA stsoc gnitarepo llarevo CHAPTER THREE: J. MOSQUITO & VECTOR COTROL OF SANTA BARBARA COUNTY Asset Maintenance and Repair The District’s budget for asset maintenance and repairs included $41,404 in FY 23-24. In FY 22- 23 the repair expenses were $32,839. For FY 24-25 the district increased the budget to $59,300. Capital Improvements The District does not have a Capital Improvement Plan (CIP) at this time. Capital projects are likely considered during each budget adoption, as needed. Long-term Liabilities and Debts The District has no long-term debt associated with capital improvement projects and infrastructure. There are no current plans to add long-term debt financing. Opportunities for Shared Facilities The District does not currently share facilities with other agencies. Opportunities for shared facilities are limited and it is unlikely that a proposal would be feasible in the near future. ORGANIZATION Governance Mosquito & Vector Management District of Santa Barbara County’s governance authority is established under State Mosquito Abatement & Vector Control District Principal Act, Health and Safety Code, Section 2000. This principal act empowers MVMDSBC to provide a moderate range of municipal services. A list comparing active and latent powers follows. Active Service Powers Latent Service Powers - surveillance, prevention None - abatement and control of mosquitos and other vectors Governance of Mosquito & Vector Management District of Santa Barbara County is independently provided by the eight board members. Five Trustees are appointed by the County of Santa Barbara and one each appointed by the City Councils of Santa Barbara, Goleta and Carpinteria to staggered two to four-year terms. MVMDSBC holds meetings on the second Thursday of every month. Meetings are conducted in person in room 20 at the Santa Barbara City College Wake campus located at 300 N. Turnpike Rd. Santa Barbara, 93111. A current listing of Board of Trustees along with respective backgrounds follows. LAFCO of Santa Barbara County 229 CHAPTER THREE: J. MOSQUITO & VECTOR COTROL OF SANTA BARBARA COUNTY Mosquito & Vector Management District of Santa Barbara County | Current Governing Board Roster Member Position Representing Background Years on District Robert Williams President County of Santa Barbara Real Estate 12 Joe Franken Vice- President City of Carpinteria Health Care 4 Hugh Rafferty Secretary County of Santa Barbara Aero Space Engineer 2.5 Teri Joy Trustee City of Santa Barbara Community Organizer 8 Danica Taber Trustee City of Goleta Program Coordinator 1 Charles Blair Trustee County of Santa Barbara Surgeon 20 Barbara Silver Trustee County of Santa Barbara Librarian 2.5 Russell Dahlquist Trustee County of Santa Barbara Utility Worker/US Navy 2.5 Website Transparency The table, below and 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. Mosquito & Vector Management District of Santa Barbara County Website Checklist website accessed 7/25/25 https://www.mvmdistrict.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? 230 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: J. MOSQUITO & VECTOR COTROL OF SANTA BARBARA COUNTY 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: MVMDSBC is an Independent board-governed Special District. Refer to https://www.mvmdistrict.org/ for the required checklist items. Survey Results The table below includes a list of questions asked of area residents by LAFCO to assess if satisfactory healthcare, mosquito vector control, cemetery, housing mediation, broadband, school, solid waste, and harbor services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. Mosquito & Vector Management District Questionnaire Revenues, Types of Service, and Resources Mosquito & Vector Management District of Santa Barbara County | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of - - - Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 2. Overall, are adequate staffing and equipment - - - provided with the level of Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 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 were knowledgeable, answer questions, - - - and were informative? No responses were provided by the public related to Mosquito & Vector Management District of Santa Barbara County at this time. LAFCO of Santa Barbara County 231 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 232 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE K. 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 Website: https://islavistacsd.ca.gov/ General Manager: Jonathan Abboud Asst. General Manager: Sydney Castaneda SUMMARY The Isla Vista Community Services District represents an area south of the City of Goleta, bounded on three sides by UCSB and the Pacific Ocean on the fourth. The District’s boundaries cover a total of 0.55 square miles and include an estimated 15,500 residents. The District provides rental housing mediation services within District boundaries. The District’s expenditure for this service is currently $19,000 per year for mediation and legal advice. The District receives financial support at a rate of approximately $143 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 boundaries and Sphere of Influence are the same, the district has requested expansion areas. BACKGROUND The Isla Vista Community Services District was formed in 2017, by a vote of the voters of Isla Vista in 2016 that approved Measure E2016 under the authority of Assembly Bill 3 which established 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 by at‐large to staggered four‐year terms, and one member elected by at‐large to serve a two‐year term. UCSB and Santa Barbara County both appoint the remaining two members to four‐year terms. The Isla Vista CSD overlaps the County of Santa Barbara Fire Protection District, Cachuma RCD, Isla Vista Recreation & Park District, Goleta Water, Goleta West Sanitary, Santa Barbara Mosquito and Vector Control District, Santa Barbara Metropolitan Transit District, and the Goleta Cemetery District. County Service Areas include 31 (Isla Vista), 32 (Law Enforcement), County Flood Control & Water Agency. LAFCO of Santa Barbara County 233 CHAPTER THREE: K. ISLA VISTA COMMUNITY SERVICES DISTRICT 234 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. ISLA VISTA COMMUNITY SERVICES DISTRICT OPERATIONS IVCSD was established under Government Code 61250 and Measure E2016 to provide a variety of services. These services shall not supplant the level of services provided by the County of Santa Barbara, the Isla Vista Recreation and Park District, the University of California, Santa Barbara, or any other service provider. The following is a list of services the IVCSD provides consistent with the enabling statute: 1. Acquire, construct, improve, maintain, and operate community facilities, including, but not limited to, community centers, libraries, theaters, museums, cultural facilities, and child care facilities. 2. Acquire, construct, improve, and maintain sidewalks, lighting, gutters, and trees to supplement the level of service already provided by either the County of Santa Barbara or County Service Area No. 31. The district shall not acquire, construct, improve, or maintain any work owned by another public agency unless that other public agency gives its written consent. 3. Contract with the County of Santa Barbara or the Regents of the University of California, or both, for additional police protection services to supplement the level of police protection services already provided by either the County of Santa Barbara or the Regents of the University of California within the area of the district. 4. Abate graffiti. 5. Finance the operations of municipal advisory councils formed pursuant to Section 31010. 6. Create a tenant mediation program. 7. Finance the operations of area planning commissions formed pursuant to Section 65101. 8. Exercise the powers of a parking district, in the same manner as a parking district formed pursuant to the Parking District Law of 1951 (Part 4 (commencing with Section 35100) of Division 18 of the Streets and Highways Code). OPPORTUNITIES & CHALLENGES Housing Rental Costs Rental housing costs in Isla Vista are among the highest in the region driven by a limited dedicated student housing supply, high demand from UCSB students and a lack of an Isla Vista Master Plan to promote adequate private development. With over 90% of Isla Vista’s LAFCO of Santa Barbara County 235 CHAPTER THREE: K. ISLA VISTA COMMUNITY SERVICES DISTRICT population being renters and a significant proportion being students or low‐income residents, housing affordability remains a major challenge. Rental arrangements in Isla Vista are often non‐traditional, with many units housing more people than originally designed for, contributing to overcrowding, strained infrastructure, and quality of life concerns. These shared housing arrangements are to compensate for the high rental costs. In Isla Vista, a one‐bedroom apartment can commonly be $3,500 per month, usually housing 3‐4 students. Homes on Del Playa can see rents upwards of $20,000 per month with 15+ residents. The Isla Vista Community Services District no longer participates in the composting operations as solid waste services. In 2024, LAFCO conducted a municipal service review (MSR) that acknowledged in 2018 the IVCSD provided composting services that were expanded in 2023. The conclusion of the 2024 MSR determined, if the IVCSD wanted to continue these services, the District would need to activate the solid waste power or cease operations. The District has indicated it no longer provides composting services such as the doorstep food scrap collection service. However, the District does maintain some compost stations at a minimal level to provide the community gardens, which are community facilities funded by IVCSD, they are attached to with compost and as supplemental educational community facilities for volunteers to learn about the food waste cycle. The District also maintains two food scrap bins in downtown Isla Vista in partnership with the County of Santa Barbara General Services Department to divert food waste from the sidewalks and gutters on Pardall and around the Community Center. Governance Structure Options The IVCSD has not considered consolidating with any additional local agencies outside of CSA 31 as outlined in the 2024 MSR Rec & Park MSR, 2023 Transportation MSR and 2021 Public Safety MSR. The district plans to publish a white paper on the subject in November 2025 and would like to work with LAFCO on the project. The District has worked extensively with County Public Works and CSA 31 staff since 2018. Based on our experience the current organization is not the most efficient way to deliver these services to residents as it includes too many decision makers with diffused accountability. CSA 31 has overlapping jurisdiction with IVCSD and IVCSD could supplement its operations if it is subsumed, something not currently possible, and a potential bottleneck for expansion of services identify by County staff. 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 236 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. ISLA VISTA COMMUNITY SERVICES DISTRICT 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 Community Services District (IVCSD) is deeply committed to proactive and collaborative public outreach to ensure that residents and property providers, and community stakeholders are informed and supported. The approach includes a mix of educational programming, in‐person events, digital communication, and community partnerships‐all guided by a focus on accessibility, multilingual engagement, and relationship‐building. The Isla Vista CSD collaborates with the County of Santa Barbara through a formal lease agreement for office space located at 970 and 975 Embarcadero del Mar. This collaboration provides the district with workspace, community spaces, and also outlines specific services the IVCSD provides to benefit the County and broader community. This partnership also reflects a shared commitment to improving access to services The IVCSD runs the Isla Vista Safe Coalition, with participation ranging from the Santa Barbarba County Sheriff, 2nd District County Supervisor, UCSB Vice Chancellors, to on‐the‐ground service providers and residents. This is a quarterly meeting to work through major safety issues collaboratively, with the main focus currently being Deltopia. The IVCSD also convenes an annual waste stakeholder meeting with several agencies and organizations involved with waste reduction and diversion in Isla Vista. There is an MOU with IVCSD and UCPD for Isla Vista Safety Stations. There are two stations on Friday and Saturday nights located at Little Acorn Park and Window to the Sea from 8 p.m. to 2 a.m. The FY 25‐26 MOU includes an expansion of a third safety station. The stations provide a safe presence for residents to gather, access free water, charge cell phones, or report emergencies. The stations also allow for faster dispatching of SSP’s for free safety escorts to calls for service originating in Isla Vista. As of FY 25‐26, the district no longer has an Interpersonal Violence Investigator MOU with the UCPD. IVCSD is partnering with local agencies to provide consistent opportunities for residents to engage with survivor resources. Additionally, IVCSD is working to identify service gaps and needs to improve survivor resources in Isla Vista. On the Community Center patio, the District is collaborating with Aegis, Planned Parenthood, and Pacific Pride Foundation to operate a free Health and Safety vending machine with 24/7 access to health and harm reduction supplies. Supplies include Narcan, Fentanyl and Xylazine test strips, emergency contraceptives, condoms, rapid HIV and STI test kits, safe syringe kits, and drink test LAFCO of Santa Barbara County 237 CHAPTER THREE: K. ISLA VISTA COMMUNITY SERVICES DISTRICT kits. In 2018 the IVCSD allocated space in the Community Resources Building, at the cost of $1, to Standing Together to End Sexual Assault to operate a Survivor Resource Center. This space is used as a safe and comfortable location for IV residents to meet with case workers, law enforcement, and other service providers, The IVCSD has collaborated with the County, UCSB, and dozens of other government agencies, nonprofits, businesses, and individuals on conducting a parking study and mobility study since 2021. 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 does request an expansion to their Sphere of Influence to include the entire unincorporated area south of the City of Goleta and City of Santa Barbara, this includes at least one parcel not on UC property. While the district does not provide services outside of their service area, many residents outside of the district’s boundaries, such as UCSB students who live on campus, routinely utilize their services. On‐ campus residents routinely attend events at IVCSD community spaces, utilize the IVCSD Safety Stations, benefit from lighting and other mobility improvements, and parking since on‐campus residents park in Isla Vista to avoid campus parking fees. The residents of the UCSB campus are closely linked to the IVCSD service area and many thousands benefit from IVCSD services each year. A map of the District’s Sphere of Influence and boundaries can be seen at the beginning of this profile. Sphere of Influence Study Areas For study purposes, LAFCO staff has prepared the following table and map that included one area 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 K-1: Isla Vista CSD Study Areas Study Description Acres Existing Prime Constraints Area Zoning AG Land Remainder of 2010 981 1 UCSB No Government Code Isla Vista CDP 61250(f) Res‐4‐0 (UCSB Campus) Totals 981 238 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. ISLA VISTA COMMUNITY SERVICES DISTRICT 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 the Municipal Service Review and information provided by the City. SOI Study Area #1 – UCSB Campus (Located in SB County; Outside SOI). This area includes 79 parcels approximately 981‐acres in size located on both sides of the existing IVCSD. The structures consist of UCSB campus facilities and residential housing. The Government Code Section 61250 (f) states that “The boundaries of the district (IVCSD) shall be contiguous with the area known as County Service Area No. 31 within the County of Santa Barbara and shall exclude any property owned by the Regents of the University of California within those boundaries. Figure K-2 SOI Study Area #1 Study Area Existing SOI CDP Limit 981 acres UCSB Campus 1 LAFCO Staff Recommendation. The SOI should be excluded from the SOI for Study Area One. The inclusion of the remainder of UCSB Campus to align with the Isla Vista Census Designated Place (CDP) would be inconsistent with the Government Code that the IVCSD boundary be contiguous with CSA 31 and shall exclude any property owned by the University. In addition, the District has not yet identified which services would be appropriate for this new territory. What funding would supplement those services, nor any other sphere of influence determinations that would need to be made. Alignment with the CDP for the purposes of population, disadvantage communities, or any other reasons not related to need for services provided for and designated by LAFCO as active powers of the District should not be accepted as valid reasons. LAFCO of Santa Barbara County 239 CHAPTER THREE: K. ISLA VISTA COMMUNITY SERVICES DISTRICT 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 270 acres and under the land use authority of (parcels excluding public rights‐of‐ways) within one contiguous the County of Santa Barbara. area, though with certain parcels owned by the University of California excluded, per GC 61250. All of the jurisdictional 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 6,631 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% 911 6,631 Totals 270 100.0% 911 6,631 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% 911 6,631 Totals 270 100.0% 911 6,631 Total assessed value (land and structure) is set at $1.5 billion as of April 2025, and translates to a per acre value ratio of $5.6 million. The former amount further represents a per capita value of $101,738 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 911 legal Close to three‐fourths of the parcels and spans 270 acres (the remaining jurisdictional acreage jurisdictional boundary is under consists of public right‐of‐ways.) Close to three‐ fourths or 70.7% private ownership, and of this amount approximately 96% has of the parcel acreage is under private ownership with 96% 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 20 vacant parcels that collectively total 4‐acres. The jurisdictional boundary qualifies as a disadvantaged unincorporated community. 240 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. ISLA VISTA COMMUNITY SERVICES DISTRICT 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 61000 et seq. Seven Directors elected to four‐year terms through at‐ Board of Directors large elections. Agency Duties Community safety, violent investigations, survivor resources, street beautification, lighting, community center facility rental, waste disposal, rental housing mediation, and homelessness resources. POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2010 population of Isla Vista to be 23,096. 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. The 2020 Census listed Isla Vista’s population as 15,500, this is because the borders of the Isla Vista Census Designated Place changed to exclude UC Santa Barbara. As the census took place in April 2020 when classes were online at the beginning of the COVID‐19 Pandemic, IVCSD believes 15,500 is still an undercount for Isla Vista excluding the campus. UCSB’s 2020 Census population was 9,710, and this population frequently visits Isla Vista and utilizes services. In total this is 25,210 considered as the boundaries of the 2010 census designated place which included both. Demographics for the District are based on 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. LAFCO of Santa Barbara County 241 CHAPTER THREE: K. ISLA VISTA COMMUNITY SERVICES DISTRICT According to the 2020 U.S. Census approximately 52.8 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 23.3 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 2023‐2031 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, chiefly around parking in Isla Vista. The current County of Santa Barbara Housing Element (2023‐2031) 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 K‐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. 242 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. ISLA VISTA COMMUNITY SERVICES DISTRICT Disadvantaged Unincorporated Communities Senate Bill (SB) 244 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 2025, the statewide MHI was $118,100, 80 percent of that is $94,480. The MHI for Isla Vista was $24,428 in 2025, 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 a disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. The Environmental Protection Agency (EPA) has developed an Environmental Justice Screening and Mapping Tool Version 2.3 (EJScreen) that provides nationally consistent data combining environmental and demographic data related to the protection of public health and the environment. This Mapping Tool was evaluated for indicators to assist in identifying a disadvantaged community. Lastly, EPA has also developed an EnviroAtlas Interactive Map Tool in collaboration with EJScreen that overlays geospatial data and other resources related to ecosystem services, their chemical and non‐chemical stressors, and human health to better understand human health and well‐being, since these are closely tied to the environment, which provides benefits such as clean water, clean air, and protection from natural hazards. In combination a stronger representation of underserved communities can be identified that may be a leading indicator to health and well‐being or precursor to DUC In most cases, under the mapping and screening tools, the Isla Vista Community Services District’s Sphere of Influence does qualify under the definition of disadvantaged community for smaller portions within the community of Isla Vista for the present and probable need for public facilities and services, however, the area is being served by the District and surrounding Districts for water, wastewater, recreation and parks, and fire services. SERVICES Overview The District structures itself around eight programs: Operations, Community Programs and Engagement, Housing, Public Safety, Parking, Public Works & Graffiti Abatement, and Community Planning. The District’s primary revenue is raised from the utility user tax passed in June 2018. LAFCO of Santa Barbara County 243 CHAPTER THREE: K. ISLA VISTA COMMUNITY SERVICES DISTRICT School Services School services are provided by the Goleta Union School District. This school district services ten (10) neighborhood elementary schools located in the unincorporated area of Santa Barbara County. One school is located within the IVCSD boundary. Schools Name Location Isla Vista Elementary 01. 6875 El Colegio Road, Goleta, CA 93117 School Housing Mediation IVCSD provides Rental Housing Mediation Program services by contract with external professionals, including two (2) Mediators and one (1) Legal Advisor. These services are delivered to address rental housing disputes between tenants, landlords, and neighbors within the District’s boundaries. At this time, services are not provided outside the District’s boundaries, and all contracted service providers operate under the guidance and administration of the IVCSD staff. Services include: • Free assistance for all Isla Vista residents and property owners • Professional mediators to guide productive conversations • Trained legal advisors to support housing‐related concerns • Both Mediators and the Legal Advisor are fluent in Spanish and additional translation services are available • Support for various housing matters, from maintenance to interpersonal issues • Helpful templates and resources for common situations Santa Barbara County has enacted several ordinances to safeguard renters such as: • Just Cause Eviction Ordinance: The Santa Barbara County Board of Supervisors passed an emergency ordinance emending Chapter 44, Residential Property‐Landlords and Tenants Rights and Duties to add Article IV, “Just Cause for Residential Evictions” to the County Code. This ordinance limits a landlord’s ability to terminate tenancies without a valid reason. • Isla Vista Rental Inspection Program 244 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. ISLA VISTA COMMUNITY SERVICES DISTRICT Isla Vista Community Services District Formation, Revenues, Attributes, Types of Service, and Resources Attributes District Area (est. square miles) 0.468 Population (2025 estimated) 15,500 Assessed Valuation (FY 23‐24) $1,526,080,312 Schools 1 Regular Financial Audits Every Year Average Annual Revenue Per Capita (FY 23‐24) $143,404 Average Portion of County 1% Property Tax Received N/A Ending General Fund Balance (June 2024) $2,051,659 Change in General Fund Balance (from June 2019 to June 2024) 675% Total Fund Balance/Annual Revenue Total (FY 23‐24) 130% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing 2024 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 Broadband ‐ Solid Waste ‐ Vector Control ‐ Cemetery ‐ Healthcare ‐ Other X Total Staffing Personnel Per 1,000 population Full time Staff 7 Part time Temporary Help 11 Isla Vista CSD provides eight (8)‐full time and 11 Part‐time temporary staff for various programs in coordination with the MSR services. LAFCO of Santa Barbara County 245 CHAPTER THREE: K. ISLA VISTA COMMUNITY SERVICES DISTRICT Staffing Experience/Tenure Years in Industry Year w/ District General Manager 7.5 7.5 Assistant General Manager 3.5 3.5 Community Programs and 3 3 Engagement Director Public Works & Sustainability 2.5 2.5 Director Waste Reduction Program Manager 3.5 3.5 (Vacant) Community Spaces Project Manager 2 2 Community Engagement Project 2 2 Manager Compost Collective Project Manager 2 2 FINANCES The District prepares an annual budget and financial statement, which includes details for each of its government activities funds. District Revenues 2022-2023 2023-2024 Amount % of Total Amount % of Total Utility user taxes $1,370,470 82.6% $1,345,240 67.9% Interest $30,153 0.5% $43,467 2.2% UCSB contribution $116,139 15.5% $549,840 27.8% Other Revenue (grants) $76,666 0.2% $32,537 1.6% Charges for services $15,151 1.2% $10,814 0.5% Unrealized gain on $0 0.0% $0 0.0% investments – Use of money Revenue total $1,608,579 100.0% $1,981,898 100.0% 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. 246 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. ISLA VISTA COMMUNITY SERVICES DISTRICT Fiscal Trends-Isla Vista CSD 3 2.5 2 1.5 1 0.5 0 2021-22 2022-23 2023-24 Revenue Expenditure Reserve ISLA VISTA CSD Utility User Tax This indicator is important for fire and related services as they 1.6 are heavily reliant upon utility user tax revenues. District approved a Utility User's Tax of 8% on water, gas, garbage, 1.4 sewage, and electricity services. This indicator can potentially 1.2 depict the stability of an agency's revenue base. 1 0.8 0.6 0.4 0.2 0 2019-20 2020-21 2021-22 2022-23 2023-24 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 2019 $ 993,040 $ 475,058 2.1 2020 $ 1,208,150 $ 711,476 1.7 1 2021 $ 1,272,289 $ 714,582 1.7 0.5 2022 $ 1,391,693 $ 1,115,274 1.2 0 2023 $ 1,608,579 $ 1,376,812 1.1 2024 $ 1,981,898 $ 2,245,022 0.8 2019 2020 2021 2022 2023 2024 LAFCO of Santa Barbara County 247 snoilliM ni tnuomA snoilliM ni tnuomA CHAPTER THREE: K. ISLA VISTA COMMUNITY SER VICES DISTRICT 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 2021 2022 2023 2024 Trend Funded ratio (plan assets as a % of plan liabilities) 72% 70% 70% 70% Liability, compensated absences (liabilities) $ 14,583 $ 22,068 $ TBD $ TBD Post‐Employment Benefits (Pension ‐ OPEB) Funded ratio (plan assets as a % of plan liabilities) 0% 2023 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. 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. 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. No benefits are offered post‐employment. 248 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Program Expenditures ‐Liabilities 2 1.5 Parking Public Safety 1 Community 0.5 General 0 Operations 2018 2019 2020 2021 2022 2023 2018 2019 2020 2021 2022 2023 Agency Assets (cash & investments) $65,551 $522,118 $65,551 $522,118 $1,991,700 $0 Net Position $149,736 $665,346 $149,736 $665,346 $1,864,930 $0 tnuomA CHAPTER THREE: K. ISLA VISTA COMMUNITY SERVICES DISTRICT 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. The County of Santa Barbara allocated $520,00 American Rescue Plan funds towards a project list of capital improvements at the IV Community Center and Community Resources Building. This list includes items such as ADA improvements and a floor for the IV Community Center. IVCSD installed an acoustic treatment for the Isla Vista Community Center for $23,000 in 2024, fixing the facility’s echo and sound issues. Long-term Liabilities and Debts The districts long‐term liability activity only includes compensated absences. The balance as of June 30, 2024 was $5,452. Opportunities for Shared Facilities The IVCSD shares the 970 Embarcadero del Mar facility with the Santa Barbara Neighborhood Clinic. There is currently a vacancy on the second floor of the building. ORGANIZATION Governance Isla Vista Community Services District’s governance authority is established under its principal act Government Code Section 61250 “Isla Vista Community Services District” with references to the Community Services District Law Act of 2006 (“principal act”) and codified under Government Code Sections 61000. This act – passed in 2015 following a year of community involvement, empowers Isla Vista CSD to provide a wide range of municipal services upon approval by LAFCO, including two unique to IVCSD (parking and tenant mediation). As of date, Isla Vista CSD is authorized to provide municipal service – that can be funded by the initial utility user tax approved by the voters on June 5, 2018. – with these class functions being police protection services, parking, mediation, street beautification (shall only supplement level of LAFCO of Santa Barbara County 249 CHAPTER THREE: K. ISLA VISTA COMMUNITY SERVICES DISTRICT service already provided by County or CSA 31), abate graffiti, and community facilities. At this time, all other powers and any associated class functions enumerated under the principal act are only being studied for possible inclusion. No active authority has been acted on and therefore are deemed latent and would need to be formally activated by LAFCO at a noticed public hearing before Isla Vista CSD would be allowed to initiate. 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 - Street Cleaning/Lighting Composting - Abate Graffiti Planning Commission - Community Facilities Zoning Code/Building Enforcement - Mediation Program - Parking Governance of Isla Vista CSD is independently provided through its seven‐member Board of Directors with four members elected by at‐large to staggered four‐year terms, and one member elected by at‐large to serve a two‐year term. UCSB and County both appoint the remaining two members. The Board of Supervisors appoint 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 Board Spencer Brandt President Legislative Analyst 8 Edward Pilotte Vice President Student 6 months Kirsten Deshler Director Government Relations 4 Katherine Carmichael Director Environmental Staffer 2 months with State Senator Kyland Hobart Director Student 6 months Annabelle Sipos Director Student 4 months Carrie Topliffe Director CPA, Retired County 3.5 Executive 250 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. 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 7/25/25 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 251 CHAPTER THREE: K. ISLA VISTA COMMUNITY SERVICES DISTRICT Survey Results The table below includes a list of questions asked of area residents to assess if satisfactory healthcare, mosquito vector control, cemetery, housing mediation, broadband, school, solid waste, and harbor 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 ‐ ‐ ‐ Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 2. Overall, are adequate staffing and equipment ‐ ‐ ‐ provided with the level of Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 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 were knowledgeable, answer ‐ ‐ ‐ questions, and were informative? No responses were provided by the public related to Isla Vista Community Services District at this time. 252 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE L. 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 5,091 residents (source: 2025 Department of Finance). The City provides lighting, road maintenance, street sweeping, transit, and parking services within City boundaries. The City receives financial support at a rate of approximately $3,318 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 City boundaries and Sphere of Influence are the same and 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 by district with the Mayor elected at large. In 2019, the City Council voted to change the of election system to elect councilmembers 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 with the 2022 election. It has a City manager form of government and is a contract City providing many essential City services by contract with other government agencies or private businesses. The City of Buellton overlaps the County of Santa Barbara Fire Protection District, Santa Ynez River WCD, Cachuma RCD, County Flood Control & Water Agency, and the Oak Hill Cemetery District. LAFCO 253 of Santa Barbara County CHAPTER THREE: L. CITY OF BUELLTON 6 254 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF BUELLTON OPERATIONS The City of Buellton provides a full range of services through in‐house and via contracts, including police and fire protection, refuse collection, off‐street parking; building inspections; licenses and permits; the construction and maintenance of highways, streets, and other infrastructure; recreational and cultural activities; library services; low‐income housing; and transit services. The City employs approximately 21 full‐time employees including the City Manager who oversees 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 of Buellton did not express any challenges related to solid waste, vector control, and broadband services. Governance Structure Options The City has not identified any government structure options. LAFCO does not see the need for structural governance changes, the enabling legislation indicates a multipurpose governmental agency, especially in urban areas, may be the best mechanism to account for community needs, financial resources and service priorities. It may be that a legal or functional consolidation with other Santa Ynez Valley based local agencies may result in greater overall economy or efficiency in providing services to the community. 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 other local service provider to assume responsibilities within this area. Therefore, LAFCO staff recommends that the City continue to discuss possible partnerships with 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 City participates in the Regional Water Efficiency Program (RWEP). Through the RWEP collaborative water conservation partnership among purveyors, co‐funds projects and programs, acts as a clearinghouse for information on water use efficiency, manages specific projects and programs, and monitors local, state and national legislation related to efficient water use. LAFCO of Santa Barbara County 255 CHAPTER THREE: L. CITY OF BUELLTON T he City participates in the Integrated Regional Water Management Plan (IRWMP) process. T he intent of the Integrated Regional Water Management Program in Santa Barbara County is to promote and practice integrated regional water management strategies to ensure sustainable water uses, reliable water supplies, better water quality, environmental stewardship, efficient urban development, protection of agricultural and watershed awareness. The City also cooperates in the County‐wide Integrated Stormwater Resources Plan including eight Cooperating Entities: five cities (Buellton, Carpinteria, Goleta, Guadalupe, and Solvang), two water districts (Carpinteria Valley and Montecito), and UCSB. The SWRP is a regional, watershed‐based plan intended to improve the management of stormwater resources throughout Santa Barbara County by identifying water system improvements which increase user self‐ reliance on local water supplies. 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. Patrons may request specific material or have Las Aletas volunteers choose material based on your interests. 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. Marborg Industries provides weekly garbage collection and disposal. Waste is taken to the Santa Barbara County ReSource Center. 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 256 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF BUELLTON (UGB) that is co‐terminus with the City limits. The UGB requ ires 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 pro jects 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. Sphere of Influence Study Areas For study purposes, LAFCO staff has prepared the following table and map that included one area 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 L-1: City of Buellton Study Areas Study Description Acres Existing Prime Constraints Area Zoning AG Land Zaca Creek 2.86 1 CH Highway Commercial No Unknown Restaurant Totals 2.86 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 the Municipal Service Review and information provided by the City. SOI Study Area #1 – Zaca Creek Restaurant 099-600-042 (Located in SB County; Outside SOI). This area includes one parcel approximately 2.86‐acres in size located at 1297 Jonata park Road. The structures consist of Tavern at Zaca Creek and Inn. The property was issued an out‐ of‐agency service agreement for water service in 1996 and is still active today. LAFCO of Santa Barbara County 257 CHAPTER THREE: L. CITY OF BUELLTON T he intent is to study the area for appropriate governance options. The landowner has requested t he area be included in the study for possible expansion into the City for full services. Figure L-2 SOI Study Area #1 Study Area 1 Existing SOI City Limit 2.86 acres Highway Commercial LAFCO Staff Recommendation. The SOI should be further examined during MOA talks for Study Area One. Staff recommendation is to maintain the existing Sphere of Influence in this area and note the City/County efforts to evaluate land use changes, needs, development standards, and special provisions during the MOA process. This effort will also include drafting policy documents, as well as, specific annexation studies for identifying new expansion areas. A high‐ level analysis will be conducted to identify potential water, sewer, stormwater, and utility system improvements needed for future uses in potential annexation areas. A fiscal impact analysis may need be completed of projected City revenues and expenses associated adding properties identified for annexation to illustrate the extent of fiscal impacts for the City. Future governance options specific to the contiguous land should also be considered. 258 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. 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 99.7% 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. The City serves one area outside of its jurisdictional service area under out‐of‐agency‐service agreement. Overall, there are 3,670 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 838 99.7% 2,166 3,670 OASA – Zaca Creek 2.86 0.3% 1 0 (099‐600‐042) Totals 840.86 100.0% 2,166 3,670 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 838 99.7% 2,166 3,670 Co of Santa Barbara 2.86 0.3% 1 0 Totals 840.86 100.0% 2,167 3,670 Total assessed value (land and structure) is set at $1.23 billion as of April 2025 and translates to a per acre value ratio of $1.4 million. The former amount further represents a per capita value of $241,734 based on the estimated service population of 5,091. City of Buellton received $398,730 in annual franchise revenue for fiscal year 2023‐24 generated within its jurisdictional boundary and operates the general fund for other services. The jurisdictional boundary is currently divided into 2,166 legal More than 87% of the parcels and spans 838 acres the remaining jurisdictional acreage jurisdictional boundary is under consists of public right‐of‐ways. Close to 87% of the parcel acreage private ownership, and of this amount approximately 75% has is under private ownership with 75% 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 24 vacant parcels that collectively total 19 acres. The jurisdictional boundary does not qualify as LAFCO of Santa Barbara County 259 CHAPTER THREE: L. CITY OF BUELLTON a disadvantaged incorporated community. 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 by district starting in Mayor & Council Members 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 2020 population of Buellton to be 5,276. 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. The Department of Finance population estimates Report E‐5 for 2025 estimates the City of Buellton to be 5,091. Between 2010 and 2020, the population of Buellton increased by 448 people (8.5 percent; or less than 1 percent per year). There are approximately 2,086 households within the City. In contrast, the County’s population increased by 5.7 percent between 2010 and 2020. Demographics for the City are based on an age characteristics report prepared by SBCAG in 2017 and American Community Survey, which identified the largest age group represented in Buellton as 18 to 64 age range group at 59.6 percent. Approximately 17.2 percent of the population was in the 65 and older range. Approximately 23.2 percent of the residents were under the age of 18 group. 260 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF BUELLTON According to the 2020 U.S. Census, approximately 71.8 percent of the total population identified themselves as non‐Hispanic white. The Hispanic population, w hich is the second largest ethnic group in Buellton, comprised 23.5 percent of the total populatio n. 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 2022, although the Housing Element is updated every 8 years in accordance with state regulations and spans the 2023‐2031 planning period. The current City of Buellton Housing Element (2023‐2031) identifies an estimated growth rate of 6.9 percent within the City. The County’s Housing Element, covering the same period, estimates 1.2 percent growth in the surrounding unincorporated Santa Ynez areas. The following population projections within the City are based on the Department of Finance Table E4 estimate and SBCAG regional forecast. Table L‐2. 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. The table below summarizes proposals considered by LAFCO since 2004 to the present. Table L-3 –Proposals Since 2004 Date Action Proposal Acreage Status 2/1/1992 Incorporation Incorp 1990‐R‐01 1,026 Approved 12/5/91 The Growth and Population factor includes a summary of population data and land use and zoning in the area as well as growth trends. 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 LAFCO of Santa Barbara County 261 CHAPTER THREE: L. CITY OF BUELLTON S pecial Districts that provide sewer, water, or structural fire protection services. A DUC is defined b y the Water Code as one in which the median annual household income (MHI) is 80 percent of the statewide average. Incorporated communities also are defined as disadvantaged when the MHI falls below 80 percent. In 2025, the statewide MHI was $118,100, 80 percent of that is $94,480. The MHI for Buellton was $96,028 in 2025, 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 a disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. The Environmental Protection Agency (EPA) has developed an Environmental Justice Screening and Mapping Tool Version 2.3 (EJScreen) that provides nationally consistent data combining environmental and demographic data related to the protection of public health and the environment. This Mapping Tool was evaluated for indicators to assist in identifying a disadvantaged community. Lastly, EPA has also developed an EnviroAtlas Interactive Map Tool in collaboration with EJScreen that overlays geospatial data and other resources related to ecosystem services, their chemical and non‐chemical stressors, and human health to better understand human health and well‐being, since these are closely tied to the environment, which provides benefits such as clean water, clean air, and protection from natural hazards. In combination a stronger representation of underserved communities can be identified that may be a leading indicator to health and well‐being or precursor to DUC. In most cases, the City of Buellton’s Sphere of Influence does not qualify under the definition of disadvantaged community; however, the southwest area between West Highway 246 and Santa Ynez River was identified in the DAC Mapping Tool as a Census Block during 2025 review qualifying as a disadvantaged community. SERVICES Overview The Solid waste and recycling services in the City of Buellton are managed through an exclusive franchise agreement with MarBorg Industries. The City of Buellton has teamed with the Santa Barbara County Association of Governments (SBCAG), in collaboration with the County and other stakeholders, developed the Santa Barbara County Broadband Strategic Plan. 262 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF BUELLTON Table L-4: Existing & Proposed Service Provi ders within SOI Existing Agency Provid ing Agency to Provide Service Services for SOI Areas Services for SOI Areas General Government (including City of Buellton / City of Buellton / Governing Board, Counsel, Assessor, County of Santa Barbara County of Santa Barbara Finance and General Administration) Water Service City of Buellton City of Buellton Wastewater collection, treatment City of Buellton City of Buellton and disposal Storm water drainage, flood control City of Buellton City of Buellton Roads, Circulation, Street Maintenance City of Buellton City of Buellton Street Lighting Public Transportation City of Buellton City of Buellton County Sheriff/ Santa Law Enforcement and Fire Protection County Sheriff/ Santa Barbara Barbara County Fire Services County Fire Department Department Community Development/Planning City of Buellton City of Buellton and Building Services, Enforcement Solid Waste City of Buellton City of Buellton Library City of Buellton City of Buellton Parks and Recreation City of Buellton City of Buellton Solid Waste Services A private vendor, Marborg Industries, collects solid waste under a franchise agreement with the City. Participation in garbage collection is mandatory citywide and rates are based on volume as part of a comprehensive effort to comply with current state law for waste reduction. The landfill serving Buellton is also used by the unincorporated and incorporated communities in the south coast. The agreement requires the contractor to transport and deliver all collections to the Tajiguas Landfill or to such other disposal site designated by the City Manager. A map of the pick‐ up days and areas are provided on the next page. LAFCO of Santa Barbara County 263 CHAPTER THREE: L. CITY OF BUELLTON Mosquito Vector Control Services The City is responsible for implementing programs that deal with mosquito abatement and other pests internally. A search under the City of Buellton website for mosquito or vector control did not result in finding a current program. School Services School services are provided by the Buellton Union School District. This school district services an enrollment of approximately 600 students at two schools. Oakview Elementary serves students in grades TK‐5, and Jonata Middle School serves students in grades 6‐8. High School services are provided by the Santa Ynez Valley Union High School District. Schools Location Address 01. Oakview Elementary Open Field, Playground/Tot Lot, Swing set 02. Jonata Middle School Benches, Open Field, Playground/Tot Lot 264 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF BUELLTON Broadband Services Some results from the Regional Broadband Strategic Plan for the Santa Barbara County Region include the following regarding the community profile for Buellton: Buellton is located at the intersections of State Route 246 and U.S. Highway 101 in the Santa Ynez Valley, ideal positioning for broadband infrastructure along two major thoroughfares. While not imminently poised to develop smart city planning, careful consideration and conversation must evolve to meet the community’s future needs. Buellton is poised to play a crucial role in the evolving development of broadband infrastructure. Based on all available data, broadband availability in Buellton is extensive. The map displayed below was created using the public CPUC information available via the GIS Map Data. Table 1 for CPUC served/unserved definitions). It shows most of the City is in green, indicating that a 25/3 Mbps Service is accessible in a significant portion of the county. Comcast and Frontier are the major internet service providers serving the community. Although the CPUC data report high broadband availability, Buellton community members indicate that the actual bandwidth received is low. The graphics on the next page detail the distribution of the received internet speed according to the data collected from the speed tests in the City of Buellton. LAFCO of Santa Barbara County 265 CHAPTER THREE: L. CITY OF BUELLTON The speed tests performed in Buellton showed crowdsourced data collection were low, and data collected via the speed test showed that none of the test takers met the 100/100mbps; 8 of the 20 tests taken were able to download at speeds over 100 Mbps and upload speeds were significantly slower. Poor test results could be due to the time of day the test was taken and the equipment connecting to the internet. DEVELOPMENT IMPACT FEES Government Code Section 66000 is intended to hold agencies to a higher level of accountability whenever charges are established, increased, or imposed and whenever updates or reviews are performed. Section 66000 requires ordinances to include language that commits the local agency to establish reasonable development charges and, if those charges are found not to be reasonable, to refund the difference. The City levies a series of development impact fees for new development to address many differing needs. All these fees are based on Government Code Section 66000 et seq., which requires the agency setting fees to (i) identify the purpose of the fee, (ii) identify the use to which the fees will be put, (iii) determine the reasonable relationship (or “nexus”) between the type of development charged the fee, the amount of the fee and its use, and (iv) determine the reasonable relationship between the need for the public facility or improvement and the project upon which the fee is imposed. Fees collected by the City include: fees in‐lieu of parkland dedication, park development projects, road and circulation fees, and general administrative capital improvement fees. 266 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF BUELLTON City of Buellton Incorporation, Revenues, Attributes, Types of Ser vice, and Resources Attributes City Limits (est. square miles) 1.58 Population (2025 estimated) 5,091 Assessed Valuation (FY 23‐24: Includes City only) $1,230,669,221 unknown Number of Cell Towers/Antennas, 2 Schools Regular Financial Audits Every Year Average Annual Revenue Per Capita $3,318 Average Portion of County 1% Property Tax Received 15¢/$1 Ending General Fund Balance (June 2024) $15,213,606 Change in General Fund Balance (from June 2019 to June 2024) 32.3% Total Fund Balance/Annual Revenue Total (FY 23‐24) 84% 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. Types of Services Broadband X Solid Waste X Vector Control X Cemetery ‐ Healthcare ‐ Other X Total Staffing Position Full‐time Part‐time (Positions/FTEs) City Manager 1 ‐ Total FTE 1 Buellton has a total of 27 permanent employees. LAFCO of Santa Barbara County 267 CHAPTER THREE: L. CITY OF BUELLTON Staffing Experience/Tenure (average) Years in Industry Year w/ District City Manager (solid waste contracts) n/a n/a 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 water and wastewater services, meaning that charges for services are intended to pay for the costs of providing such services. City Revenues 2022-2023 2023-2024 Amount % of Total Amount % of Total Property tax $1,886,905 11.4% $1,954,402 10.8% Sales & use tax $3,615,000 21.9% $3,588,858 19.8% TOT tax $4,220,959 25.6% $3,908,296 21.6% Franchise fees $377,541 2.3% $398,730 2.2% Other taxes $24,788 0.2% $32,060 0.2% Fines $9,254 0.1% $13,041 0.1% Charges for services $4,143,885 25.1% $4,213,457 23.3% Grants & contributions $1,910,424 11.6% $3,091,139 17.1% Interest $287,613 1.7% $862,893 4.7% Other revenue $15,316 0.1% $37,570 0.2% Revenue total $16,491,685 100.0% $18,100,446 100.0% 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 increasing slightly. The increase in revenue have raised the City’s reserve. The City’s reserve balances have sufficient funds to absorb relatively small revenue imbalances. 268 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF BUELLTON Fiscal Trends-City of Buellton 20 15 10 5 0 2021-22 2022-23 2023-24 Revenue Expenditure Reserve CITY OF BUELLTON Property Tax & Franchise Funds This indicator addresses the extent to which special revenue 2.5 funds covered expenses. Property Tax and general fund are the primary funding source for broadband and Franchise fees for solid waste services. Represented below a ratio of one or 2 higher indicates that the service is self‐supporting. 1.5 1 0.5 0 2019-20 2020-21 2021-22 2022-23 2023-24 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. 1.4 Fiscal Year Operating Operating 1.3 Revenues Expenditures Ratio 2019 $ 13,307,341 $ 10,433,930 1.2 1.2 2020 $ 13,715,453 $ 11,510,609 1.3 1.1 2021 $ 13,817,072 $ 12,133,968 1.1 2022 $ 15,513,372 $ 12,159,951 1.2 1 2023 $ 16,491,685 $ 12,093,634 1.3 2019 2020 2021 2022 2023 2024 2024 $ 18,100,446 $ 14,903,174 1.2 LAFCO of Santa Barbara County 269 snoilliM ni tnuomA snoilliM ni tnuomA CHAPTER THREE: L. CITY OF BUELLTON Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2021 2022 2023 2024 Trend Funded ratio (plan assets as a % of plan liabilities) 75.1% 88.2% 76.6% 76.2% Net liability, pension (plan liabilities ‐ plan assets) $ 2,411,265 $ 1,252,299 $ 2,888,246 $ 1,488,110 Other Post‐Employment Benefits (OPEB) Funded ratio (plan assets as a % of plan liabilities) Net 0% 2024 year of OPEB reporting liability, OPEB (plan liabilities ‐ plan assets) $ 2,777,601 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. 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. All qualified permanent and probationary employees are eligible to participate in the Public Agency Cost‐Sharing Multiple‐Employer Defined Benefit Pension Plan (the Plan), administered by the California Public Employees' Retirement System (CaIPERS). The City of Buellton's employer rate plans in the miscellaneous risk pool include the Miscellaneous plan (Miscellaneous) and the PEPRA Miscellaneous plan (PEPRA Misc.). The Plan provides service retirement and disability benefits, annual cost of living adjustments and death benefits to plan members, who must be public employees and beneficiaries. Benefits are based on years of credited service, equal to one year of full‐time employment. The City's estimated net pension liability on June 30, 2023, was $1,488,110. 270 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Coverage of Net Post‐Employment Liabilities 30 0.3 25 0.25 20 0.2 15 0.15 10 0.1 5 0.05 0 0 2019 2020 2021 2022 2023 2024 2019 2020 2021 2022 2023 2024 Agency Assets (other than capital) $18,584,036 $17,270,589 $22,390,089 $24,389,400 $26,214,877 $27,924,826 Net Liabilities (pension & OPEB) $4,016,642 $4,588,042 $5,060,554 $4,378,527 $5,620,364 $4,265,711 tnuomA CHAPTER THREE: L. CITY OF BUELLTON 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 $1,200 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. The City's estimated OPEB liability on June 30, 2023 was $2,777,601. As of the June 30, 2023 measurement date, the following current and former employees were covered by the benefit terms under the plan: ‐ Retired employees – 17 ‐ Active employees – 19 Solid Waste Funding The City’s budget includes Solid Waste Program along with a franchise agreement for Marborg to provide all services. In 2016 the contract was amended to extend for ten years until 2027. Contractor does not look to City for any payments under the Contract. In consideration of the exclusive right to provide services in accordance with the Contract, Contractor shall pay City a franchise fee equal to ten percent (10%) of Contractor's gross receipts. Asset Maintenance and Repair The City budget includes expenditures for Maintenance and Repair of assets. In FY 2021‐22, the City expended $28,743 and decreased that to $9.860 for FY 2022/2023. Budgeted amounts for maintenance were $18,787 for FY 2023/2024, and $30,000 for FY 2024/2025. No specific repairs or maintenance were identified related solid waste or broadband services. Marborg Industries operates under a contract and independently maintain and repair all assets. Capital Improvements The City has a 5‐year 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 2024‐29 includes circulation improvements, road maintenance, storm drain retrofits, water treatment plant and sanitary sewer system improvements, as well as parks and facilities LAFCO of Santa Barbara County 271 CHAPTER THREE: L. CITY OF BUELLTON improvements. In total, the City’s 2024‐29 CIP budget beginning 7/1/2024 and ending 6/30/2029 i s $16,530,532. These capital improvements along with future identified improvements will be considered in further detail under the pertinent MSR study. For FY 24‐25 the no projects were identified related to solid waste or broadband facilities: Long-term Liabilities and Debts As of June 30, 2024, the City had about $8.44 million of outstanding long‐term obligations related to governmental activities and business‐type activities. On December 18, 2020, the City entered into a note payable agreement with Sterling National Bank. The note proceeds were used to purchase equipment and install City's solar, LED lighting, and other energy improvements project. The amount of the lease was $4,147,947 and the agreement was for annual payments for 20 years at 2.45% interest. The note is secured by the equipment and in the event of a default, all remaining payments become due and the lessor has the right to retake possession of the equipment. Annual lease payments are due each year starting in January 2022. An agreement with MailFinance, Inc. was commenced on December 9, 2019, to lease a mail machine and inserter that requires 21 quarterly payments of $921. There are no variable payment components of the lease. The lease liability is measured at a discount rate of 3%, which is the implicit rate used for the lease agreement. As a result of the lease, the City recorded as of July I, 2021 a right to use asset with a net book value of $1,736 at June 30,2024. An agreement with U.S. Bank Equipment Finance was commenced on October 20, 2020, to lease a scanner for the Planning Department that requires 60 monthly payments of $385. There are no variable payment components of the lease. The lease liability is measured at a discount rate of 3%, which is the implicit rate used for the lease agreement. As a result of the lease, the City recorded as of July 1,2021 a right to use asset with a net book value of $5,416 at June 30,2024. An agreement with Coastal Copy, Inc was commenced on January 7, 2022, to lease Kyocera Copiers that require 60 monthly payments of $740. There are no variable payment components of the lease but there is a monthly supplies and maintenance payment of $442. The lease liability is measured at a discount rate of 3%, which is the implicit rate used for the lease agreement. As a result of the lease, the City recorded a right to use asset with a net book value of $20,592 at June 30, 2024. An agreement with Coastal Copy, Inc was commenced on January 17,2024, to lease a Kyocera Copier for the Recreation Department that requires 60 monthly payments of $128.22. There are no variable payment components of the lease. The lease liability is measured at a discount rate of 3%, which is the implicit rate used for the lease agreement. As a result of the lease, the City 272 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF BUELLTON recorded a right to use asset with a net book value of $6,422 at June 30, 2024. Opportunities for Shared Facilities The City currently shares facilities related to the Buellton Recreation Center with the Buellton Union School District through a Joint Use Agreement, and shares 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, four elected by‐districts, governs the City of Buellton. Every two years, the citizens elect a Mayor at‐large for a period of two years. There is a limit of three consecutive terms as a City Councilmember or Mayor. In 2019, the City declared its intention to transition from at‐ large elections to district‐based elections pursuant to California Elections Code Section 10010 starting in 2022 election. Districts 1 & 4 held elections in 2022 and district 2 & 3 will be held in 2024. 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 21 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 Police services through the County Sheriff’s office. Fire Protection services are provided by the Santa Barbara County Fire Protection District (Station 31). City of Buellton City Council 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 273 CHAPTER THREE: L. CITY OF BUELLTON City of Buellton| Current Governing Council Roster Member Position Background Years on Council David Silva Mayor Non‐Profit Admin 2 Elysia Lewis Vice Mayor District 2 Finance 4 Officer/Legal Hudson Hornick Council Member District 1 Attorney 2 John Sanchez Council Member District 3 Retired City 6 Employee (PW) 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. City of Buellton Website Checklist website accessed 7/25/25 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? 274 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF BUELLTON The following criteria are recommended for agency website s by a number of governance associations and organization s. 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 https://cityofbuellton.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 healthcare, mosquito vector control, cemetery, housing mediation, broadband, school, solid waste, and harbor 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 ‐ ‐ ‐ Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 2. Overall, are adequate staffing and equipment ‐ ‐ ‐ provided with the level of Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 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 were knowledgeable, answer ‐ ‐ ‐ questions, and were informative? No responses were provided by the public related to City of Buellton at this time. LAFCO of Santa Barbara County 275 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 276 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE M. City of Carpinteria Administrative Office: 5775 Carpinteria Ave, Carpinteria, CA 93013 Phone: 805/684-5405 Fax: 805/684-5304 Email: michaelr@carpinteriaca.gov Website: www.carpinteriaca.gov City Manager: Michael Ramirez SUMMARY The City of Carpinteria is located in the southernmost coastal area of Santa Barbara County. The City’s incorporated area is a total of 7.3 square miles which includes 2.6 square miles of land and 4.7 square miles of tideland. The total population of the Carpinteria community is 12,735 (source: 2025 Department of Finance). The City’s revenues are supported at a rate of approximately $1,719 per resident and maintains a fund balance to meet future needs. The City’s financial procedures provide for the preparation of timely agency audits consistent with state laws, requirements of revenue sources, and financial best practices. The City boundaries and Sphere of Influence are largely coterminous. BACKGROUND The City of Carpinteria was incorporated on September 28, 1965. The City operates in accordance with the general laws codified under Government Code Sections 34000. The City is governed by a five-member City council whose members are elected by-district. It operates under a council- city manager form of government providing direct City services. The City limits (i.e., jurisdictional boundary) are generally bounded by State Route 192/Foothill Road in the north, the Pacific Ocean in the south, State Route 150/Rincon Road in the east, and Cravens Lane in the west. The Carpinteria Valley Water District provides water services, and the Carpinteria Sanitary District provides wastewater collection, treatment and disposal. Carpinteria/Summerland Fire Protection District provides fire services. Santa Barbara Metropolitan Transit District provides transit services. The City of Carpinteria also overlaps the Cachuma RCD District, Santa Barbara County Mosquito and Vector Control District, Santa Barbara Metropolitan Transit District, Santa Barbara County Service Areas 11 (Carpinteria Valley) and 32 (Law Enforcement), Santa Barbara County Flood Control & Water Conservation District, and Carpinteria Cemetery District. LAFCO of Santa Barbara County 277 CHAPTER THREE: M. CITY OF CARPINTERIA 278 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF CARPINTERIA OPERATIONS The City employs approximately 43 full-time equivalent employees and 60 part-time equivalent employees. The City’s organization is comprised of the Administrative Services Department; Community Development Department; General Government Department; Parks, Recreation and Community Services Department; and Public Works Department. Law enforcement services are provided through the Santa Barbara County Sheriff’s Office and fire protection services through the Carpinteria-Summerland Fire Protection District. Sewer and water service are provided in the City by the Carpinteria Sanitary District and the Carpinteria Valley Water District, respectively. Vector control services are provided in the City by the Mosquito and Vector Management District of Santa Barbara County. Public health care is delivered via a clinic in the City that is operated by Santa Barbara County Public Health Department. Private medical care is provided by Sutter Health through its Carpinteria Care Center. The nearest urgent care is located on Coast Village Road in Montecito. Hospitals serving the area include Cottage Hospital in the City of Santa Barbara and the Ventura County Medical Center in the City of Ventura. Public transit services are provided by the Santa Barbara Metropolitan Transit District (MTD). The City provides financial support for MTD’s local paratransit service through Easy Lift Transportation and also supports Help of Carpinteria, both dial-a-ride services. Regional commuter transit options are provided by Ventura County Transportation Commission, . A greater discussion of these services and operation can be found under the respective Agency Profiles. The Carpinteria community is provided electrical service by Southern California Edison, telecommunication by Cox Communications and Frontier Communications, and natural gas by Southern California Gas Company. Community Development Department The Community Development Department (CDD) has several distinct divisions including Planning (current and advanced planning), Building, and Code Compliance (parking enforcement, animal control, and zoning and building compliance). Parks, Recreation and Community Services Department The Parks, Recreation and Community Services Department (PRCS) has several divisions including Aquatics, Age Well Senior Services, Parks and Open Spaces and the Library. The Carpinteria Community Library space is leased by the City from the County, operated, and maintained by the City since July 1, 2022. The Library is located at 5141 Carpinteria Avenue in Carpinteria, located in the Veterans Memorial Building. LAFCO of Sant a Barbara County 279 CHAPTER THREE: M. CITY OF CARPINTERIA P ublic Works The City operates and maintains the City’s public infrastructure and facilities including bridges, buildings, parks and open spaces, parking lots, public beaches and shorelines, storm drains, streets/roadways, and urban forestry. The Public Works Department also provides services related to watershed management, resource conservation and waste stream reduction. Solid waste hauling and recycling services are provided through a franchise agreement with E.J. Harrison and Sons, Inc. Flood control infrastructure in the City is maintained and operated by the Santa Barbara County Flood Control and Water Conservation District. OPPORTUNITIES & CHALLENGES The City of Carpinteria did not express any challenges related to solid waste, vector control, or broadband services. Governance Structure Options The City has not identified any governance structure options. LAFCO does not see the need for structural governance changes, the enabling legislation indicates a multipurpose governmental agency, especially in urban areas, may be the best mechanism to account for community needs, financial resources and service priorities. It may be that a legal or functional consolidation with other Carpinteria based local agencies may result in greater overall economy or efficiency in providing services to the community. 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 other local service providers to assume responsibilities within this area. Therefore, LAFCO staff recommends that the City continue to discuss possible partnerships with 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 City participates in the County-wide Integrated Stormwater Resource Plan (SWRP) including eight cooperating entities- cities of Buellton, Carpinteria, Goleta, Guadalupe, and Solvang; water special districts of Carpinteria Valley and Montecito, and University of California at Santa Barbara. The SWRP is a regional, watershed-based plan intended to improve the management of stormwater resources throughout Santa Barbara County by identifying water system improvements which increase user self-reliance on local water supplies. Law enforcement services are provided by the Santa Barbara County Sheriff’s Department. Within Carpinteria State Beach, law enforcement services are jointly provided by the Santa Barbara 280 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF CARPINTERIA County Sheriff’s Department and State Park Rangers. The Ci ties of Carpinteria, Goleta, Lompoc, Santa Barbara, Santa Maria, and County of Santa Barbara are addressing violent crime and improving youth safety in Santa Barbara County in collaboration. Ventura County Engine #25 is available to Carpinteria for first alarm calls through a mutual 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 County of Santa Barbara, and cities of Carpinteria, Buellton, Goleta, Lompoc, Santa Barbara, and Solvang collaborate for cost sharing of the Santa Barbara County Regional SB 1383 Food Recovery Plan Extension. Carpinteria collaborates regionally in order to deliver certain municipal services as a member of Joint Powers Authorities/Agreements with the Beach Erosion Authority for Clean Oceans and Nourishment (BEACON) and Santa Barbara County Association of Governments (SBCAG), and the Black Gold Cooperative Library System. These entities involve regional collaboration of transportation planning and projects, land use and housing planning, and library programs and services. Certain services are delivered through independent and dependent special districts that the City works with cooperatively. For example, flood control services are provided via the County of Santa Barbara Flood Control District & Water Conservation District. Water, Sewer and Fire Protection are provided by special districts that include the area of the City and portions of unincorporated Santa Barbara County. 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). SPHERE OF INFLUENCE & BOUNDARIES The City of Carpinteria’s Sphere of Influence is largely coterminous with the City’s boundary with the exception of a small area within the neighborhood around Venice Lane and Santa Monica Road totaling 18.4 acres. The City has discussed and sent a letter of objection for a proposed multi- family residential project located on two parcels along Bailard Avenue across from Monte Vista Park that could be added to the Sphere and annexed in the future. LAFCO of Sant a Barbara County 281 CHAPTER THREE: M. CITY OF CARPINTERIA B OUNDARIES Jurisdictional Boundary Carpinteria’s jurisdictional Carpinteria’s existing boundary spans approximately 2.6 square boundary spans 2.6 square miles of miles of land and 4.7 square miles of tidelands. The land area land with 100% being incorporated and under the land use authority of includes 1,664 acres (parcels and public rights-of-ways) along the the City. coastline in one contiguous area with 100% of the jurisdictional 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 unincorporated under the land use authority of the County of Santa Barbara. Overall, there are 8,671 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 1,191 100.0% 5,136 8,671 Totals 1,191 100.0% 5,136 8,671 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 1,191 100.0% 5,136 8,671 Totals 1,191 100.0% 5,136 8,671 Total assessed value of land and improvements are set at $3.16 billion as of April 2025, and translates to a per acre value ratio of $2.6 million. The former amount further represents a per capita value of $248,483 based on the estimated service population of 12,735. City of Carpinteria received $723,011 in annual franchise revenue for fiscal year 2023-24 generated within its jurisdictional boundary and operates the general fund for other services. The jurisdictional boundary is currently divided into 5,136 legal Approximately 74% of the parcels and spans 1,191 acres; the remaining jurisdictional acreage jurisdictional boundary is under consists of public rights-of-way. Close to 74% of the parcel acreage private ownership, and of this amount nearly 80% has been is under private ownership with 80% of this 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 44 vacant parcels that collectively total 25 acres with some areas not developable. The jurisdictional boundary does not qualify as a disadvantaged incorporated community. 282 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF CARPINTERIA City of Carpinteria Incorporation, Revenues, Attributes, Types of Service, and Resources City Incorporation and Duties Incorporation Date September 28, 1965 General Law pursuant to Article XI of the Legal Authority California Constitution, Sections 34000 et seq. Mayor & Council Members A five-member City Council elected by districts. Agency Duties Road Maintenance and Transportation Planning, Parking & Lighting, Stormwater Management, Engineering, Solid Waste, Planning, Land Use, Building & Safety, Code Compliance, Parks, Recreation & Community Services, 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. POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2020 population of Carpinteria to be 13,264. In 2019, the Santa Barbara County Association of Governments (SBCAG) prepared a Regional Growth Forecast for 2050. That report used a conservative trend-base allocation methodology estimating Carpinteria to be 13,900 by 2020. The Department of Finance population estimates Report E-5 for 2025 estimates the City of Carpinteria to be 12,735. Between 2010 and 2022, the population of Carpinteria decreased by 81 people (less than 1-percent per year). There are approximately 5,742 households. In contrast, Santa Barbara County region’s population increased by 5.7-percent between 2010 and 2022. Demographics of Carpinteria are based on an age-characteristics report, as prepared by SBCAG and American Community Survey in 2017, which identified an 18 to 64-age group at 58.6-percent. Approximately 19.4-percent of the population was in the 65 or older years age group and 22- percent in the under 18-age group. According to the 2020 U.S. Census, approximately 48.6 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic group in Carpinteria, comprised 45.6 percent of the total population. LAFCO of Sant a Barbara County 283 CHAPTER THREE: M. CITY OF CARPINTERIA P rojected Growth and Development The City of Carpinteria General Plan and Local Coastal Plan serve 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 and Local Coastal Plan were adopted in 2003. The Housing Element is updated every eight years in accordance with state regulations. The sixth cycle to the Housing Element adopted in April 2023 spans the 2023-2031 planning period. The City is also currently updating the General Plan and Local Coastal Plan for the 2020 to 2040 planning horizon. The current City of Carpinteria Housing Element (2023-2031) identifies an estimated growth rate of 0.7-percent within the City. The County of Santa Barbara’s Housing Element, which covers the same period, estimates less than one percent growth in the surrounding unincorporated Carpinteria and Summerland areas. The following population projections are based on the California Department of Finance’s Table E5 estimate and SBCAG regional forecast. Table M-1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Carpinteria 13,044 13,557 13,900 14,500 14,600 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 E5 projections. The table below summarizes proposals considered by LAFCO since 2002 to the present. Table M-2 –Proposals Since 2002 Date Action Proposal Acreage Status 9/28/1965 Incorporation Incorp 1,300 Approved 7/12/2002 Reorganization Anx – Prato 0.50 Approved 7/12/02 Anx – Green Heron 7/8/2010 Reorganization 3.85 Approved 10/1/09 Springs The Growth and Population factor includes a summary of population data, land use, and zoning in the area as well as growth trends. 284 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF CARPINTERIA Disadvantaged Unincorporated Communit ies 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 also are defined as disadvantaged when the MHI falls below 80 percent. In 2025, the statewide MHI was $118,100, 80 percent of that is $94,480. The MHI for Carpinteria was $104,233 in 2025, 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 a disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. The Environmental Protection Agency (EPA) has developed an Environmental Justice Screening and Mapping Tool Version 2.3 (EJScreen) that provides nationally consistent data combining environmental and demographic data related to the protection of public health and the environment. This Mapping Tool was evaluated for indicators to assist in identifying a disadvantaged community. Lastly, EPA has also developed an EnviroAtlas Interactive Map Tool in collaboration with EJScreen that overlays geospatial data and other resources related to ecosystem services, their chemical and non-chemical stressors, and human health to better understand human health and well-being, since these are closely tied to the environment, which provides benefits such as clean water, clean air, and protection from natural hazards. In combination a stronger representation of underserved communities can be identified that may be a leading indicator to health and well-being or precursor to DUC. 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 Solid waste and recycling services in the City of Carpinteria are managed through an exclusive franchise agreement with E.J. Harrison and Sons, Inc. The franchise grants exclusive rights for residential and commercial waste and recycling services; however, roll-off container services are non-exclusive. The City of Carpinteria has teamed with the Santa Barbara County Association of Governments (SBCAG), in collaboration with the County and other stakeholders, to develop the LAFCO of Sant a Barbara County 285 CHAPTER THREE: M. CITY OF CARPINTERIA S anta Barbara County Association of Governments (SBCAG), in collaboration with the County and other stakeholders, developed the Santa Barbara County Broadband Strategic Plan. Table M-3: Existing & Proposed Service Providers within SOI Existing Agency Providing Agency to Provide Service Services for SOI Areas Services for SOI Areas General Government (including City of Carpinteria / Governing Board, Counsel, Assessor, County of Santa Barbara County of Santa Barbara Finance and General Administration) Carpinteria Valley Water Service Carpinteria Valley Water District Water District Carpinteria Sanitary Wastewater collection, treatment Carpinteria Sanitary District, or District, or Septic and disposal Septic Systems Systems Storm water drainage, flood control County of Santa Barbara City of Carpinteria Roads, Circulation, Street Maintenance County of Santa Barbara City of Carpinteria Street Lighting Santa Barbara Santa Barbara Metropolitan Transit Public Transportation Metropolitan Transit District District County Sheriff/ County Sheriff/ Law Enforcement and Fire Protection Carpinteria/Summerland Fire Carpinteria/Summerland Services District Fire District Community Development/Planning County of Santa Barbara City of Carpinteria and Building Services, Enforcement Solid Waste County of Santa Barbara City of Carpinteria Library County of Santa Barbara City of Carpinteria Parks and Recreation County of Santa Barbara City of Carpinteria Solid Waste Services The Solid Waste Program includes collection services for trash, recycling, green waste and other organic waste for both residential and commercial customers, as well as street sweeping services. The City contracts with E.J. Harrison and Sons, Inc. under a franchise agreement for solid waste handling services. This program also provides services such as free hazardous waste disposal, community cleanups, workshops for residents to learn how to create their own compost, and other community outreach. There are a variety of free resources available to assist the community with complying with state and local regulations and to reduce overall waste. The Solid Waste Program is funded by solid waste fees, which are collected by E. J. Harrison and Sons, Inc. and passed on to the City as part of the franchise agreement. 286 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF CARPINTERIA Contact: For residential pricing and billing questions, to star t or stop residential service, and for barrel exchanges and size changes, call 805-647-1414 School Services The Carpinteria Unified School District (CUSD) provides public education services to students in the Carpinteria Valley, with district boundaries reaching south to the Ventura County line and north to the community of Summerland. The District, serving approximately 1900 grades TK-12 students, has six schools – one comprehensive high school, one middle school, and four elementary schools. Five of the 6 schools are located within the Carpinteria city limits. One elementary school is located in Summerland. In addition, there is a continuation school, alternative school and private high school located in the Carpinteria area. Schools Location Location 01. Aliso Elementary 4545 Carpinteria Ave, Carpinteria, CA 93013 02. Canalino Elementary 1480 Linden Ave, Carpinteria, CA 93013 Carpinteria Family 03. 1480 Linden Ave, Carpinteria, CA 93013 School 04. Carpintería High School 4810 Foothill Rd, Carpinteria, CA 93013 Carpinteria Middle 05. 5351 Carpinteria, CA 93013 School 06. Summerland Elementary 135 Valencia Rd., Summerland, CA 93067 Rincon High School 07. 4810 Foothill Rd. Carpinteria, CA93013 (continuation school) Foothill High School 08. 4810 Foothill Rd. Carpinteria, CA 93013 (alternative school) Cate School (a private 09. 1960 Cate Mesa Road, Carpinteria, CA 93013 high school) Broadband Services Some results from the Regional Broadband Strategic Plan for the Santa Barbara County Region include the following regarding the community profile for Carpinteria: The availability of service is high for much of the city of Carpinteria which is a benefit and good base for the community to build upon. The issues reported during the community outreach was LAFCO of Sant a Barbara County 287 CHAPTER THREE: M. CITY OF CARPINTERIA t hat affordability is a barrier to accessing the internet. Therefore, community Wi-Fi would benefit Carpinteria residents and be a significant first step toward digital inclusion. Based on all available data, broadband availability in Carpinteria is high. The map displayed below was created using the public CPUC information available via the GIS Map Data. Table 1 for CPUC served/unserved definitions). It shows most of the City is in green, indicating that a 25/3 Mbps Service is accessible in a significant portion of the county. The graphics below detail the distribution of the received internet speed according to the data collected from the speed tests in the City of Carpinteria. 288 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF CARPINTERIA Internet service is available in Carpinteria, yet the community states there is a need for affordable access. During the pandemic, the school district found it necessary to station Wi-Fi service in specific neighborhoods to ensure connectivity. DEVELOPMENT IMPACT FEES Government Code Section 66000 is intended to hold agencies to a higher level of accountability whenever charges are established, increased, or imposed and whenever updates or reviews are performed. Section 66000 requires ordinances to include language that commits the local agency to establish reasonable development charges and, if those charges are found not to be reasonable, to refund the difference. The City levies a series of development impact fees for new development to address many differing needs. All these fees are based on Government Code Section 66000 et seq., which requires the agency setting fees to (i) identify the purpose of the fee, (ii) identify the use to which the fees will be put, (iii) determine the reasonable relationship (or “nexus”) between the type of development charged the fee, the amount of the fee and its use, and (iv) determine the reasonable relationship between the need for the public facility or improvement and the project upon which the fee is imposed. Fees collected by the City include: fees in-lieu of parkland dedication, park development projects, road and circulation fees, and general administrative capital improvement fees. City of Carpinteria Incorporation, Revenues, Attributes, Types of Service, and Resources Attributes City Limits (est. square miles) 2.6 Population (2025 estimated) 12,735 Assessed Valuation (FY 23-24: Includes City only) $3,164,439,272 12 Number of Cell Towers/Antennas, 9 Schools Regular Financial Audits Every Year Average Annual Revenue Per Capita (FY 23-24) $1,719 Average Portion of County 1% Property Tax Received 9¢/$1 Ending General Fund Balance (June 2024) $16,183,752 Change in General Fund Balance (from June 2019 to June 2024) 43.6% Total Fund Balance/Annual Revenue Total (FY 23-24) 74% 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. LAFCO of Sant a Barbara County 289 CHAPTER THREE: M. CITY OF CARPINTERIA Types of Services Broadband X Solid Waste X Vector Control - Cemetery - Healthcare - Other X Total Staffing Personnel Per 1,000 population Full time Maintenance 0 0 Emergency Maintenance 0 0 Administrative Personnel 1 0 Other City Staff 42 4.56 The City has a total of 43 permanent FTE employees and 60 part time employees. Staffing Experience/Tenure (average) Years in Industry Year w/ District Public Works Director (solid waste n/a n/a contracts) (1) 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. 290 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF CARPINTERIA City Revenues 2022-2023 2023-2024 Amount % of Total Amount % of Total Property tax $5,512,042 23.4% $5,799,615 26.4% Sales tax $5,971,207 25.3% $5,977,182 27.3% TOT tax $3,485,465 14.8% $3,194,248 14.6% Franchise fees $717,135 3.0% $723,011 3.3% Other revenue $641,567 2.7% $483,839 2.2% Fines & Forfeits $112,800 0.5% $126,992 0.6% Charges for services $1,788,490 7.6% $1,990,264 9.1% Grants & contributions $4,730,362 20.0% $2,512,158 11.5% Use of Money $639,453 2.7% $1,078,439 5.0% Revenue total $23,598,521 100.0% $21,885,748 100.0% 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 decrease in revenue was primarily due to less grants and expenditures were related to general government ($0.7 million), public safety ($2.0 million), parks and recreation ($0.3 million), and public works ($0.2 million). 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 Carpinteria 25 20 15 10 5 0 2021-22 2022-23 2023-24 Revenue Expenditure Reserve LAFCO of Sant a Barbara County 291 snoilliM ni tnuomA CHAPTER THREE: M. CITY OF CARPINTERIA CITY OF CARPINTERIA This indicator addresses the extent to which charges for Property Taxes and Franchise Fees service covered expenses. Property tax and Franchise fees are 6 the primary funding source for solid waste and broadband services. Represented below a ratio of one or higher indicates 5 that the service is self-supporting 4 3 2 1 0 2019-20 2020-21 2021-22 2022-23 2023-24 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 Year Operating Operating Revenues Expenditures Ratio 1 2019 $ 16,370,826 $ 14,305,905 1.1 2020 $ 21,966,865 $ 15,131,622 1.4 0.5 2021 $ 18,372,852 $ 14,511,577 1.2 2022 $ 22,283,062 $ 16,576,702 1.3 0 2023 $ 23,437,556 $ 17,166,812 1.4 2019 2020 2021 2022 2023 2024 2024 $ 21,885,748 $ 20,578,073 1.0 Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2021 2022 2023 2024 Trend Funded ratio (plan assets as a % of plan liabilities) 75.1% 88.3% 69% 69% Net liability, pension (plan liabilities - plan assets) $ 8,749,282 $ 5,615,991 $ 10,089,193 $ 10,685,653 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of plan liabilities) 0% 2024 year of OPEB reporting Net liability, OPEB (plan liabilities - plan assets) $ 1,230,373 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. 292 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Coverage of Net Post-Employment Liabilities 35 0.5 30 0.4 25 20 0.3 15 0.2 10 0.1 5 0 0 2019 2020 2021 2022 2023 2024 2019 2020 2021 2022 2023 2024 Agency Assets (other than capital) $20,423,058 $20,772,022 $23,288,645 $28,348,776 $29,016,040 $27,633,345 Net Liabilities (pension & OPEB) $9,009,227 $9,742,317 $10,450,511 $7,408,853 $11,250,014 $11,916,026 snoilliM ni tnuomA CHAPTER THREE: M. CITY OF CARPINTERIA Pension Obligations and Payments The City participates in the CalPERS provided retirement, disability and death benefits. Retirement benefits are defined as 2.0 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. Section 20814(c) of the California Public Employees’ Retirement Law (PERL) requires that the employer contribution rates for all public employers are determined on an annual basis by the actuary and shall be effective on the July 1 following notice of a change in the rate. Contributions (employer) to the plans were $1,232,748 for the fiscal year ended June 30, 2024. OPEB Obligations and Payments The City currently finances benefits on a pay-as-you-go basis. 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. This benefit provides retirees (employed on June 30, 1988) with single-coverage HMO insurance through the City’s insurance program at the City expense. At June 30, 2023, the following employees were covered by the benefit terms: - Active plan members – 41 - Inactive plan members or beneficiaries currently receiving benefits – 11 -Inactive plan members entitled to but not yet receiving benefits- 11 Solid Waste Funding The City’s budget includes Solid Waste Program along with a franchise agreement for E.J. Harrison and Sons, Inc to provide all services. In July 2022, a new 15-year contract with the option for two 5-year extensions took effect. Contractor does not look to City for any payments under the Contract. In consideration of the exclusive right to provide services in accordance with the Contract, Contractor shall pay City a franchise fee equal to eight percent (8%) of Contractor's gross receipts. LAFCO of Sant a Barbara County 293 CHAPTER THREE: M. CITY OF CARPINTERIA A sset Maintenance and Repair The City also forecasts that over the next five years playground equipment and fall area replacements at various parks will be necessary, the replacement of the Linden Avenue lifeguard tower and coastal access improvements will be needed, Veterans and Library Building repairs and improvements will be needed, as will repairs and replacement of Community Pool concrete and water filtration/pumping equipment, renovation of sports fields, and resurfacing of facility parking lots. In November of 2018, Carpinteria voters passed Measure X, a 1.25% local sales tax, which is currently projected to raise approximately $4 million in annual revenue. This revenue, while also a discretionary fund, is specifically designated to support critical areas such as public safety, library services, community services, infrastructure maintenance, and capital projects. Measure X revenue and expenses are included as a separate Fund in this budget but are presented in the aggregate as discretionary funds. In November of 2024, Carpinteria voters passed Measure B, an increase from 12% to 15% to provide additional funds for the city’s general fund generated Transient Occupancy Tax (TOT). Capital Improvements The City regularly develops and maintains a Capital Improvement Plan (CIP) under the City’s Capital Improvements Program. (The term, Capital Improvements Program, also refers to a budgetary category in the City’s fiscal year budget and is interchangeably called CIP.) The purpose of the CIP is for the financial planning of capital projects over a multi-year period. The City’s last update to the CIP was in May 2, 2022, the Planning Commission determined the City’s 2022 CIP to be in conformance with the General Plan and Local Coastal Plan in accordance with Government Code Section 65401. On August 8, 2022, the City Council adopted the 2022 CIP. The 2022 CIP is a five-year period from Fiscal Year 2022/2023 through Fiscal Year 2026/2027. Capital projects are greater than $16.5 million allocated across 14 key projects. A summary list of all capital projects is provided in the CIP. A worksheet of each capital project from Fiscal Year 2022/2023 through Fiscal Year 2026/2027 is provided in the CIP showing the general scope of work, objective, estimated costs, and funding sources. Capital projects are substantiated or prioritized in conformance with the General Plan and Local Coastal Plan, master plans, and/or special studies. Capital projects are often long-term, and expenditures occur over multiple years. In many cases, capital projects may have had prior design 294 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF CARPINTERIA work completed or may even have had partial construction c ompleted prior to the current fiscal year. In other cases, capital projects may be completed in future years. Finally, the CIP is used as the basis in establishing the City’s development impact fees in accordance with the Mitigation Fee Act (Government Code Section 66000 et seq.). A list of CIP projects for FY 24-25 are listed below. Projects that are budgeted for Fiscal Year 2024/2025 include:  Pavement Rehabilitation: With a total budget of $10.7 million, there is a continued focus on road maintenance, with significant investment in the 2022 ($6.2 million) and 2023 ($4.5 million) Pavement Rehabilitation projects.  Via Real Stormwater Project: This essential initiative involves crucial improvements to stormwater drainage, with a total project cost of $3.8 million. The project is significantly supported by over $2.4 million in state and federal grant funds, enabling the City to enhance its infrastructure and better manage stormwater in the area.  Franklin Creek Trail: Total project cost of $1.6 million for accessible surfacing, safety fencing, and adjacent accessibility connection improvements along the east side of Franklin Creek Trail (between Carpinteria Avenue and Seventh Street) to provide a safe route to school. This project also secured $570,000 in federal grants. Additional Capital Projects included for funding: • Bluffs Two Trail Project • Carpinteria High School Area Crosswalk Safety Improvements Project • Carpinteria Ave. Bridge Replacement Project • Carpinteria Library improvements Project • City Hall Storage Project • Dune & Shoreline Management Plan (Carpinteria Living Shoreline Project) • Former Venoco Oil Pipeline #470 Abandonment Project • Linden Avenue Improvements Project-Carpinteria Ave. to Linden Ave. Overcrossing • Linden Avenue Beach-End Beautification Project • Rincon Multi-Use Trail Project * Year the project was initiated, not the expected completion year. Long-term Liabilities and Debts During fiscal year 2023, the City entered into various subscription-based IT arrangements (SBITA) for $27,937. The arrangements are for 12-60 months with interest rates at 3%. The City LAFCO of Sant a Barbara County 295 CHAPTER THREE: M. CITY OF CARPINTERIA i s required to make payments ranging between $2,800-$11,266. As of June 30, 2024, the City had no balance outstanding for the SBITA liability. 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, Community Library, Age Well Program, 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. The City also has the following lease agreements, sublease agreements, MOU’s, and Joint Power Authorities /Agreements: • Lease agreement with the Carpinteria Unified School District for the use of certain facilities and equipment at the Carpinteria Middle School building located at 5351 Carpinteria Ave, Carpinteria, CA. • Lease agreement with Chevron U.S.A Inc. for the lease of submerged pipelines serving platforms Gail and Grace in city submerged lands and for Casitas Pier. • Lease agreement with Santa Barbara Community Housing Corporation for lease of the City-owned parcel at 4667 Carpinteria Ave to provide low-income housing. • Sublease agreement with Friends of the Carpinteria Community Library for portion of the Veterans Building that occupies the Friends of the Library bookstore. • Sublease agreement with Atrium Apartments, Inc. for low-income housing at the City owned parcel at 4667 Carpinteria Ave. • MOU with Good Samaritan Shelter for the Warming Center to be activated in the Veterans Building; County of participate in the statewide and countywide Integrated Regional Water Management Program in Santa Barbara County; Cities of Goleta, Lompoc, Santa Barbara, Santa Maria, and County of Santa Barbara to address violent crime and improving youth safety in Santa Barbara; County of Santa Barbara for the provision of subsidized employment-jobs program; County of Santa Barbara, Cities of Buellton, Goleta, Lompoc, Santa Barbara, and Solvang for cost sharing of Santa Barbara County Regional SB 1383 Food Recovery Plan Extension. MOU-SB1333/SBCAG/SEUI/Broadband. 296 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF CARPINTERIA • Joint Powers Authorities/Agreements with California Joint Powers Insurance Authority; Beach Erosion Authority for Clean Oceans and Nourishment (BEACON); JPA Agreement with Black Gold Cooperative Library System; Girls’ Incorporated of Carpinteria joint use parking agreement to share the existing parking facilities at North El Carro Park and Girls Incorporated in the City of Carpinteria located at 5305 Foothill Road and 5315 Foothill Road to accommodate the parking needs of the City and Girls’ Incorporated. • Agreement for the Joint Development and Use of New Outdoor Athletic Facilities at Carpinteria Middle School to cooperatively plan, develop (subject to funding) and operate (4) four outdoor basketball courts, (2) two lighted tennis courts, a multipurpose athletic field, including athletic track, suitable for youth soccer. • Agreement with County of Santa Barbara to provide law enforcement services. • Agreement with the Foodbank of Santa Barbara County for the administration, delivery, and execution of the Older Adult Nutrition program at the Carpinteria Veterans Building. • Agreement with Central Coast Commission for Senior Citizens for the operation of a senior meal program at the Carpinteria Veterans Building. • Agreement with AYSO of Carpinteria for the Concession of a storage building at El Carro Park for youth soccer equipment. • Agreement with the Carpinteria Skate Foundation for operation of youth services at the Carpinteria Skate Park. ORGANIZATION Governance Cities are authorized to provide all municipal services. The City operates in accordance with the general laws codified under Government Code Sections 34000. The City Council is a five-member body, and Council members are elected by district (began in 2022). 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 selected Map A.2 and held the first election by districts at the regular municipal election of November 2022, where three of the five City Council seats were decided for Districts 1, 3, & 5. Districts 2 & 4 took place in 2024. 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 LAFCO of Sant a Barbara County 297 CHAPTER THREE: M. CITY OF CARPINTERIA C ity Council appoints a City Attorney to represent and advise the City Council on legal matters and a five-member Planning Commission. The City currently maintains 43 full-time positions and 60 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, Code Compliance, 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 Sheriff’s Department. 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 Councilmembers along with their respective backgrounds follows. City of Carpinteria| Current Governing Council Roster Member Position Background Years on Council Al Clark Mayor, District 5 Engineer 20 Natalia Alarcon Vice-Mayor, District 2 Non-Profit Mgmt. 6 Mónica Solórzano Council Member, District 1 Policy Analyst 4 Julia Mayer Council Member, District 3 Business Owner 1.5 Wade Nomura Council Member, District 4 Landscape/Design 14 Contractor 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. 298 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF CARPINTERIA City of Carpinteria Website Checklist website accessed 7/25/25 https://carpinteriaca.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 https://carpinteriaca.gov/ for the required checklist items. LAFCO of Sant a Barbara County 299 CHAPTER THREE: M. CITY OF CARPINTERIA S urvey Results The table below includes a list of questions asked of area residents to assess if satisfactory healthcare, mosquito vector control, cemetery, housing mediation, broadband, school, solid waste, and harbor services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. 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 - - - Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 2. Overall, are adequate staffing and equipment - - - provided with the level of Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 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 were knowledgeable, answer - - - questions, and were informative? No responses were provided by the public related to City of Carpinteria at this time. 300 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE N. City of Goleta Agency Office: 130 Cremona Drive Suite B, Goleta, CA 93117 Phone: 805/961‐7500 Fax: 805/685‐2635 Email: rnisbet@cityofgoleta.org Website: www.cityofgoleta.org City Manager: Robert Nisbet SUMMARY The City’s boundaries cover a total of 7.85 square miles and include an estimated 32,747 residents (source: 2025 Department of Finance). The City provides solid waste and broadband services, and contracts with the Mosquito and Vector Management District of Santa Barbara (MVMDSBC) to provide vector management services within City boundaries. The City receives financial support at a rate of approximately $2,382 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 City boundaries and Sphere of Influence are currently the same and the City intends to request LAFCO to reconsider the Sphere of Influence boundary. 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 serves a four‐year term. In November, 2022, the City was divided into four districts, and voters in each district now elect a City Councilmember who lives in their own district. District elections have been implemented with a staggered approach. Districts 1 and 2 had elections in 2022. Districts 3 and 4 held elections in 2024. The City of Goleta has a City Manager form of government and is a general law (contract) City, bound by California state’s general laws. 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, County Service Area 3 (Goleta Valley), County Flood Control & Water Agency, and Goleta Cemetery District. LAFCO 301 of Santa Barbara County CHAPTER THREE: N. CITY OF GOLETA 302 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: N. CITY OF GOLETA OPERATIONS The City of Goleta entered into a Memorandum of Understanding with SBCAG, County of Santa Barbara and the Cities of Buellton, Carpinteria, Guadalupe, Lompoc, Santa Barbara, Santa Maria and Solvang in 2022, to prepare a Regional Broadband Strategic Plan for the Santa Barbara County Region. This Plan includes identifying improvement needs, funding options and strategies, economic impacts, and benefits. The Strategic Plan was completed and adopted in 2022. The Plan is currently in the implementation phase and is awaiting funding. The City contracts with Solid Waste Solutions, Inc. to monitor all solid waste franchise agreements with the City. The City is in a franchise agreement for solid waste handling services with Marborg Industries, with a termination date of June 30, 2031. The services Marborg provides to the community include standard trash, recycle, green waste, and food scrap diversion programs. The City is contracted with the Mosquito and Vector Management District of Santa Barbara (MVMDSBC) to provide vector management services. The City employs approximately 121 full time and 36 part time employees, that manage the following professional and technical municipal services: General Government, Economic Development, Public Safety, General Services, Finance, Emergency Services, Business Licensing, Street Maintenance and Transportation Planning, Bikeways, Parks and Open Space Maintenance, Capital Improvement Program, Street and Traffic 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 through partnering with neighboring jurisdictions and service providers. Leveraging these partnerships allows the City to effectively provide cost‐effective services to the community. The City Council is sensitive to the need for proactive cost containment strategies through adopting structurally balanced budgets, containing costs and protecting reserves. However, like many smaller California municipalities, the City faces challenges in keeping up with the City’s aging infrastructure. Funds necessary to maintain and improve infrastructure and service are not adequate to meet these needs. Additionally, a percentage of the City of Goleta’s primary revenue streams are diverted to Santa Barbara County due to a revenue sharing agreement, known as the Revenue Neutrality Agreement (RNA), adding to fiscal challenges. Additionally, to meet the desires of the community and address aging infrastructure, the City of LAFCO of Santa Barbara County 303 CHAPTER THREE: N. CITY OF GOLETA Goleta has participated in a variety of studies. These assessments have provided the opportunity to gain an understanding of community desires, existing opportunities and conditions, as well as the ability to prioritize improvements. In 2015, the Goleta City Council approved a Recreation Needs Assessment Report, which provided a recommendation to enhance the quality of life in Goleta. This in turn led to the creation of the Parks, Facilities and Playgrounds Master Plan which would create a roadmap for upgrades, expansions and any potential additions to the City parks system. Governance Structure Options LAFCO staff sees value in local agencies collaborating and exploring opportunities to improve delivery of municipal services. It is unknown whether it is feasible for the local service provider to assume responsibilities within this area. Therefore, LAFCO does not see the need for structural governance changes for the City. Regional Collaboration In October 2021, Santa Barbara County formed the Broadband Alliance of Santa Barbara County (the Alliance) to develop a countywide strategy to close the digital divide between households able to access and navigate the digital world and those without the capacity or knowledge to do so. The Alliance is a formal partnership between the Santa Barbara County Association of Governments, the County of Santa Barbara, and the cities of Buellton, Carpinteria, Goleta, Guadalupe, Lompoc, Santa Barbara, Santa Maria, and Solvang, the Santa Ynez Band of Chumash Indians (Tribe), Broadband Consortium of the Pacific Coast (BCPC), and regional economic development organizations. The City has partnerships with other agencies and organizations that were identified in pervious MSR reports. SPHERE OF INFLUENCE & BOUNDARIES The City of Goleta currently has no Sphere of Influence (SOI) beyond City boundaries and is considered coterminous. The City is moving forward with a request to LAFCO to reconsider an expansion of the Sphere of Influence boundary. A map of the City’s Sphere of Influence and boundaries can be seen at the beginning of this profile and will be updated as necessary if a new Sphere of Influence is adopted by LAFCO via resolution. The City’s General Plan has identified a Goleta Planning Area that extends from the western 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. The City is also engaged through a memorandum of 304 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: N. CITY OF GOLETA agreement (MOA) process with the County of Santa Barbara to establish a new boundary for the Sphere of Influence, as well as development standards and zoning requirements for the new area. The MOA would clarify the intent of the City and the County with regard to the development of an area and provide a structure for continued discussion and dialogue. The intended goal is to develop provisions that clearly state what the Sphere of Influence means to each jurisdiction and how they plan to communicate in the future while working cooperatively toward the goals of preserving and protecting the rural character. The update identifies areas of potential urban and suburban growth using the existing respective General, Area, and Community Plans. It allows for development of City and County annexation policies and procedures to be implemented, and to plan for future resource and service needs. BOUNDARIES Jurisdictional Boundary City of Goleta’s jurisdictional The City’s existing boundary spans approximately 7.85 square boundary spans 7.85 square miles miles in size and covers 5,075 acres (parcels and public rights‐of‐ with 100% being incorporated and under the land use authority of the ways) in one contiguous area. One hundred percent of the City. jurisdictional service boundary is incorporated and under the land use authority of the City. Overall, there are 21,309 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 4,034 100.0% 10,267 21,309 Totals 4,034 100.0% 10,267 21,309 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 4,034 100.0% 10,267 21,309 Totals 4,034 100.0% 10,267 21,309 Total assessed value (land and structure) is set at $9.1 billion as of April 2025, and translates to a per acre value ratio of $2.2 million. The gross assessed amount further represents a per capita value of $281,726 based on the estimated service population of 32,515. City of Goleta received $3.09 million in annual franchise revenue for fiscal year 2023‐24 generated within its jurisdictional boundary and operates the general fund for other services. LAFCO of Santa Barbara County 305 CHAPTER THREE: N. CITY OF GOLETA The jurisdictional boundary is currently divided into 10,297 legal parcels and spans 4,034 acres with the remaining jurisdictional Close to 82% of the jurisdictional boundary is under acreage totaling 1,005 acres which consists of public right‐of‐way. private ownership, and of this amount approximately 82% has Most of the City or 82% of the parcel acreage is under private been developed. ownership with 82% 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 82 vacant parcels that collectively total 102 acres. In May 2022, the California Environmental Protection Agency (CalEPA) identified the eastern portion of Goleta as a disadvantaged community. More specifically, the Old Town Goleta census tract, including properties in both the County and City, was identified as a disadvantaged community due to mainly air quality indicators, unemployment, poverty, impaired waters, and children’s lead risk from housing. 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 four‐member City Council Mayor & Council Members elected by district. Agency Duties General Government, Economic Development, Public Safety, General Services, Finance, Emergency Services, Business Licensing, Street Maintenance, 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 water through the Goleta Water District and sewer services through Goleta West and Goleta Sanitary Districts. POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2020 population of Goleta to be 32,142. 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 306 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: N. CITY OF GOLETA 32,200 by 2020. The Department of Finance population estimates Report E‐5 for 2025 estimates the City of Goleta to be 32,747. Between 2010 and 2020, the pop ulation of Goleta increased by 2,802 people (8.5 percent; or less than 1 percent per year). There are approximately 13,155 households within the City. In contrast, County’s population increased by 5.7 percent between 2010 and 2020. Demographics for the City are based on an age characteristics report prepared by SBCAG in 2017 and American Community Survey, which identified the largest age group represented in Goleta as 18 to 64 group at 64.9 percent. Approximately 14.7 percent of the population was in the 65 or older years age group and 20.5 percent in the under the age of 18 group. According to the 2020 U.S. Census, approximately 50.3 percent of the total population identified themselves as non‐Hispanic white. The Hispanic population, which is the second largest ethnic group in Goleta, comprised 33.7 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‐five amendments since adoption. The General Plan Housing Element is updated every eight (8) years in accordance with state regulations and spans the 2023‐ 2031 planning period and is under review for amendments. 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. It was passed by voter referendum on November 6, 2012, as Measure G2012: Goleta Heritage Farmlands Initiative. The current City of Goleta Housing Element (2023‐2031) 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 4 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 E5 estimate and SBCAG regional forecast Table N‐1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Goleta 29,888 30,846 32,690 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 E5 projections. LAFCO of Santa Barbara County 307 CHAPTER THREE: N. CITY OF GOLETA The table below summarizes proposals considered by LAFCO since 2002 to the present. Table N-2 –Proposals Since 2002 Date Action Proposal Acreage Status 2/1/2002 Incorporation Incorp File 99‐20 5,075 Approved 2/1/01 The Growth and Population factor includes a summary of population data and land use and zoning in the area as well as growth trends. 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 also are defined as disadvantaged when the MHI falls below 80 percent. In 2025, the statewide MHI was $118,100, 80 percent of that is $94,480. The MHI for Goleta was $118,039 in 2025, which does not qualify the community as a disadvantaged community. In addition, review of the State DAC Mapping Tool and CalEnviroScreen 4.0, the CalEPA tool for designating disadvantaged communities, 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 a disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. The Environmental Protection Agency (EPA) has developed an Environmental Justice Screening and Mapping Tool Version 2.3 (EJScreen) that provides nationally consistent data combining environmental and demographic data related to the protection of public health and the environment. This Mapping Tool was evaluated for indicators to assist in identifying a disadvantaged community. Lastly, EPA has also developed an EnviroAtlas Interactive Map Tool in collaboration with EJScreen that overlays geospatial data and other resources related to ecosystem services, their chemical and non‐ chemical stressors, and human health to better understand human health and well‐being, since these are closely tied to the environment, which provides benefits such as clean water, clean air, and protection from natural hazards. In combination a stronger representation of underserved communities can be identified that may be a leading indicator to health and well‐being or precursor to DUC. Portions of the City of Goleta’s Sphere of Influence does qualify under the 308 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: N. CITY OF GOLETA definition of disadvantaged community for the present and probable need for public facilities and services, as part of the larger Census tract including properties in the City of Goleta and County. It was designated as a disadvantaged community by CalEPA and identified in the research using DAC Mapping, CalEnviroScreen, EJScreen, and EnviroAtlas tools. SERVICES Overview Solid waste and recycling services in the City of Goleta are managed through an exclusive franchise agreement with MarBorg Industries. The City of Goleta has teamed with the Santa Barbara County Association of Governments (SBCAG), in collaboration with the County and other stakeholders, developed the Santa Barbara County Broadband Strategic Plan. Table N-3: Existing & Proposed Service Providers within SOI Existing Agency Providing Agency to Provide Service Services for SOI Areas Services for SOI Areas General Government (including City of Goleta / City of Goleta / Governing Board, Counsel, Assessor, County of Santa Barbara County of Santa Barbara Finance and General Administration) Water Service Goleta Water District Goleta Water District Goleta Sanitary District, Goleta Sanitary District, Goleta Wastewater collection, treatment Goleta West Sanitary West Sanitary District, or Septic and disposal District, or Septic Systems Systems Storm water drainage, flood control City of Goleta City of Goleta Roads, Circulation, Street Maintenance City of Goleta City of Goleta Street Lighting Santa Barbara Santa Barbara Metropolitan Transit Public Transportation Metropolitan Transit District District County Sheriff/ Santa Law Enforcement and Fire Protection County Sheriff/ Santa Barbara Barbara County Fire Services County Fire Department Department Community Development/Planning City of Goleta City of Goleta and Building Services, Enforcement Solid Waste City of Goleta City of Goleta Library City of Goleta City of Goleta Parks and Recreation City of Goleta City of Goleta Solid Waste Services A private vendor, Marborg Industries, collects solid waste under a franchise agreement with the City. Participation in garbage collection is mandatory citywide and rates are based on volume as LAFCO of Santa Barbara County 309 CHAPTER THREE: N. CITY OF GOLETA part of a comprehensive effort to comply with current state law for waste reduction. The landfill serving Goleta is also used by the unincorporated and incorporated communities in the south coast. School Services School services are provided by the Goleta Unified School District. This school district services a much wider area than the City limits of Goleta. The district has four elementary schools, one junior high school, and one high school in the planning area. The following is a list of the six different schools that serve students in the area. Schools Name Location Brandon Elementary 01. 195 Brandon Drive, Goleta CA 93117 School Elwood Elementary 02. 7686 Hollister Ave. Goleta, CA 93117 School Kellogg Elementary 03. 475 Cambridge Dr. Goleta, CA 93117 School La Patera Elementary 04. 555 North La Patera Lane, Goleta, CA 93117 School Goleta Valley Junior High 05. 6100 Stow Canyon Rd, Goleta CA 93117 School Dos Pueblos Senior High 06. 7266 Alameda Avenue, Goleta CA 93117 School Broadband Services Some results from the Regional Broadband Strategic Plan for the Santa Barbara County Region include the following regarding the community profile for Goleta: There are gaps in internet service for some of the community, but current major carriers plan to address the needs. Goleta has the opportunity to achieve smart city status and should consider installing conduit alongside any near‐term and future city‐led infrastructure projects. The overall footprint and proximity to neighboring communities benefit smart city planning, enabling them to connect regionally. In addition, the already‐present high‐tech industry could grow and expand with an increase in fiber infrastructure while also ensuring the surrounding community can connect. The information and communications sector in Goleta represents the many technology firms that have settled in Goleta since before its inception. The city continues to attract more interest from this industry. 310 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: N. CITY OF GOLETA Equalitech, a local non‐profit, has served residents for over five years and provided no‐cost computer access and digital literacy programming through the pa ndemic. Equalitech is an official proctor of the NorthStar Digital Literacy program and demonstrated the need for improved connectivity and adoption, particularly in Spanish‐speaking communities, by creating partnerships with local promotors and educational organizations to improve opportunities through digital access. The median household income in Goleta is $98,03520. Yet, 43% of households are eligible for the Affordable Connectivity Program (ACP), a benefit for low‐income households identified by federal program standards. Only 13% of eligible households are enrolled in an ACP program, leaving an affordability gap to fill in efforts to narrow the digital divide One‐fifth of the population of Goleta are children under 18, and the city posts the second lowest child poverty rate in the county at 9.3%23, significantly lower than statewide and countywide averages. Over one‐third of residents, 34% (ages 18 and older) and 37% (ages 5‐17)24, speak a language other than English in the home. The school district reflects the multilingual realities of students’ families providing dual language immersion programs, bilingual support services, and a website using Google translate to adapt text into five different languages. Children attend one of the schools in either the Goleta Union School District (Transitional Kindergarten – 8th grade) or the Santa Barbara Unified School District (high school). The school district provides Chromebooks and hotspots as needed to the student community, along with technical support services in English and Spanish. Based on all available data, broadband availability in Goleta is high. The map displayed below was created using the public CPUC information available via the GIS Map Data. Table 1 for CPUC served/unserved definitions). It shows most of the City of Goleta in green, indicating that a 25/3 Mbps Service is accessible in a significant portion of the county. Community reports from Goleta indicate that the cost of broadband service is too high, which impacts the service’s adoption. In addition, a lack of awareness of affordability programs within the community was identified. LAFCO of Santa Barbara County 311 CHAPTER THREE: N. CITY OF GOLETA The graphics below detail the distribution of the received internet speed according to the data collected from the speed tests in the City of Goleta. The speed tests performed in Goleta showed speeds ranging from very slow downloads and upload speeds to having a nearby neighbor with download speeds of over 100Mbps. A speed test posted by the Goleta Valley Cottage Hospital network showed a download speed of 844Mbps and an upload speed of 328Mbps. Community Analysis shows Goleta is a contract city in that it has no intention to develop broadband as a utility. However, based on conversations with city staff, public money may be used to establish infrastructure and asset ownership. Whenever the development of new capacity 312 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: N. CITY OF GOLETA is concerned, the city will seek a revenue model (sources) to maintain staff and ensure their access to ongoing professional development in this area year after year. With City ownership of the 1,464 local streetlights, Goleta is well‐positioned to serve as a pilot for smart city technology. From a connectivity standpoint, the town is complete. The “Old Town” area is a specific area of interest where considerable planning and investment occur. A phased approach to planning starts with community Wi‐Fi in strategic public areas (Phase 1), the development of a roadmap and grid of city assets (Phase 2 ‐ community network connecting anchors) and leads to the deployment of smart city technologies (Phase 3). Cell Tower Services A list of antennas and cell towers within 3‐miles of the City are shown in the figure on the next page. LAFCO of Santa Barbara County 313 CHAPTER THREE: N. CITY OF GOLETA DEVELOPMENT IMPACT FEES Government Code Section 66000 is intended to hold agencies to a higher level of accountability whenever charges are established, increased, or imposed and whenever updates or reviews are performed. Section 66000 requires ordinances to include language that commits the local agency to establish reasonable development charges and, if those charges are found not to be reasonable, to refund the difference. The City levies a series of development impact fees for new development to address many differing needs. All these fees are based on Government Code Section 66000 et seq., which requires the agency setting fees to (i) identify the purpose of the fee, (ii) identify the use to which the fees will be put, (iii) determine the reasonable relationship (or “nexus”) between the type of development charged the fee, the amount of the fee and its use, and (iv) determine the reasonable relationship between the need for the public facility or improvement and the project upon which the fee is imposed. Fees collected by the City include: fees in‐lieu of parkland dedication, park development projects, road and circulation fees, and general administrative capital improvement fees. City of Goleta Incorporation, Revenues, Attributes, Types of Service, and Resources Attributes City Limits (est. square miles) 7.85 Population (2024 estimated) 32,747 Total Assessed Valuation (FY 23‐24) $9,160,328,964 126 Number of Cell Towers/Antennas, 6 Schools Regular Financial Audits Every Year Average Annual Revenue (All Funds) Per Capita (FY 23‐24) $2,382 Average Annual Revenue (General Fund) Per Capita (FY 23‐24) $1,298 Average Portion of County 1% Property Tax Received 5¢/$1 Ending General Fund Balance (June 2024) $44,794,192 Change in General Fund Balance (from June 2019 to June 2024) 815.2% General Fund Balance/Annual Revenue Total (FY 23‐24) 59.6% 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. 314 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: N. CITY OF GOLETA Types of Services Broadband X Solid Waste X Vector Control ‐ Cemetery ‐ Healthcare ‐ Other X Total Staffing Personnel Per 1,000 population Full time Maintenance 0 0 Emergency Maintenance 0 0 Administrative Personnel 1 0.03 Other City Staff 118 3.6 The City has a total of 119.5 permanent FTE employees and 36 part time employees. Staffing Experience/Tenure (average) Years in Industry Year w/ District Public Works Director (1) n/a n/a Environmental Services Manager (1) n/a n/a Environmental Services Project n/a n/a Manager (1) FINANCES The City prepares a two‐year budget plan and annually updates and adopts 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 City’s 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. LAFCO of Santa Barbara County 315 CHAPTER THREE: N. CITY OF GOLETA 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 on the next page summarizes the City’s revenues for all funds reported using the full accrual method. 316 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: N. CITY OF GOLETA City Revenue s 2022-2023 2023-2024 Amount % of Total Amount % of Total Property tax $8,878,497 15.5% $9,491,929 15.5% Sales & use tax $10,992,006 19.2% $15,972,669 19.2% TOT tax $13,884,890 18.9% $14,234,251 18.9% Franchise fees $1,693,236 3.0% $3,091,078 3.0% Other taxes $1,460,097 8.0% $1,557,420 8.0% Fines $170,961 0.3% $160,567 0.3% Charges for services $2,487,999 4.2% $2,359,402 4.2% Grants & contributions $9,824,114 29.1% $26,414,101 29.1% Use of money & $1,229,802 0.6% $4,148,176 0.6% property Donations $119,841 4.2% $104,810 4.2% Special Assessments $9,824,114 29.1% $307,831 29.1% Other $305,377 0.9% $166,720 0.9% Revenue total $60,870,934 100.0% $78,008,954 100.0% 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 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 90 80 70 60 50 40 30 20 10 0 2021-22 2022-23 2023-24 Revenue Expenditure Reserve LAFCO of Santa Barbara County 317 snoilliM ni tnuomA CHAPTER THREE: N. CITY OF GOLETA CITY OF GOLETA Charges for Services, Grants, & GF This indicator addresses the extent to which charges for service covered expenses. Charges for Services, grants, and 5 General funds are the primary funding source for broadband and Franchise fees for solid waste services. Represented below 4 a ratio of one or higher indicates that the service is self‐ Franchise supporting. 3 General Fund 2 Charges for Services 1 0 2019-20 2020-21 2021-22 2022-23 2023-24 -1 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 Fiscal Year Operating Operating 1.5 Revenues Expenditures Ratio 2019 $ 42,863,121 $ 34,587,722 1.2 1 2020 $ 38,911,188 $ 34,814,773 1.1 2021 $ 48,797,695 $ 35,156,118 1.3 0.5 2022 $ 49,978,603 $ 43,559,815 1.1 0 2023 $ 60,870,934 $ 55,498,143 1.0 2024 $ 78,008,954 $ 50,765,749 1.5 2019 2020 2021 2022 2023 2024 Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2021 2022 2023 2024 Trend Funded ratio (plan assets as a % of plan liabilities) 75.1% 88.3% 82.4% 82.4% Net liability, pension (plan liabilities ‐ plan assets) $ 3,536,142 $ 1,005,978 $ 4,659,426 $ 1,988,955 Other Post‐Employment Benefits (OPEB) Funded ratio (plan assets as a % of plan liabilities) 0% 2024 year of OPEB reporting Net liability, OPEB (plan liabilities ‐ plan assets) $ 1,097,950 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. 318 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA tnuomA )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Coverage of Net Post‐Empployment Liabilities 100 12 80 10 8 60 6 40 4 20 2 0 0 2019 2020 2021 2022 2023 2024 2019 2020 2021 2022 2023 2024 Agency Assets (other than capital) $61,573,694 $54,216,063 $74,963,995 $89,469,622 $90,249,289 $95,228,512 Net Liabilities (pension & OPEB) $4,486,912 $5,305,110 $6,302,341 $1,941,828 $5,711,388 $3,086,905 CHAPTER THREE: N. 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 the process of transferring funds set aside specifically 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 $142 per month or the current PEMHCA minimum of $143 for 2023 and is subject to annual inflationary increases. To be eligible for post‐retirement health benefits, employees must complete at least five (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 in the process of transferring $333,500 for OPEB UAL. The City will be developing and adopting a funding strategy for contributions made to the trust. As of June 30, 2021, 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. During the fiscal year ended June 30, 2024, the City did not contribute to the PARS Section 115 Trust Fund. As of the June 30, 2024, measurement date, the following current and former employees were covered by the benefit terms under the plan: ‐ Retired employees – 12 ‐ Active employees – 112 LAFCO of Santa Barbara County 319 CHAPTER THREE: N. CITY OF GOLETA S olid Waste Funding The City’s budget includes Solid Waste Program Special Revenue Fund services. In FY 2022/2023, the City’s actual budget expense was $1.5 million and decreased that to $1.4 for FY 2023/2024. FY 2024/2025 expenditures was $1.8 million The following chart shows a six‐year trend. The graph below shows the current financial trend in millions. This indicator provides a measurement of the agency’s expenditure over time. Solid Waste‐Expenditure 1.60 1.40 1.20 1.00 0.80 0.60 0.40 29.4%% 0.20 25.4%% 28.9%% 15.2%% 2.7%% 0.00 0.0%% 2019 2020 2021 2022 2023 2024 Solid Waste % 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 $225 million in the current five‐year CIP budget and an annual funding gap of $3.3 million per year for the City’s annual pavement rehabilitation projects. The Public Works Department Parks and Open Space Division manages parks and open space maintenance and improvements, storm drain infrastructure, facilities management, and the public urban forest. Focused attention to address deferred maintenance, development of staff skills specific to parks and natural areas management, and the implementation of new technologies to support systematic maintenance and data analytics that aid in tracking and improving the City’s park and open space amenities are a focus of this division. The City budgets approximately $3.5 million per year on parks and open space maintenance. 320 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA % a sa )secivres etsaw dilos( erutidnepxE ycnegA stsoc gnitarepo llarevo CHAPTER THREE: N. CITY OF GOLETA The City budgets between $140,000 to $160,000 per year in library and library software maintenance. These funds are used to repair and maintain the library, including the security, lighting, air conditioning, plumbing, and other systems. Capital Improvements The City has a Capital Improvement Program (CIP) Division, which updates the five‐year CIP projects regularly and identifies and prioritizes system improvements and costs. The program consists of three components: a Comprehensive CIP Project List; the Five‐Year CIP Project List; and the CIP Budget for Fiscal Years 2023/24 and 2024/25. 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 24‐25 includes over $2.3 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 $89,000,000), San Jose Creek Bike Path Project (approximately $33,000,000), Goleta US 101 Overcrossing (approximately $60,000,000), and Hollister Avenue Bridge (approximately $8,700,000). A list of CIP projects for FY 21‐23 are listed below. Projects Budgeted or Estimated 2024 to 2025  San Jose Creek Bike Path – Northern and Southern Segments (Project No. 9006), approx. $19,676,740  Cathedral Oaks Crib Wall Repair (Project No. 9053), approx. $21,000  Reclaimed Water Service to Evergreen Park (Project No. 9064), approx. $700,000  Stow Grove Park Master Plan & Renovation (Project No. 9074), approx. $8,000,000  Goleta Train Depot and S. La Patera Improvements (Project No. 9079), approx. $1,000,000  Vision Zero Plan (Project No. 9086), approx. $677,500  Orange Avenue Parking Lot (Project No. 9096), approx. $2,092,928  City Hall Purchase and Improvements ‐ Elevator (Project No. 9101), approx. $1,000,000  Citywide School Zones Signage and Striping Evaluation (Project No. 9103), approx. $196,550  Old Town South Fairview Avenue High Flow Trash. (Project No. 9107), approx. $1,026,000  Ellwood Mesa/Sperling Preserve Open Space Plan (Project No. 9112), approx. $5,766,262  San Jose Creek Channel Fish‐Passage Modification (Project No. 9117), approx. $750,000  Ellwood Beach Drive Drainage Repair (Project No. 9119), approx. $871,200 LAFCO of Santa Barbara County 321 CHAPTER THREE: N. CITY OF GOLETA  Goleta Community Center ADA Improvements (Project No. 9121), approx. $160,000  Citywide Open Space Management and Maintenance (Project No. 9122), approx. $260,000  Lake Los Carneros Master Plan (Project No. 9123), approx. $500,000  Rectangle Rapid Flashing Beacons Calle Real @ Jenna (Project No. 9125), approx. $217,800  Goleta Community Center Campus Refresh (Project No. 9127) ‐ $250,000  Goleta Valley Library ADA & Building Refresh (Project No. 9130), approx. $50,000  Historic Train Station Preservation (Project No. 9131) $50,000  Hollister Avenue Sidewalk Imp. At Ellwood School Project (Project No. 9133) $942,800 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, Community Garden, Crosswalk at Calle Real/Fairview Center PHB, and Hollister Avenue sidewalk improvements. 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, 2024, the City reported a liability of $1,030,338 relating to compensated absences. On August 1, 2020, the City entered into a lease financing agreement with the California Infrastructure and Economic Development Bank or the IBank for $10,000,000 at an interest rate of 2.64% to reimburse the City for $10,000,000 of the total acquisition of the City Hall property of $11,500,000. The lease will be repaid in semi‐annual payments for a term of 30 years through August 1, 2050. The City has entered into a lease (as the lessee) for equipment. The lease term range is for 60 months. Monthly payments range from $839 to $2,141 with an interest rate of 3.01%. Future payments on the total lease liabilities are $8,563 over the next 3‐years and $6,422 for year 2028. The City has entered into subscriptions for the use of software packages. The subscription terms range from 29 to 36 months. Monthly payments range from $1,083 to $2,916 with an interest rate ranging from 2.63% to 4.38%. Future payments on the total subscription liabilities are $47,997 in year 2025, $13,000 in 2026, and #6,500 in 2027. 322 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: N. CITY OF GOLETA Opportunities for Shared Facilities The City does not currently share facilities but does manage li brary services for the cities of Solvang and Buellton on a contract basis. The City does not pool 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 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. 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. Beginning November, 2022, the City divided into four districts, and voters in each district elected a City Councilmember who lives in their own district for 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 100 full time and 36 part time employees, and 24 hourly 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 10, 11, 12, & 14). LAFCO of Santa Barbara County 323 CHAPTER THREE: N. CITY OF GOLETA City of Goleta holds meetings every 1st and 3rd Tuesday of each month at 5:30 pm in the Council C hambers, 130 Cremona Drive, Suite B, Goleta. A current listing of City Council along with respective backgrounds follows. City of Goleta| Current Governing Council Roster Member Position Background Years on Council Paula Perotte Mayor Non‐Profit 15 Stuart Kasdin Mayor Pro Tem, District 4 Professor 9 Jennifer Smith Council Member District 3 Attorney 1 Luz Reyes‐Martin Council Member District 1 Public Affairs 3 James Kyriaco Council Member District 2 Government 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 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 7/25/25 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? 324 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: N. CITY OF GOLETA The following criteria are recommended for agency websites b y 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 https://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 what were the main reasons why you chose to live here? (24.04%) chose quality of local schools. When asked to identify what they like most about living in the City of Goleta that the City government should preserve in the future, residents were most apt to cite the open space areas/nature preserves (41%), followed by the small town/rural atmosphere (16%), parks/recreation areas (14%), and beaches/ocean (12%). Other specific attributes mentioned by at least 5% of respondents included Goleta’s public safety/low crime rate (6%) and minimal traffic congestion (5%). Solid waste nor Broadband services were asked about or stated in responses. The table, on the next page, includes a list of questions asked of area residents to assess if satisfactory healthcare, mosquito vector control, cemetery, housing mediation, broadband, school, solid waste, and harbor services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. LAFCO of Santa Barbara County 325 CHAPTER THREE: N. CITY OF GOLETA 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 ‐ ‐ ‐ Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 2. Overall, are adequate staffing and equipment ‐ ‐ ‐ provided with the level of Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 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 were knowledgeable, answer ‐ ‐ ‐ questions, and were informative? No responses were provided by the public related to City of Goleta at this time. 326 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE O. City of Guadalupe Agency Office: 918 Obispo Street, Guadalupe, CA 93434 Phone: 805/356-3891 Fax: 805/343-5512 Email: tbodem@ci.guadalupe.ca.us Website: https://cityofguadalupe.org/ City Administrator: Todd Bodem 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 8,851 residents (source: 2025 Department of Finance). The reported General Fund balance is $2,636,329 in 2024. 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 $2,485 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; however, they are still working to complete years 2023 and 2024. The most recent audit by the City was on June 30, 2022. 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 Administrator 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, County Flood Control & Water Agency, and the Guadalupe Cemetery District. LAFCO of Santa Barbara County 327 CHAPTER THREE: O. CITY OF GUADALUPE 328 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: O. CITY OF GUADALUPE OPERATIONS The City of Guadalupe’s Public Works Department is responsible for public facilities and services, including water, wastewater management, solid waste management, public schools, and library services. The City contracts with Waste Management for with residential and commercial trash pickup, organics and recycling services. The City employs approximately 43 full-time employees, two (2) part-time, two (2) interns, and two (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 In November 2024, the City Council adopted a Public Safety Facilities Development Impact Fee Nexus Study, establishing fees for new developments to fund public safety improvements. These fees are collected during the building permit process and are subject to annual reviews. In October 2024, the nonprofit People's Self-Help Housing (PSHH) celebrated the completion of Guadalupe Court, a new affordable housing complex featuring 38 rental units dedicated to farm workers and their families. This initiative honors the legacy of Esther Villagomez, a former resident known for her compassion and dedication to the community. The project not only provides much-needed housing but also commemorates the contributions of individuals like Esther who have shaped the town's history. The Guadalupe Community Development Corporation (CDC) has made significant strides in promoting affordable homeownership. With support from the Rural Community Assistance Corporation (RCAC), the CDC secured a USDA Mutual Self-Help Housing grant of $269,009 to assist 10 families in building their own homes. The Royal Theater, a historic building in Guadalupe, is undergoing efforts to be repurposed as a community arts center. This initiative aims to preserve the town's cultural heritage while providing a space for artistic expression and community engagement. The project reflects the community's dedication to revitalizing its historic landmarks and fostering a vibrant cultural scene. The City updated its General Plan in November 2022, primary motivations behind the update include three categories to address their challenges. LAFCO of Santa Barbara County 329 CHAPTER THREE: O. CITY OF GUADALUPE 1. The first category concerns the practical need to address new requirements in state planning law requiring local jurisdictions to respond to challenges affecting the entire state, such as housing affordability, environmental justice, wildfire safety, climate change, climate adaptation and resilience, and energy. 2. The second category concerns the need to address chronic land-use conflicts from two local sources: nearby agricultural uses (agricultural chemicals, dust, and traffic) and the Union Pacific Railroad, which bisects the town (safety, access, and noise). 3. The third category concerns aspirational goals such as social equity, economic growth, and downtown revitalization. The City does not plan for expansion of its incorporated area or its LAFCO sphere of influence. Instead, it plans to rely on infill opportunities on vacant and underutilized land and mixed-use redevelopment opportunities on commercial properties in the Central Business District. 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 also cooperates with the Santa Barbara County Association of Governments, County of Santa Barbara, and the Cities of Buellton, Goleta, Lompoc, Santa Barbara, Santa Maria, and Solvang for preparing a Regional Broadband Strategic Plan for the Santa Barbara County Region. The City of Guadalupe is a partner in the GAPS-CAPM project, a collaborative effort aimed at improving transportation infrastructure along State Route 166 and Highway 1. This project involves multiple agencies. Located near Guadalupe, this 2,553-acre refuge is managed through a partnership among federal, state, and private entities. The collaboration aims to protect one of California's largest coastal dune systems, providing habitat for endangered species like the California least tern and western snowy plover. The Dunes Center in Guadalupe plays a vital role in education and stewardship efforts. Land Conservancy of San Luis Obispo County (LCSLO) collaborates with various stakeholders 330 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: O. CITY OF GUADALUPE to preserve and restore lands with significant ecological and cultural value. Their projects include creek and dune restoration in the Guadalupe-Nipomo Dunes area, contributing to regional conservation efforts. The City of Guadalupe participates as a stakeholder. SPHERE OF INFLUENCE & BOUNDARIES The City of Guadalupe has no Sphere of Influence beyond City boundaries. The City’s SOI and City boundary are 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. BOUNDARIES Jurisdictional Boundary City of 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 715 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 land is unincorporated and under the land use authority of the County of Santa Barbara. Overall, there are 3,841 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 683 100.0% 2,201 3,841 Totals 683 100.0% 2,201 3,841 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 683 100.0% 2,201 3,841 Totals 683 100.0% 2,201 3,841 Total assessed value (land and structure) is set at $703.7 million as of April 2025, and translates to a per acre value ratio of $1,030,425. The former amount further represents a per capita value of LAFCO of Santa Barbara County 331 CHAPTER THREE: O. CITY OF GUADALUPE $79,514 based on the estimated service population of 8,851. City of Guadalupe received $236,683 in annual franchise revenue for fiscal year 2023-24 generated within its jurisdictional boundary and operates the general fund for other services. The jurisdictional boundary is currently divided into 2,201 legal Close to 90.7% of the parcels and spans 683 acres, with the remaining jurisdictional jurisdictional boundary is under acreage consists of public right-of-way. Close to 90.7% of the private ownership, and of this amount approximately 60% has parcel acreage is under private ownership with 60% 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 49 vacant parcels that collectively total 93 acres. The jurisdictional boundary qualifies as a disadvantaged incorporated community. 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 2020 population of Guadalupe to be 7,654. 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. The Department of Finance population estimates Report E-5 for 2025 estimates the City of Guadalupe to be 8,851. Between 2010 and 2022, the population of Guadalupe increased by 1,464 people (17.1 percent; or 1.7 percent per year). There are approximately 2,425 332 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: O. CITY OF GUADALUPE households within the City. In contrast, County’s population increased by 5.7 percent between 2010 and 2022. Demographics for the City are based on an age characteristics report prepared by SBCAG in 2017 and American Community Survey, which identified the largest age group represented in Guadalupe as 18 to 64 group at 53.8 percent. Approximately 8.1 percent of the population was in the 65 or older years age group and 38 percent in the under the age of 18 group. According to the 2020 U.S. Census, approximately 7.2 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the largest ethnic group in Guadalupe, comprised 88.9 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 2021. The Housing Element is updated every 8 years in accordance with state regulations and spans the 2023-2031 planning period. The current City of Guadalupe Housing Element (2019-2027) 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 E5 estimate and SBCAG regional forecast. Table O-1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Guadalupe 7,080 7,266 8,293 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 E5 projections. LAFCO of Santa Barbara County 333 CHAPTER THREE: O. CITY OF GUADALUPE The table below summarizes proposals considered by LAFCO since 1946 to the present. Table O-2 –Proposals Since 1946 Date Action Proposal Acreage Status 7/29/1946 Incorporation Incorp Reso #6769 425 Approved 7/29/46 4/18/1951 Annexation Ordinance No. 45 9.17 Approved 5/29/1951 9/13/1956 Annexation Ordinance No. 55 5.48 Approved 10/9/1956 5/31/1960 Annexation Anx #3 – ROW 4.89 Approved 12/7/59 Anx #4 – Shipsey 1/26/1961 Annexation 8.74 Approved 12/27/60 & Seitz Anx #5 – 8/7/1963 Annexation 0.83 Approved 7/8/63 Kurokawa Anx #6 – Pioneer 12/5/1974 Annexation 0.81 Approved 12/5/74 Street Anx #7 – Sewer 12/5/1974 Annexation 0.02 Approved 12/5/74 Lift Station Anx #8 – El Club Comite Civico 3/28/1980 Annexation 2.01 Approved 6/8/79 Mexicano de Guadalupe, Inc. Anx #9 – 11/29/1988 Annexation Wastewater 118.69 Approved 11/18/88 Treatment Plant Anx #10 – DJ 6/5/1995 Reorganization 219.7 Approved 5/23/95 Farms 10/20/2004 Reorganization Anx #11 – Jasco 4.93 Approved 9/4/04 11/13/2007 Reorganization Anx #12 – Gowing 0.03 Approved 11/13/07 Reorganization Anx #13 - 4146 9/26/2022 0.58 Approved 8/11/22 & SOI Eleventh Street The Growth and Population factor includes a summary of population data and land use and zoning in the area as well as growth trends. 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 334 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: O. CITY OF GUADALUPE the statewide average. Incorporated communities also are defined as disadvantaged when the MHI falls below 80 percent. In 2025, the statewide MHI was $118,100, 80 percent of that is $94,480. The MHI for Guadalupe was $71,048 in 2025, 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 a disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. The Environmental Protection Agency (EPA) has developed an Environmental Justice Screening and Mapping Tool Version 2.3 (EJScreen) that provides nationally consistent data combining environmental and demographic data related to the protection of public health and the environment. This Mapping Tool was evaluated for indicators to assist in identifying a disadvantaged community. Lastly, EPA has also developed an EnviroAtlas Interactive Map Tool in collaboration with EJScreen that overlays geospatial data and other resources related to ecosystem services, their chemical and non-chemical stressors, and human health to better understand human health and well-being, since these are closely tied to the environment, which provides benefits such as clean water, clean air, and protection from natural hazards. In combination a stronger representation of underserved communities can be identified that may be a leading indicator to health and well-being or precursor to DUC. 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. SERVICES Overview The City of Guadalupe’s Public Works Department is responsible for public facilities and services, including solid waste management services. The City contracts with Waste Management for residential and commercial trash pickup, organics and recycling services. Garbage and Organics collection is weekly. If one of these days falls on or before your regular collection day, your garbage will be collected one day after your regular collection day. LAFCO of Santa Barbara County 335 CHAPTER THREE: O. CITY OF GUADALUPE Table O-3: Existing & Proposed Service Providers within SOI Existing Agency Providing Agency to Provide Service Services for SOI Areas Services for SOI Areas General Government (including Governing Board, Counsel, Assessor, City of Guadalupe City of Guadalupe Finance and General Administration) Water Service City of Guadalupe City of Guadalupe Wastewater collection, treatment City of Guadalupe City of Guadalupe and disposal Storm water drainage, flood control City of Guadalupe City of Guadalupe Roads, Circulation, Street Maintenance City of Guadalupe City of Guadalupe Street Lighting City of Guadalupe & City of Santa City of Guadalupe & Public Transportation Maria City of Santa Maria Law Enforcement and Fire Protection City of Guadalupe City of Guadalupe Services Community Development/Planning City of Guadalupe City of Guadalupe and Building Services, Enforcement Solid Waste City of Guadalupe City of Guadalupe Library County of Santa Barbara & City of County of Santa Barbara Santa Maria & City of Santa Maria Parks and Recreation City of Guadalupe City of Guadalupe Solid Waste Services A private vendor, Waste Management, collects solid waste under a franchise agreement with the City. Participation in garbage collection is mandatory citywide and rates are based on volume as part of a comprehensive effort to comply with current state law for waste reduction. Mosquito Vector Control Services The City is responsible for implementing programs that deal with mosquito abatement and other pests internally. A search under the City of Guadalupe website for mosquito or vector control did not result in finding a current program. School Services School services are provided by the Guadalupe Union School District. This school district services a much wider area than the City limits of Goleta. The district has one elementary school and one intermediate school, and, one junior high school in the planning area. The following is a list of the two different schools that serve students in the area. 336 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: O. CITY OF GUADALUPE Schools Location Amenities Mary Buren Elementary 01. 1050 Peralta St. Guadalupe, CA School Kermit McKenzie 02. 4710 W. Main Street Guadalupe, CA Intermediate School Guadalupe Junior High 03. 351 Arroyo Seco Rd. Guadalupe, CA 93434 School. Broadband Services Some results from the Regional Broadband Strategic Plan for the Santa Barbara County Region include the following regarding the community profile for Guadalupe: While some data shows the community has access to the internet, the community reports say they are not, and there is work to do. Over a third of the population are children under 18, and according to the most recent U.S. Census, 38% live below the poverty line. The median age is 27.6 reflecting the youngest average age among Santa Barbara County’s municipalities. Of all households in Guadalupe, 47% are eligible for the Affordable Connectivity Program (ACP), and 46% of those eligible are enrolled27. Compared to countywide statistics, this is a significantly high number of enrollments in a benefits program designed to improve access to broadband through affordable plans and low-cost devices. Based on all available data, broadband availability in Guadalupe is extensive. The map displayed below was created using the public CPUC information available via the GIS Map Data. Table 1 for CPUC served/unserved definitions). It shows most of the City of Guadalupe in green, indicating that a 25/3 Mbps Service is accessible in a significant portion of the county. In recent years, the city has undertaken initiatives to provide community Wi-Fi access in public places, including recreation centers, libraries, and the senior center. The Leroy Park initiative recently included $39,000 of ARPA funding for updates. The City of Guadalupe does not currently have a complete and up-to-date asset inventory; rights-of-way, easements, and other broadband infrastructure deployment information and mapping are on the City’s project list. Potential infrastructure components are already in place, and the viability of their structural integrity remains to be validated. LAFCO of Santa Barbara County 337 CHAPTER THREE: O. CITY OF GUADALUPE The graphics below detail the distribution of the received internet speed according to the data collected from the speed tests in the City of Guadalupe. Speed test results did not reflect what was reported by the community during the outreach forums. During the pandemic, the school district deployed 500 hot spots; the business community representative reported slow speeds or difficulty accessing service, and the city reported a desire for more infrastructure. Of the 49 tests, speeds ranged from very slow to over 250mbps. Upload speeds ranged from very slow to over 250mbps. What made this data challenging to understand was that most of the test takers were using a California State University connection and not the local primary carriers. Infrastructure within 338 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: O. CITY OF GUADALUPE or around Guadalupe provides 100/100Mbps service, which may not be accessible in some community areas. Community members reported that there is some infrastructure, but it does not serve all areas of the community. Regardless of the infrastructure potentially available, the primary reasons that residents are reporting not being connected are due to affordability issues and a lack of devices. DEVELOPMENT IMPACT FEES Government Code Section 66000 is intended to hold agencies to a higher level of accountability whenever charges are established, increased, or imposed and whenever updates or reviews are performed. Section 66000 requires ordinances to include language that commits the local agency to establish reasonable development charges and, if those charges are found not to be reasonable, to refund the difference. The City levies a series of development impact fees for new development to address many differing needs. All these fees are based on Government Code Section 66000 et seq., which requires the agency setting fees to (i) identify the purpose of the fee, (ii) identify the use to which the fees will be put, (iii) determine the reasonable relationship (or “nexus”) between the type of development charged the fee, the amount of the fee and its use, and (iv) determine the reasonable relationship between the need for the public facility or improvement and the project upon which the fee is imposed. Fees collected by the City include: fees in-lieu of parkland dedication, park development projects, road and circulation fees, and general administrative capital improvement fees. City of Guadalupe Incorporation, Revenues, Attributes, Types of Service, and Resources Attributes City Limits (est. square miles) 1.31 Population (2025 estimated) 8,851 Assessed Valuation (FY 23-24: Includes City only) $703,780,554 2 Number of Cell Towers/Antennas, 2 Schools Regular Financial Audits Every Year Average Annual Revenue Per Capita (FY 23-24) $2,485 Average Portion of County 1% Property Tax Received 13¢/$1 Ending General Fund Balance (June 2024) $9,304,128 Change in General Fund Balance (from June 2019 to June 2024) 591% Total Fund Balance/Annual Revenue Total (FY 23-24) 42.2% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing DOF Table E5, 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. LAFCO of Santa Barbara County 339 CHAPTER THREE: O. CITY OF GUADALUPE Types of Services Broadband X Solid Waste X Vector Control X Cemetery - Healthcare - Other X Total Staffing Personnel Per 1,000 population Full time Operators 0 0 Emergency Operators 0 0 Administrative Personnel 1 0.11 Other City Staff 48 5.4 The City has a total of 49 full-time employees, two (2) part-time, two (2) interns, and two (2) contract employees. Staffing Experience/Tenure (average) Years in Industry Year w/ District Public Works Director n/a n/a Guadalupe has a total of one (1) permanent employee manages contract for solid waste management & broadband services. 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 water and wastewater services and transit, meaning that charges for services are intended to pay for the costs of providing such services. The City received $99,777 from CARES Act in FY 2021 and received American Rescue Plan funds in fiscal year 2022. 340 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: O. CITY OF GUADALUPE City Revenues 2020-2021 2021-2022 Amount % of Total Amount % of Total Property tax $1,740,033 11.4% $1,954,091 11.6% Sales & use tax $811,141 5.4% $1,330,009 7.9% Utility User tax $480,619 3.2% $503,050 3.0% Other taxes $544,711 3.6% $547,954 3.3% Charges for services $6,038,041 39.9% $6,754,490 40.1% Grants & contributions $5,183,017 34.2% $5,254,463 31.2% Interest $170,365 1.1% $18,824 0.1% Miscellaneous $183,118 1.2% $468,010 2.8% Revenue total $15,151,045 100.0% $16,830,891 100.0% Fiscal Indicators Select fiscal indicators are shown graphically below. Over the past three fiscal years, the City’s expenditures have remained stable in comparison to slight increase in revenues. The increase in revenues were primarily due to increase in grant funding/contributions and sales tax. 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 25 20 15 10 5 0 2020-21 2021-22 2022-23 Revenue Expenditure Reserve LAFCO of Santa Barbara County 341 snoilliM ni tnuomA CHAPTER THREE: O. CITY OF GUADALUPE CITY OF GUADALUPE Property Tax & Franchise Fees This indicator addresses the extent to which special revenue funds covered expenses. Property Tax and general fund are the 2.5 primary funding source for broadband and Franchise fees for solid waste services. Represented below a ratio of one or 2 higher indicates that the service is self-supporting. 1.5 1 0.5 0 2017-18 2018-19 2019-20 2020-21 2021-22 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 Fiscal Year Operating Operating 1.5 Revenues Expenditures Ratio 2018 $ 10,249,961 $ 9,431,893 1.0 1 2019 $ 11,675,687 $ 10,142,881 1.1 2020 $ 12,517,343 $ 10,423,984 1.2 0.5 2021 $ 15,151,045 $ 11,101,191 1.3 0 2022 $ 16,830,891 $ 11,021,825 1.5 2023 $ 20,268,801 $ 13,783,490 1.4 2018 2019 2020 2021 2022 2023 Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2019 2020 2021 2022 Trend Funded ratio (plan assets as a % of plan liabilities) 75% 75% 75% 88% Net liability, pension (plan liabilities - plan assets) $ 3,050,995 $ 3,387,991 $ 3,782,088 $ 1,935,887 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of plan liabilities) 0% 2023 year of OPEB reporting Net liability, OPEB (plan liabilities - plan assets) $ 572,858 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. 342 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Coverage of Net Post-Empployment Liabilities 15 60 50 10 40 30 5 20 10 0 0 2017 2018 2019 2020 2021 2022 2017 2018 2019 2020 2021 2022 Agency Assets (other than capital) $5,441,320 $6,622,538 $9,152,070 $10,778,989 $13,149,970 $13,527,600 Net Liabilities (pension & OPEB) $2,891,293 $3,395,162 $3,413,998 $3,858,739 $4,276,907 $2,339,466 tnuomA CHAPTER THREE: O. 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 plans. As of June 30, 2022, the City reported a net pension liability for its proportionate share of the net pension liability of $1,935,887. 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. Solid Waste Funding The City’s budget includes Solid Waste Program along with a franchise agreement for Waste Management to provide all services. In consideration of the exclusive right to provide services in accordance with the Contract, Contractor shall pay City a franchise fee equal to twelve and a half percent (12.5%) of Contractor's gross receipts. 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 2022 to 2024 list includes American Legion repairs ($70,000), Auditorium Stage and Chambers Repairs ($20,000), City Hall ($130,000), Senior Center ($10,000). Much of these repairs would be funded by American Rescue Plan Act (ARPA) allocation. The police and fire departments have included some maintenance budget for vehicles and equipment replacement of this time frame. LAFCO of Santa Barbara County 343 CHAPTER THREE: O. CITY OF GUADALUPE Capital Improvements The City has a capital improvement plan (CIP), adopted each year CIP projects improvements and costs. The 2024-2025 Capital Improvement (CIP) Projects Budget includes over $35 million of maintenance and upgrades. A list of CIP projects for FY 22-23 are listed below. Projects Budgeted or Estimated 2024 to 2025  Financial Accounting Software -$41,789  Public Facilities Master Plan (includes parks and library) - $90,000  PD Electrical service upgrade - $0  Royal Theater - $10,000,000  Building improvements (painting, roof repair, locks, utilities) AKA City Hall Improvements - -$840,000  Central Park Renovation - $4,120,000  Leroy Park Phase II (Multipurpose room) - $1,700,000  Sidewalk repairs - $100,000  PSHH Pedestrian Improvements (Gularte St., reimburse Developer) aka La Guardia sidewalks - -$179,537  Storm drain Trash Amendments improvements - $90,000  Street Rehabilitation FY 24/25 (W. Main west of Pioneer, Obispo Street - $967,483  Guadalupe Jr. High Sidewalk Project - $105,519  Downtown Street Light Improvement Project -$400,000  11th Street Safe Routes to School - $2,133,123  Elevated Tank Painting - $880,000  AMI Phase 2 (base station and transmitter upgrades) - $300,000  SCADA Improvements -$50,000  Hwy 1 Lift Station -$3,534,908  WWTP Improvements - $1,800,000  Pioneer Lift Station - $1,700,000  Grit system parts replacement -$130,000  WWTP Equipment (Skid-steer, AIPS vault) - $420,000  EV Charging Stations - $767,410  Amtrak Transit Hub Rehab - $1,598,553 344 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: O. CITY OF GUADALUPE  2 bus shelters - Transit Infrastructure -$13,000  Electric van - $291,476  2 new electric buses - $2,152,072  303 Obispo Street Site Improvements -$1,061,528 Long-term Liabilities and Debts 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. The certificates of participation bear interest at 4.5% per annum, with principal and interest payments due semiannually through August 1, 2040. At June 30, 2022, the principal balance outstanding was $960,240. 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. The certificates of participation bear interest at 4.125% per annum, with principal and interest payments due semiannually through July 28, 2035. At June 30, 2021, the principal balance outstanding was $780,109. 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 LAFCO of Sant a Barbara County 345 CHAPTER THREE: O. CITY OF GUADALUPE candidate can run for re-election to the City Council. The City operates under the Council- Administrator form of government, which means that the City Council appoints a City Administrator who is responsible to oversee the daily operations of the City. The City Council provides policy direction to the City Administrator 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 41 full-time employees, two (2) part-time, two (2) interns, and two (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. 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 Facility Director 11 Eugene Costa Jr. Mayor Pro Tem School Custodian 6 Whitney Furness Council Member Consultant 3 Christina Hernandez Council Member Non-Profit 3 Gilbert Robles Council Member Retired HR 1 Website Transparency The table, below and 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. 346 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: O. CITY OF GUADALUPE City of Guadalupe Website Checklist website accessed 7/25/25 https://cityofguadalupe.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: Guadalupe is a Council-governed agency it overlays. Refer to https://cityofguadalupe.org for the required checklist items. LAFCO of Sant a Barbara County 347 CHAPTER THREE: O. CITY OF GUADALUPE Survey Results The table below includes a list of questions asked of area residents to assess if satisfactory healthcare, mosquito vector control, cemetery, housing mediation, broadband, school, solid waste, and harbor services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. 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 - - - Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 2. Overall, are adequate staffing and equipment - - - provided with the level of Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 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 were knowledgeable, answer - - - questions, and were informative? No responses were provided by the public related to City of Guadalupe at this time. 348 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE P. City of Lompoc Agency Office: 100 Civic Center Plaza, Lompoc, CA 93436 Phone: 805/736‐1261 Fax: 805/736‐5347 Email: d_albro@ci.lompoc.ca.us Website: www.Cityoflompoc.com City Manager: Dean Albro 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 43,424 residents (source: 2025 Department of Finance). The General Fund balance is $12,927,208 as of June 30, 2024. The City receives a portion of the County’s 1% base property tax at the proportional rate of approximately 17¢/$1. The City receives general financial support at a rate of approximately $1,034 per resident and maintains a general fund balance to assist with future needs. The City has financial procedures in place to ensure the preparation of timely agency audits. The City’s Sphere of Influence is 360 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. 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 Space Force Base (VSFB). The City is governed by a five‐member City Council whose Mayor is elected at‐large and 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 north edge of the City of Lompoc overlaps with the Community Service Districts of Mission Hills. Other Districts include Cachuma RCD, Lompoc Valley Medical Hospital, Santa Ynez River WCD, Santa Barbara Fire Protection District, County Flood Control & Water Agency, and Lompoc Cemetery District. LAFCO 349 of Santa Barbara County CHAPTER THREE: P. CITY OF LOMPOC 350 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF LOMPOC OPERATIONS The City’s Utilities Department, Solid Waste Division provides residents and commercial businesses in the city and the surrounding region with solid waste services that include the following: • Trash, Recycling & Organics Collection • Lompoc Landfill • Household Hazardous Waste Collection Facility • Graffiti Abatement • Bulky Items / Special Haul Pickup • Illegal Dumping Abatement • Street Sweeping The City Communications Department provides broadband services that include the following: • Monthly Access • City Utility Billing only • Phone and Onsite support • No contract (cancel anytime) • $50 ‐ $75 equipment deposit required • Customer is responsible for installation and additional equipment • Not available in all areas (Site survey may be required) • No data limit • Capacity is up to 40 Mbps • Device requires external mounting • Equipment: NanoStation & power adapter The City of Lompoc's Electric Division is a publicly‐owned utility that manages the generation, transmission, and distribution of electricity to the public within the city. The utility operates under the authority and oversight of the City of Lompoc, and its primary objective is to provide reliable, affordable, and sustainable electric power to its customers. Generation: The utility is a member of the Northern California Power Agency (NCPA), which operates and maintains a fleet of power plants that are among the cleanest in the nation. Lompoc owns a share of NCPA‐maintained power plants and also purchases electricity from various sources, such as renewable energy projects, conventional power plants, or other utilities, to ensure an adequate and diverse mix of power generation to meet the electricity demand of the city. Transmission: The utility utilizes a transmission network comprising high‐voltage power lines and substations to facilitate the long‐distance transfer of electricity from power plants to distribution centers, ensuring efficient and reliable power delivery. LAFCO 351 of Santa Barbara County CHAPTER THREE: P. CITY OF LOMPOC Distribution: The utility manages the distribution system, which consists of medium‐voltage and low‐voltage power lines, transformers, and distribution substations. It is responsible for delivering electricity directly to residential, commercial, and industrial customers within its service area in Lompoc. The utility ensures a reliable and robust distribution infrastructure to minimize power outages and promptly restore service during disruptions. Customer Service: The utility provides customer service and billing support to its customers. It handles inquiries, new service connections, disconnections, and resolves billing issues. It may offer various programs to promote energy efficiency and renewable energy adoption and provide assistance to customers with special needs. Maintenance and Upgrades: The utility conducts regular maintenance and upgrades of its infrastructure to ensure the reliability and safety of the electrical system. This includes inspecting and maintaining power lines, transformers, and other equipment, as well as investing in modernization efforts to improve system efficiency and incorporate new technologies. Regulatory Compliance: The utility adheres to relevant local, regional, and national regulations governing the generation, transmission, and distribution of electricity. It complies with environmental regulations, grid reliability standards, and safety guidelines to ensure the well‐ being of its customers and the community. Financial Management: The utility manages its finances responsibly, striving to provide affordable rates for customers while maintaining the financial viability of the organization. The City’s Electric Utility provides safe, reliable, and affordable power to the community through a wide range of essential services. Utility team designs, builds, operates, maintains, and repairs the City’s overhead and underground electrical distribution system, including the interconnection infrastructure and revenue metering equipment that deliver energy directly to homes and businesses. Utilities manage and care for the City’s 12‐kV and 115‐kV bulk electric transmission and distribution system, ensuring the integrity of energy control and delivery equipment. This includes maintaining and repairing jointly owned power poles throughout the City to keep the system safe and dependable. In addition to system operations, staff actively plan and procure energy resources to meet Lompoc’s future needs, while closely monitoring legislative and regulatory changes that impact Lompoc community. When outages or disruptions occur, the crews respond to resident calls for electric, cable, and phone issues quickly and effectively to restore service. The City’s Electric Utility also support the City’s growth and economic development by designing 352 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF LOMPOC and constructing new electrical services for residential, commercial, and industrial customers, as well as negotiating distribution line extension agreements with new projects and developments. Beyond delivering power, the Electric Utility is committed to helping our residents save energy and money through a variety of conservation and efficiency programs. These include customer rebates for energy‐saving upgrades and targeted assistance programs for low‐income households. The City employs approximately 371 full‐time, 158 part‐time employees and contract employees as needed 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, Utilities, Communication, Planning & Land Use, Building & Safety, Code Compliance, Police & Fire, Recreation & Parks, Library, Administration and Finance. OPPORTUNITIES & CHALLENGES The City does desire to change its existing jurisdictional boundary. The Bailey Avenue Sphere of Influence (SOI) amendment application was submitted to LAFCO in July 2018 but was recently denied by the Commission in April 2023. In January 2024, city staff were made aware of the same project (reduced size) applying to the County under the Builder’s Remedy law to allow for development of 49 acres of the site (340 units). This project is known as Bodger Meadows. The City desires to change its boundaries to include approximately 271 acres of property north of Olive Avenue, south of North Avenue, east of Bailey Avenue, and west of Z Street. The desire to change its boundaries is the result of a significant housing shortage locally and throughout the State in addition to the need to provide additional housing to support existing and proposed new businesses and increased military and space launch activities at VSFB. The City is initiating the update to the General Plan and will study additional areas for inclusion into their SOI and future annexations including lands owned by the city and contiguous to the city such as the existing CSD’s and other lands to the north along Harris Grade, and lands to the east, west, and south. The City continues to acknowledge the need to provide more net positive housing opportunities through new residential development and subdivisions, and create balanced jobs/workforce housing. Governance Structure Options The opportunities for new governance structures in Lompoc will be studied in the General Plan update. To the east is the Santa Ynez River and beyond that there is agriculturally designated land with Williamson Act Contracted lands about a half mile outside of town. To the west there are agriculturally designated lands outside of the city Sphere of Influence with this in Williams LAFCO 353 of Santa Barbara County CHAPTER THREE: P. CITY OF LOMPOC Act Contracts starting west of Bailey Ave. To the north, the Community Services Districts of Vandenberg Village and Mission Hills are the nearest unincorporated communities in the county of Santa Barbara which are totally surrounded by the state‐owned Burton Chaparral Ecological Preserve. Other uses to the north and northwest in the city include Allan Hancock College and the Federal Prison. Beyond that is Vandenburg Space Force Base. To the south is the White Hills and the 5,000+ acre diatomite mine. Regional Collaboration In October 2021, Santa Barbara County formed the Broadband Alliance of Santa Barbara County (the Alliance) to develop a countywide strategy to close the digital divide between households able to access and navigate the digital world and those without the capacity or knowledge to do so. The Alliance is a formal partnership between the Santa Barbara County Association of Governments, the County of Santa Barbara, and the cities of Buellton, Carpinteria, Goleta, Guadalupe, Lompoc, Santa Barbara, Santa Maria, and Solvang, the Santa Ynez Band of Chumash Indians (Tribe), Broadband Consortium of the Pacific Coast (BCPC), and regional economic development organizations. The City has partnerships with other agencies and organizations that were identified in pervious MSR reports. SPHERE OF INFLUENCE & BOUNDARIES The City of Lompoc has a Sphere of Influence that is 360 acres beyond City boundaries that are mainly in the Santa Ynez Flood Plain and used for Recreation. The City’s SOI extends to the west along V Street and West Airport Avenue, towards the south, two southeastern parcels, and primarily parcels to the east of the City. A map of the City’s Sphere of Influence and boundaries can be seen at the beginning of this profile. Lompoc’s SOI exceeds the current City limits in the following locations: • Open space areas east of City Limits, including River Bend Park and River Park (290+ acres) • A property west of landfill (5+ acres) • A property south of the landfill (10+ acres) • One very low‐density residential area south of West Willow Avenue (20 acres) • The Wineman property west of V Street (20 acres) • The Drive‐in Property east of H Street (20 acres) LAFCO staff is recommending that the sphere boundary be reaffirmed once again with the 354 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF LOMPOC condition that the City develop an annexation plan by or before their next cycle of sphere of influence adoption. The City is developing an update to the Lompoc General Plan to determine when these areas within its existing sphere of influence and expansion areas should be annexed into Lompoc. If no plan is submitted prior to their sphere of influence adoption cycle (January 2031), then the Commission should consider reducing the sphere boundary to better reflect the City’s future growth. 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 6,661 acres (parcels and excluding public land use authority of the City. The rights‐of‐ways) of which 3,439 acres are owned by government City does serve parcels outside of its jurisdiction. agencies including the Federal Prison (2,363 acres), Allan Hancock College, county, and city.. 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. The City serves six areas outside of its jurisdictional service area under out‐of‐agency‐service agreements. Overall, there are 21,688 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 6,661 98.2% 11,000 21,688 OASA – Beattie TBD TBD 1 TBD OASA – GTE TBD TBD 1 TBD OASA – Campbell 120.85 1.7% 1 0 OASA – Bodger TBD TBD 1 TBD OASA – Perry 0.27 0.1% 1 TBD 16 connections – 12 TBD TBD 52 TBD active, 4 inactive Frick Springs Totals 6,782 100.0% 11,057 21,688 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 6,627 98.2% 11,000 21,688 Co of Santa Barbara TBD 1.8% 57 TBD Totals 6,782 100.0% 11,057 21,688 LAFCO 355 of Santa Barbara County CHAPTER THREE: P. CITY OF LOMPOC The figure below shows utility information and connections provided outside of the city’s existing boundaries. Total assessed value (land and structure) is set at $3.95 billion as of April 2025, and translates to a per acre value ratio of $594,281. The former amount further represents a per capita value of $91,159 based on the estimated service population of 43,424. City of Lompoc receives $75 million in annual charges for services revenue generated within its jurisdictional boundary and operates as an enterprise for these services. 356 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF LOMPOC The jurisdictional boundary is currently divided into 11,000 lega l Close to 41% of the jurisdictional parcels and spans 6,661 acres, with the remaining jurisdictional boundary is under private acreage consists of public right‐of‐ways. Close to 41% of the parcel ownership, and of this amount approximately 74% has been acreage is under private ownership with 74% 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 107 vacant parcels that collectively total 325 acres. The jurisdictional boundary qualifies as a disadvantaged incorporated 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, Electric Utilities, Communications/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 2020 population of Lompoc to be 42,753. This total population includes approximately 2,000 prisoners at the Federal Penitentiary. 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 and 47.800 by 2025. The Department of Finance population estimates Report E‐5 for 2025 estimates the City of Lompoc to be 43,424. According to the Department of Finance, between 2010 (43,079) and 2020 (43,599), the population of Lompoc increased by 520 people (1.2 percent; or less than .2 percent per year). There are approximately 14,735 households within the City. In contrast, the County’s population increased by 5.7 percent between 2010 and 2020. Demographics for the City are based on an age characteristics report prepared by SBCAG in 2017 and American Community Survey, which identified the largest age group represented in Lompoc LAFCO 357 of Santa Barbara County CHAPTER THREE: P. CITY OF LOMPOC as 18 to 64 group at 61.4 percent. Approximately 11.2 percent of the population was in the 65 or older years age group and 27.4 percent in the under the age of 18 group. According to the 2020 U.S. Census, approximately 29.1 percent of the total population identified themselves as non‐Hispanic white. The Hispanic population, which is the largest ethnic group in Lompoc, comprised 60.4 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 2023‐2031 planning period. The current City of Lompoc Housing Element (2023‐2031) 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 hillside areas. The following population projections within the City are based on the Department of Finance Table E5 estimate and SBCAG regional forecast. Table P‐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 E5 projections. The table below summarizes proposals approved by LAFCO since 2005 to the present. Table P-2 –Proposals Since 2005 358 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF LOMPOC Date Action Proposal Acreage Status 8/6/1888 Incorporation Incorp 1,919.5 Approved 9/2/2005 Reorganization Anx – Hudgens 9.89 Approved 9/2/05 Anx – Burton 5/13/2007 Reorganization 168.53 Approved 5/13/07 Ranch Anx – Summit 2/24/2016 Reorganization 20.1 Approved 2/24/16 View Homes The Growth and Population factor includes a summary of population data and land use and zoning in the area as well as growth trends. 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 also are defined as disadvantaged when the MHI falls below 80 percent. In 2025, the statewide MHI was $118,100, 80 percent of that is $94,480. The MHI for Lompoc was $70,038 in 2025, 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 a disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. The Environmental Protection Agency (EPA) has developed an Environmental Justice Screening and Mapping Tool Version 2.3 (EJScreen) that provides nationally consistent data combining environmental and demographic data related to the protection of public health and the environment. This Mapping Tool was evaluated for indicators to assist in identifying a disadvantaged community. Lastly, EPA has also developed an EnviroAtlas Interactive Map Tool in collaboration with EJScreen that overlays geospatial data and other resources related to ecosystem services, their chemical and non‐chemical stressors, and human health to better understand human health and well‐being, since these are closely tied to the environment, which provides benefits such as clean water, clean air, and protection from natural hazards. In combination a stronger representation of underserved communities can be identified that may be a leading indicator to health and well‐being or precursor to DUC. In all cases, the City of LAFCO 359 of Santa Barbara County CHAPTER THREE: P. CITY OF LOMPOC 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. SERVICES Overview The City’s Solid Waste Division provides Lompoc residents and the business community with solid waste collection program. The City coordinates with the county on issues with mosquito and vector control programs. The City of Lompoc has teamed with the Santa Barbara County Association of Governments (SBCAG), in collaboration with the County and other stakeholders, developed the Santa Barbara County Broadband Strategic Plan. Table P-3: Existing & Proposed Service Providers within SOI Existing Agency Providing Agency to Provide Service Services for SOI Areas Services for SOI Areas General Government (including City of Lompoc / Governing Board, Counsel, Assessor, County of Santa Barbara County of Santa Barbara Finance and General Administration) Electricity Service PG&E City of Lompoc Water Service individual responsibility City of Lompoc Wastewater collection, treatment individual responsibility City of Lompoc and disposal County of Santa Barbara Public Storm water drainage, flood control City of Lompoc Works Roads, Circulation, Street Maintenance County of Santa Barbara City of Lompoc Street Lighting Public Transportation County of Santa Barbara City of Lompoc Law Enforcement and Fire Protection County Sheriff/ Santa Barbara City of Lompoc Services County Fire Department Community Development/Planning County of Santa Barbara City of Lompoc and Building Services, Enforcement County of Santa Barbara ‐via Solid Waste contractor or individual City of Lompoc Communication/Broadband responsibility Library County of Santa Barbara City of Lompoc Parks and Recreation County of Santa Barbara City of Lompoc Solid Waste Services The City’s Solid Waste Division provides Lompoc residents and the business community with solid waste collection program. Single‐family residences and business customers are offered a 3‐ container system: Trash, Single Stream Recycling (paper, cans, cardboard, etc.) and Organics 360 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF LOMPOC Recycling (yard waste and food waste). Billing is based on the size of the container and frequency of collection. Recycling and Organics services are offered at no additional charge. Single family residences are collected once per week, and commercial customers can be collected up to five days per week, Monday ‐ Friday. The Solid Waste Division provides a recycling drop‐off location for clean recyclables, open Monday through Friday, from 7:00 AM to 2:00 PM, at 1585 North V Street. In addition to the above services, residents and businesses can self‐haul their trash and recyclable materials to the Lompoc Landfill. MarBorg Industries, under a contract with the County of Santa Barbara, disposes waste at the Lompoc Landfill for the collection vehicles performing services in the unincorporated area surrounding the City. The Landfill accepts the following materials (fees will apply): • Household Trash and Recyclables • Organic Waste (Green Waste, Wood Waste, Food Scraps) • Untreated Wood • Concrete • Scrap Metal The Landfill accepts the following materials at no charge for residents (fees for businesses may apply): • Appliances (2 per day) • Mattresses/Box Springs • Futons (mattress only, no frames) • Electronic Waste (free for businesses) • Tires (5 per day) • Batteries (household only) • Carpet (rolled, clean & dry) • Carpet Padding (rolled, clean & dry) • Clean Cardboard • Clean Topsoil The Landfill is open Monday through Friday, from 7:30 AM to 4:00 PM, and Saturday and Sunday, from 10:00 AM to 3:45 PM. The Landfill is located at 700 South Avalon Street, just off of Olive Avenue. LAFCO 361 of Santa Barbara County CHAPTER THREE: P. CITY OF LOMPOC Additionally, the City’s Solid Waste Division provides a Household Hazardous Waste Collection Facility for the public to dispose of hazardous materials. The Household Hazardous Waste Collection Facility accepts the following materials: • Paint • Aerosols • Flammable Liquids • Pesticides • Cleaners • Automotive Fluids • Cooking Fats, Oil, and Grease • Electronic Waste • Fluorescent Lights • Batteries The Household Hazardous Waste Collection Facility, located at 1585 North V Street, is open by appointment only Monday through Friday, from 9:00 AM to 1:00 PM. Electric Utility Services The City of Lompoc Electric Utility provides reliable, safe, and affordable electricity to residents and businesses throughout the community. As a City‐owned utility, we design, construct, operate, maintain, and repair the electrical infrastructure that powers Lompoc, including overhead and underground distribution systems, bulk transmission lines, substations, and revenue metering equipment. The Electric Utility provides the following services to the community: Electric Infrastructure – Operates and maintains the City’s 12‐kV and 115‐kV bulk electric transmission and distribution system, including energy control and delivery equipment, and repairs jointly owned power poles within the City. New Service Connections – Designs and builds new electrical services for residential, commercial, and industrial customers, and negotiates distribution line extension agreements to support Lompoc’s growth and economic development. Energy Supply Planning – Plans and procures energy resources to meet customer demand, while analyzing legislative and regulatory changes that affect the community. Customer Assistance – Responds to electric, cable, and phone service trouble calls from residents to ensure reliable service and timely repairs. 362 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF LOMPOC Energy Efficiency Programs – Administers customer rebate programs, conservation incentives, and low‐income assistance services to help reduce energy costs and promote sustainability. The City’s Electric Utility plays a vital role in powering homes, businesses, schools, and community facilities every day. Through careful planning, reliable operations, and customer‐ focused programs, Lompoc’s locally owned utility continues to serve as a cornerstone of the community’s safety, sustainability, and economic vitality. Mosquito Vector Control Services The City is responsible for implementing programs that deal with mosquito abatement and other pests internally. A search under the City of Lompoc website for mosquito or vector control did not result in finding a current program. School Services School services are provided by the Lompoc Unified School District. This school district services a much wider area than the City limits of Lompoc. The district has seven elementary schools, two middle schools, two comprehensive high schools, one continuation and independent study school in the area, one Community Day School, one Adult school, and two Academy. The following is a list of the seventeen different schools that serve students in the area. Schools Name Location Clarence Ruth 01. 501 North W Street | Lompoc, CA Elementary School Arthur Hapgood 02. 324 S A St | Lompoc, CA Elementary School Buena Vista Elementary 03. 100 Aldebaran | Lompoc, CA School Crestview Elementary 04. Utah & Casmalia | Lompoc, CA School La Cañada Elementary 05. 621 W North Ave | Lompoc, CA School Leonora Fillmore 06. 1211 E Pine Ave | Lompoc, CA Elementary School Miguelito Elementary 07. 1600 W Olive Ave | Lompoc, CA School Vandenberg Middle 08. Mountain View Blvd | Vandenberg AFB, CA School Lompoc Valley Middle 09. 234 S N St | Lompoc, CA School LAFCO 363 of Santa Barbara County CHAPTER THREE: P. CITY OF LOMPOC 10. Lompoc High School 515 W College Avenue | Lompoc, CA 11. Cabrillo High School 4350 Constellation Road | Lompoc, CA Maple Continuation 12. 4010 Jupiter Ave | Lompoc, CA High School Mission Valley 13. Independent Study 1213 N A Street | Lompoc, CA School Bob Forinash 14. 320 N J Street | Lompoc, CA Community Day School Lompoc Adult School 15. and Career Center 1301 North A St | Lompoc, CA (LASCC) Los Berros VAPA 16. 3745 Via Lato | Lompoc, CA Academy La Honda STEAM 17. 1213 N A St | Lompoc, CA Academy Broadband Services Some results from the Regional Broadband Strategic Plan for the Santa Barbara County Region include the following regarding the community profile for Lompoc: Internet is available, yet the community’s low‐income residents and some business sectors are challenged with a lack of affordable access. Economic development considerations connected to broadband infrastructure need to be explored. With the growing focus on Vandenberg Space Force Base, Lompoc should not be overlooked as an asset providing housing, a workforce, and services to the future private spaceport. Internet access and digital equity and inclusion initiatives are important to track to support workforce development. Lompoc has the second‐highest proportion of children as residents compared to other municipalities across the county; 27.8% of local community members are children under 18 and attend one of the schools in the Lompoc Unified School District. The largest job‐contributing industry in the city is Health Care and Social Services. Major health centers within the city limits, Lompoc Valley Medical Center and Lompoc Health Center, and additional private providers run small businesses to serve the community. Education is the second‐largest industry in the city in terms of jobs provided due to the presence of the Lompoc Adult Education Center and Allan Hancock College campuses, in addition to the local pre‐K–12 school district. Public Administration is the third‐largest industry in Lompoc, with city staff serving the municipality and offices serving County departments housed within the city limits. Significantly, the Education and Public Administration sectors offer compelling benefits packages, including 364 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF LOMPOC retirement planning and health plans. The fourth largest sector is Retail, comprised of small businesses and large nationwide chains serving the local community's needs. Based on all available data, broadband availability in the City of Lompoc is extensive. The map displayed below was created using the public CPUC information available via the GIS Map Data Portal (refer to Section 1, Table 1 for CPUC served/unserved definitions). It shows most of the City of Lompoc in green, indicating that 25/3 Mbps Service is accessible. The graphics below detail the distribution of the received internet speed according to the data collected from the speed tests in the City of Lompoc. LAFCO 365 of Santa Barbara County CHAPTER THREE: P. CITY OF LOMPOC Based on the 76 speed tests taken in the city and analyzing for 100/100Mbps, very few of the tests achieved this result, although some participants had excellent download and upload speeds. Analysis shows that there are good broadband infrastructure development and policy alignment processes, and they are broadband ready. It is clear that the city has worked with installers to assure that any impacts to existing pavement or micro‐trenching would not have a significant impact on the installation broadband infrastructure as evidenced by the extensive fiber network already installed. During the past several years, Frontier Communications has installed an extensive network of fiber throughout the City and continues to do so, improving access to high‐ speed internet. Additionally, Comcast is also increasing its fiber installations within the City, further expanding high‐speed internet options available. Cell Tower Services A list of antennas and cell towers within 3‐miles of the City are shown in the figure below. There are 83 towers and 98 antennas within a 3.0‐mile radius of 510 W Ocean Ave, Lompoc, CA. Major carriers include, Verizon, T‐Mobile, and AT&T. 366 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF LOMPOC DEVELOPMENT IMPACT FEES Government Code Section 66000 is intended to hold agencies to a higher level of accountability whenever charges are established, increased, or imposed and whenever updates or reviews are performed. Section 66000 requires ordinances to include language that commits the local agency to establish reasonable development charges and, if those charges are found not to be reasonable, to refund the difference. The City levies four development impact fees for new development to address needs for library expansion facilities, law enforcement facilities, fire protection facilities, and refuse containers. All these fees are based on Government Code Section 66000 et seq., which requires the agency setting fees to (i) identify the purpose of the fee, (ii) identify the use to which the fees will be put, (iii) determine the reasonable relationship (or “nexus”) between the type of development charged the fee, the amount of the fee and its use, and (iv) determine the reasonable LAFCO 367 of Santa Barbara County CHAPTER THREE: P. CITY OF LOMPOC relationship between the need for the public facility or improvement and the project upon which the fee is imposed. City of Lompoc Incorporation, Revenues, Attributes, Types of Service, and Resources Attributes City Limits (est. square miles) 11.59 Population (2025 estimated) 43,424 Assessed Valuation (FY 23‐24: Includes City only) $3,958,511,850 83‐98 Number of Cell Towers/Antennas, 17 Schools Regular Financial Audits Every Year Average Annual Revenue Per Capita (FY 23‐24) $3,356 Average Portion of County 1% Property Tax Received 17¢/$1 Ending General Fund Balance (June 2024) $50,498,921 Change in General Fund Balance (from June 2019 to June 2024) 45.8% Total Fund Balance/Annual Revenue Total (FY 23‐24) 38.5% 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 Broadband X Solid Waste X Electric X Vector Control X Cemetery ‐ Healthcare ‐ Other X Total Staffing Years in Industry Year w/ District Utility Director n/a 24 Senior Environmental Coordinator n/a Vacant Solid Waste Superintendent n/a Inactive Solid Waste Manager n/a 11 Utility Engineer n/a Vacant Solid Waste Supervisor n/a 18 368 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF LOMPOC Lead Sanitation Worker n/a 16 Senior Sanitation / Sanitation Worker n/a 27 Lead Landfill Operator n/a 13 Heavy Equipment Operator n/a 21 Heavy Equipment Operator II n/a n/a Heavy Equipment Operator II n/a 16 Landfill Supervisor n/a 27 Landfill Coordinator n/a 6 Landfill Attendant n/a 0.88 Solid Waste Program Analyst n/a 9 Solid Waste Program Technician n/a 5 Solid Waste Compliance Coordinator n/a 13 Solid Waste Code Enforcement Officer n/a 5 Household Hazardous Waste n/a 2 Technician Office Staff Assistant III / IV n/a 38 Office Staff Assistant II / III n/a 24 Electric Utility Manager n/a Vacant Assistant Electric Utility Manager n/a Vacant Electric Utility Engineer n/a Vacant Electric Supervisor n/a 13 12‐KV Electrical Troubleshooter n/a 22 12‐KV Lead Electrical Line worker n/a 15 12‐KV Electrical Line worker n/a Vacant Total Staffing Years in Industry Year w/ District Broadband Services Administrator n/a n/a Communications Supervisor 8 8 Wireless Services Technician 7 7 The City has a total of 391.25 budgeted permanent FTE employees and 158 part time employees. FINANCES The City prepares a biennial budget and annual financial statement, which includes details for each of its government and enterprise funds. Solid waste, Electric, and Broadband services are rendered on a user charge basis, therefore the funding for these divisions does not comes out of the General Fund. LAFCO 369 of Santa Barbara County CHAPTER THREE: P. CITY OF LOMPOC The City of Lompoc is projecting $57.4M of general fund revenue for FY2026, representing a 1.7% increase over the FY2025 budget and a 0.6% increase over FY2024 actuals. FY2026 budgeted expenditures are also projected to increase 3.7% or $2.0M over FY2025 actuals to $57.4M. The increased revenues and expenditures are due in part to rising assessed valuations and overall increased costs of goods and services. City-wide Revenues - Audited Actuals 2022-2023 2023-2024 Amount % of Total Amount % of Total Property tax $6,253,780 4.7% $6,764,974 4.7% Sales tax $17,557,654 13.1% $17,262,552 13.1% Other taxes $11,618,095 8.7% $11,678,078 8.7% Franchise taxes $453,855 0.3% $444,552 0.3% Charges for services $74,705,345 55.8% $84,357,433 55.8% Grants & contributions $18,922,091 14.1% $16,486,460 14.1% Use of Money & $1,722,721 1.3% $6,789,614 1.3% Property Other revenue $2,547,763 2.0% $1,979,660 2.0% Revenue total $133,781,304 100.0% $145,763,323 100.0% 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 in Engineering, Streets, and Right‐of‐Way Maintenance (17.2%) and investment earnings due to significant increases in interest rates (661.7%). The City’s reserve balances are sufficient 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. The City’s electric fund received $0.96 million in grant revenues from the California Arrearage Payment Program in 2022. Fiscal Trends-City of Lompoc 160 140 120 100 80 60 40 20 0 2021-22 2022-23 2023-24 Revenue Expenditure Reserve 370 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA CHAPTER THREE: P. CITY OF LOMPOC CITY OF LOMPOC This indicator addresses the extent to which charges for Taxes, Charges & Grant Funds services and grants funds covered expenses. Property Tax and general fund are the primary funding source for broadband and 40 Utility fees for solid waste services. Represented below a ratio Taxes of one or higher indicates that the service is self‐supporting. 30 20 10 0 2018-19 2019-20 2020-21 2021-22 2022-23 Taxes Charges for Service Grants 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 Year Operating Operating 1.2 Revenues Expenditures Ratio 2019 $ 106,901,540 $ 100,063,027 1.0 1.1 2020 $ 102,372,625 $ 98,435,626 1.0 2021 $ 115,881,860 $ 104,273,174 1.1 1 2022 $ 130,303,832 $ 105,575,973 1.2 0.9 2023 $ 133,781,304 $ 110,596,109 1.2 2024 $ 145,763,323 $ 131,246,916 1.1 2019 2020 2021 2022 2023 2024 Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2021 2022 2023 2024 Trend Funded ratio (plan assets as a % of plan liabilities) 70.5% 82.6% 71.5% 71.5% Net liability, pension (plan liabilities ‐ plan assets) $ 211,108,312 $ 216,655,651 $227,716,557 $237,809,799 Other Post‐Employment Benefits (OPEB) Funded ratio (plan assets as a % of plan liabilities) 88.9% 2024 year of OPEB reporting Net liability, OPEB (plan liabilities ‐ plan assets) $ 22,047,701 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. LAFCO 371 of Santa Barbara County snoilliM ni tnuomA tnuomA )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Coverage of Net Post‐Employment Liabilities 300 2 250 1.5 200 150 1 100 0.5 50 0 0 2019 2020 2021 2022 2023 2024 2019 2020 2021 2022 2023 2024 Agency Assets (other than capital) $117,687,417 $128,730,798 $145,540,490 $163,058,246 $160,884,690 $177,740,029 Net Liabilities (pension & OPEB) $222,309,313 $221,890,077 $228,807,428 $234,676,434 $246,433,097 $259,857,500 C HAPTER THREE: P. 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% at 55 is closed to new entrants. Classic Members, as defined by CalPERS, entering the City's Miscellaneous Plan would enter the 2% at 60 options while New Members, as defined by CalPERS, entering the City's Miscellaneous Plan would enter the 2% at 62 options. 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 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 156 retirees who had met eligibility requirements, 104 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. On June 30, 2025, there are 336 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 79 retirees eligible for Medicare. 372 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF LOMPOC Enterprise Funding The enterprise funds within the City’s budget include the City’s water utility, electric utility, wastewater utility, and solid waste disposal utility as well as the City’s broadband fund, airport fund and transit fund. The following graph shows a six‐year trend of the broadband, solid waste, and electrical expenditures in millions. This indicator provides a measurement of the agency’s expenditure over time. Broadband, Solid Waste & Electric‐Expenditure 70.00 60.00 50.00 40.00 30.00 20.00 10.00 0.31% 0.65% 0.33% 0.00 0.3% 0.31% 0.32% 2019 2020 2021 2022 2023 2024 Broadband Solid Waste Electric % Asset Maintenance and Repair The various City’s Division strives to maintain and preserve facility assets and equipment for the purpose of helping the City function at its best. Primary facilities include:  The Corporate Yard  City Hall  Police Department  Police Department Pistol Range  Fire Station 1  Fire Station 2  Lompoc Library  Lompoc Museum  Lompoc Landfill  Solid Waste V Street Yard  Household Hazardous Waste Collection Facility  Art Gallery  Dick DeWees Center  Anderson Rec Center  Civic Auditorium  Aquatic Center  Water Treatment Plant  Wastewater Treatment Plant LAFCO 373 of Santa Barbara County snoilliM ni tnuomA cirtcelE & etsaw diloS ,dnabdaorB( erutidnepxE ycnegA stsoc gnitarepo llarevo % a sa )secivres CHAPTER THREE: P. CITY OF LOMPOC OBJECTIVES FOR FYS 2025-27 (City of Lompoc Budget Book) Develop and Equip Effective Public Safety • To ensure the safety of the community by promoting the addition of public safety personnel based on the number and nature of calls for service; • To implement and be involved in community‐based programs and practices that encourage community engagement in public safety; • To identify additional steps to increase accountability, transparency, and oversight of the police department; and, • To explore innovative strategies to address homelessness in an effort to maintain public safety. Enhance Economic Vitality • To improve the well‐being and socioeconomic opportunities of residents and the community at large; • To foster a supportive environment for small businesses and attract new industries by adding a project and business liaison function; • To create new economic drivers to stimulate local growth; • To promote tourism and local events to boost the economy; • To encourage a thriving local economy and a sustainable tax base through expansion of major industry and small business‐friendly practices; • To ensure future prosperity through participation in and support of educational and workforce development programs; and, • To attract, endorse, and support the development of local housing solutions to accommodate the local and regional workforce. Ensure Long-term Fiscal Health • To pragmatically plan, manage, and pay to maintain existing municipal operations with an emphasis on critical public services and local infrastructure; • To invest in opportunities that expand available housing options within the city as an element of tax base sustainability; and, • To confront homelessness within the community as an element of financial risk in a comprehensive and supportive manner. Improve Quality of Life • To enhance the quality of life and strengthen overall satisfaction of life in Lompoc by investing in the maintenance of public spaces and promoting private property maintenance; • To expand community partnerships and nurture a thriving, unified community through enhanced collaborative efforts with local organizations and community providers; and, • To diversify, attract, and support private investment in housing and urban activities within the community. 374 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF LOMPOC Enhance Infrastructure and Capital Improvements • To address deferred maintenance, particularly on the streets , roads, and sidewalks; • To consider options for the future of utilities, including solid waste, water, electric, and wastewater; and, • To explore autonomous transportation growth options. Capital Improvements The City has a 6‐year Capital Improvement Program (CIP), for 2026‐2031 which identifies and prioritizes system improvements and costs. The 2026‐2031 CIP is divided into two categories: 1) Capital Improvement Project Requests and 2) Vehicles and Wheeled Equipment. Summary for 2025‐2027 includes over $76 million in upgrades with solid waste at approximately 3% or $2,422,750, and Electric at approximately 3% or $1,934,750. Solid Waste Projects Approved for the 2025-2027 Budget:  Landfill replacement of Bulldozer ‐ $1,200,000  Replacement of Horizontal Grinder ‐ $785,000  Replacement of GMC Street Sweeper ‐ $437.750 Electric Projects Approved for the 2025-2027 Budget:  Developer Funded Development Projects – $655,000  Underground Electrical Renovation and Replacement at the O Street Reservoir ‐ $92,000  Replacement of Aerial Truck ‐ $437,750  Replacement of Topkick Crane Truck ‐ $300,000  115KV Power Circuit Breaker ‐ $600,000  Replacement of three 115KV Circuit Switchers ‐ $250,000 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; LAFCO 375 of Santa Barbara County CHAPTER THREE: P. CITY OF LOMPOC the outstanding principal balance and accrued interest are due and payable immediately. On June 30, 2024, the principal balance outstanding on the City's portion of the bonds was $1,405,000. 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, 2024, the principal amount outstanding on the bond was $6,270,000. 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 installments on March 1 and September 1 through March 1, 2037. On June 30, 2024, the principal amount outstanding on the bond was $11,195,000. The City finances vehicles and equipment under direct borrowing capital loans 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 loans, for a total value of $12,565,169. The loans contain the provision that in the event of default, the lender may retake possession of the underlying asset or require payment for the entire balance of the remaining loan term. On June 30, 2024, the principal outstanding amount was $12,565,169. 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 ending 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, 2024, the principal balance outstanding was $25,841,29. 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 376 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF LOMPOC from CalRecycle. The total repayment obligation, including in terest, 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, 2024, the principal balance outstanding was $507,473. 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. 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 $8,628,284 on June 30, 2024, and represents the cumulative amount based on the use of 59.2% 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 including VVCSD, AHC, and VSFB, such as the wastewater treatment facility. The Mission Hills CSD is currently in discussion with the City of Lompoc regarding upgrades or collaboration to construct a new treatment plant. The City currently has an agreement in place with MHCSD to supply emergency water to each agency in the event of a water supply emergency. In the future, the City, MHCSD, and VVCSD will be exploring the possibility of integrated facilities operations within the Lompoc groundwater basins through interconnections among each of the three water distribution systems. This would provide flexibility in delivering water among agencies during water supply interruptions and/or during other water emergency situations. The City of Lompoc and the Santa Barbara County Fire Department (along with other member agencies in the county) have a Cooperative Dispatch Agreement. This agreement consolidates all fire departments under one dispatch center, creating transparency in the system and taking a “closest unit” approach. This means residents will always get the closest unit to their emergency. However, the closest unit concept unit does not negate individual jurisdiction but is facilitated through automatic and mutual aid plans/agreements. Each member agency remains responsible for their individual jurisdictions. This agreement was signed on November 22, 2021 and services commenced on May 13, 2025. No other opportunities have been identified by staff or in the preparation of this report. As mentioned above, the Lompoc Landfill is utilized by unincorporated residents and businesses for their disposal needs, as well as MarBorg Industries, via a contract with the County of Santa Barbara, to dispose of waste they collect outside of the City of Lompoc. Contracts/collaborations are not needed in this area since disposal rates are issued for businesses that dispose of their waste at the Lompoc Landfill. LAFCO 377 of Santa Barbara County CHAPTER THREE: P. 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 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, Airport Commission, Parks and Recreation Commission, Utility Commission, Safety Commission, and various other commissions and committees. The City employs approximately 371 full‐time, 158 part‐time employees and contract employees as needed that manage the following professional and technical municipal services: Road Maintenance, Urban Forestry, Stormwater Management, Water Supply, Sewer/Wastewater, Engineering and transportation management, Public Transit, Airport, Facilities Maintenance, Fleet Maintenance, Electric Utility, Solid Waste, Communications/Broadband, Planning, Land Use, Building & Safety, Library, Recreation & Parks, Fire and Police, Administration and Finance. The City Council of the City of Lompoc typically 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 James Mosby Mayor Small Business 7 Steve Bridge Council Member District 1 Engineer 2 Victor Vega Council Member District 2 Real Estate/Sm Bus 11 Dirk Starbuck Council Member District 3 Automotive, Retired 15 Jeremy Ball Mayor Pro Tem District 4 Biologist 5 Small Business 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. 378 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. 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 7/25/25 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 https://Cityoflompoc.com for the required checklist items. LAFCO 379 of Santa Barbara County CHAPTER THREE: P. CITY OF LOMPOC Survey Results The table below includes a list of questions asked of area residents to assess if satisfactory healthcare, mosquito vector control, cemetery, housing mediation, broadband, school, solid waste, and harbor services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. 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 1 ‐ ‐ Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 2. Overall, are adequate staffing and equipment 1 ‐ ‐ provided with the level of Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 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 were knowledgeable, answer 1 ‐ ‐ questions, and were informative? The City of Lompoc conducted this survey for 30 days in Sept/Oct of 2025. As part of the City’s review of the MSR, residents were encouraged to complete the SBLAFCO community survey regarding municipal services that are provided by the City. Citizens were also made aware that the survey was available in both English and Spanish, as such surveys seem to garner increased engagement when bilingual options are offered. To encourage community feedback, the survey was promoted via the “Stories” areas of the City’s social media channels. Promoting the survey in this manner was deemed most viable, as “clicks” per viewer increase when links are directly offered in stories, rather than posting static content with additional comments. As a result of these stories, several viewers responded with questions regarding what kind of mosquito vector control and cemetery services the City provides, suggesting that additional forward‐facing public information might be placed on Lompoc’s website regarding these services. 380 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF LOMPOC Because data collection was completed by an outside websit e, the City will obtain Lompoc‐ specific data from LAFCO once such data is available. The Community Relations Manager suggests using these results and subsequent data to create and engage in future social media campaigns and public outreach efforts that highlight Lompoc’s commitment to delivering quality municipal services. Doing so will also increase public understanding of the City’s roles and responsibilities while promoting overall transparency and supporting increased public engagement. A total of one (1) response was provided by the community that answered the survey questions. The community rated 100% satisfactory. Additional Comments were more information on Mosquito Vector Control programs. LAFCO 381 of Santa Barbara County CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 382 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE Q. City of Santa Barbara Agency Office: P.O. Box 1990, Santa Barbara, CA 93102 Phone: 805/963-0611 Fax: 805/564-5475 Email: KMcAdoo@SantaBarbaraCA.gov Website: www.santabarbaraca.gov City Administrator: Kelly McAdoo Assistant City Administrator: René Eyerly Waterfront Director: Mike Wiltshire, Harbormaster 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 86,451 residents (source: 2025 Department of Finance). The City expends approximately $37,866,343 per year for solid waste services. The City receives financial support at a rate of approximately $6,213 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, 2023. The City’s Sphere of Influence (SOI) is larger than its boundaries and includes areas to the north (Mission Canyon & San Marcos Foothills) and west (Las Positas), and several islands surrounded by the City that have not been annexed. No plans to expand the SOI 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. The City of Santa Barbara overlaps the Goleta Sanitary and Water Districts, Montecito Sanitary and Water Districts, Santa Barbara Mosquito and Vector Control District, Santa Barbara Metropolitan Transit District, Cachuma RCD, County Service Area 32, County Flood Control & Water Agency and the Goleta Cemetery District. A portion overlaps the County of Santa Barbara Fire Protection District and Mission Canyon Lighting District. LAFCO of Santa Barbara County 383 CHAPTER THREE: Q. CITY OF SANTA BARBARA 384 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA BARBARA OPERATIONS The City of Santa Barbara Public Works Department delivers a wide range of utility and infrastructure services in an efficient and cost-effective manner. Responsibilities include the planning, design, construction, and management of the Capital Improvement Program projects, transportation system, city streets, public drainage, streetlights, traffic signals, City buildings, and other City infrastructure facilities. The City ‘s Airport Department operates and manages the City owned airport as an enterprise fund. Revenue is from rental of property and fees from various aviation related activities. The Santa Barbara Airport encompasses 952 acres. The Business & Property Management Division manages the Airport’s commercial and industrial properties and aviation uses and activities. Its goal is to ensure the Airport’s economic self- sufficiency through full use and occupancy of the Airport’s facilities. It monitors Airport property leases for compliance, supervises the Department accounting and financial management functions, and administers the management contract for the public parking facilities at the Airline Terminal. The City employs approximately 1,096 full-time employees that manage the following professional and technical municipal services: Road Maintenance and Transportation Planning, Bikeways, Pedestrian & Transit, Storm Drainage Management, Water Supply, Water Treatment, Water Distribution, Wastewater Collection, and Wastewater Treatment, Engineering, Solid Waste, Santa Barbara Clean Energy, Planning & Land Use, Building & Safety, Code Compliance, Housing & Human Services, Police, Fire, Recreation & Parks, Waterfront/Harbor, Airport, Library, Administration and Finance. OPPORTUNITIES & CHALLENGES The City of Santa Barbara continues to adapt its municipal services in response to shifting economic, environmental, and demographic conditions. Each service area presents unique challenges and opportunities that shape future planning: Harbor Operations: Maintaining the functionality of the Harbor requires continuous investment in dredging, facility maintenance, and safety operations. Longer term operations will require sea level rise adaptation. Opportunities include increasing public engagement through events like the Harbor & Seafood Festival and expanding environmental stewardship programs. Broadband Equity: While infrastructure is largely present, digital equity remains a central challenge. The City, through the SBCAG Broadband Strategic Plan, is working to improve affordability and adoption of high-speed internet across all neighborhoods. Future opportunities LAFCO of Santa Barbara County 385 CHAPTER THREE: Q. CITY OF SANTA BARBARA include leveraging state and federal broadband funds for digital inclusion. Rental Housing Stability: The housing market remains tight, and high costs present barriers for many households. Through its Rental Housing Mediation Program and local tenant protections, the City helps prevent displacement. There is ongoing opportunity to expand education and legal resources for tenants and property owners alike. Public School Enrollment: Declining enrollment in Santa Barbara Unified School District and surrounding districts has prompted discussions on right-sizing facilities and reallocating educational resources. As new housing is developed, opportunities may emerge to better align school capacity with population shifts. Solid Waste Management: The City faces the ongoing challenge of achieving high diversion rates and meeting state mandates under SB 1383. Investments in mixed-waste processing and expanded organics collection continue to offer opportunities for environmental leadership and community engagement. 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. Consideration of authorizing extended services to all currently existing, substantially developed, residentially zoned parcels within any identified island area described in the opportunities and challenges section under a single LAFCO action should be explored. Development of an annexation plan and program to proceed with the orderly annexation of all island areas into which the City can develop plans to extend services should be pursued. Regional Collaboration The City of Santa Barbara Regional Water Efficiency Program (RWEP - SB County conservation collaboration program), Cachuma Operations & Maintenance Board (COMB), Central Coast Water Authority (CCWA), Cachuma Conservation Resource Board (CCRB), Sanitation Agencies Managers Association (SAMA), and Integrated Regional Water Management (IRWM) are all collaborations the City participates in. The intent of the Integrated Regional Water Management Program in Santa Barbara County is to promote and practice integrated regional water management strategies to ensure sustainable water uses, reliable water supplies, better water quality, environmental stewardship, efficient urban development, protection of agricultural and watershed awareness. Santa Barbara County Water Agency established in partnership with 18 local water purveyors the Regional Water Efficiency Program (RWEP). Through the RWEP collaborative water 386 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA BARBARA conservation partnership among purveyors, co-funds projects and programs, acts as a clearinghouse for information on water use efficiency, manages specific projects and programs, and monitors local, state and national legislation related to efficient water use. Some local water purveyors, are required to implement certain Best Management Practices (BMPs) identified by the U.S. Bureau of Reclamation (USBR). The list of the 18 water purveyors include: City of Buellton, Carpinteria Valley Water District, Casmalia Community Services District, Cuyama Community Services District, Goleta Water District, Golden State Water Company, Orcutt, City of Guadalupe, La Cumbre Mutual Water Company, City of Lompoc, Los Alamos Community Services District, Mission Hills Community Services District, Montecito Water District, City of Santa Barbara, City of Santa Maria, Santa Ynez River Conservation District ID #1, City of Solvang, Vandenberg Space Force Base, Vandenberg Village Community Services District. The City collaborates regionally and participates in a variety of agreements with neighboring agencies including: Joint Powers Agreement (for water treatment to MWD and CVWD), Juncal Agreement, Agreement with La Cumbre for Recycled Water Delivery, Agreement with La Cumbre Mutual Water Company for treating and conveying SWP water supplies, Pass Through Agreement, Water supply agreement with the County for Cachuma allocation, Water Supply agreement for SWP allocation, Water Supply Agreement with Montecito, Exchange Agreement which gives them credit in Cachuma for delivering some of SWP water to ID#1. The City and Santa Barbara City College (SBCC) share specific recreation and 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 joint use of specific SBCC and Parks and Recreation facilities including Pershing Park fields and tennis court, Pershing Park Parking lot, Los Banos del Mar municipal pool, beach and coastal parks, La Playa Stadium, SBCC Gymnasium, and 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 City of Santa Barbara provides all weekly garbage and recycling collection services through MarBorg Industries. The County owned ReSource Center located at the Tajiguas Sanitary Landfill consisting of a Material Recovery Facility and an Anaerobic Digestor receives source separated recycling materials collected, and also processes all solid waste to recover additional recyclables and compostable materials. The Anaerobic Digestor produces energy used on site, and compost. The South Coast Recycling and Transfer Station is used to consolidate loads to transfer to the landfill. LAFCO of Santa Barbara County 387 CHAPTER THREE: Q. CITY OF SANTA BARBARA 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 (Las 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. LAFCO staff is recommending that the sphere boundary be reaffirmed with the addition of Study Area #5 (Sunrise Hill Lane Gap) from the Water and Wastewater MSR with the condition that the City develop an annexation plan by or before their next cycle of sphere of influence adoption by LAFCO. The City should develop a plan to determine when the areas within its sphere boundary should be annexed into Santa Barbara. If no plan is submitted prior to their sphere of influence adoption cycle (January 2031), then the Commission should consider reducing the sphere boundary to better reflect the City’s future growth. 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 90.7% 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 10,935 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 (defined as all areas the City provides service to), is approximately 90.7%, incorporated and under the land use authority of the City. The remaining portion of served land approximately 9.3% of the total is unincorporated and under the land use authority of the County of Santa Barbara. The City serves sixteen areas outside of its jurisdictional service area under out- of-agency-service agreements. Overall, there are 57,406 registered voters within the jurisdictional boundary. 388 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA BARBARA 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 10,933 90.7% 25,560 57,406 OASA– 013-210-049 1 TBD 1 TBD OASA – 013-070-022 0.78 TBD 1 0 OASA – 051-253-018, 051- 0.72 TBD 4 TBD 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 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 Served by City within CSA 1,050 9.2% 1,134 612 12: All APN’s Served by City within 12.56 0.1% 9 TBD Montecito Water: 013-170-026, 027, 028, 029, 030, & (formerly 013-210- 027, 013-070-022 & 032 and 013-050-003 Served by City within 14 0.1% 14 TBD Montecito Sanitary: 013-170-006, 007, 008, 009, 010, 011, 013, 017, 048, 049, & 052, 013-165-009, 010, & 011 Served by City Water only: 10 TBD 013-163-014, 021, 022, 013- 201-010, 012, 013, 014, & 018 Totals 12,017 100.0% 26,731 58,018 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 10,933 90.7% 25,560 57,406 Co of Santa Barbara 1,084 9.3% 1,171 612 Totals 12,017 100.0% 26,731 58,018 Total assessed value (land and structure) is set at $29.9 billion as of April 2025 and translates to a per acre value ratio of $2.7 million. The former amount further represents a per capita value of $349,623 based on the estimated service population of 85,679. LAFCO of Santa Barbara County 389 CHAPTER THREE: Q. CITY OF SANTA BARBARA The jurisdictional boundary is currently divided into 25,560 legal Close to 42% of the parcels and spans 10,933 acres with the remaining jurisdictional jurisdictional boundary is under acreage consists of public right-of-ways. Close to 42% of the parcel private ownership, and of this amount approximately 76% has acreage is under private ownership with nearly or 76% 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 443 vacant parcels that collectively total 557 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, Storm Drainage Management, Water Supply, Water Treatment, Water and Distribution, Wastewater Collection, and Sewer/Wastewater Treatment, Engineering, Solid Waste, Santa Barbara Clean Energy, Planning & Land Use, Building & Safety, Code Compliance, Housing & Human Services, Police, & Fire, Recreation & Parks, Waterfront/Harbor, Airport, Library, Administration and Finance. POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2020 population of Santa Barbara to be 90,911. 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. The Department of Finance population estimates Report E- 5 for 2025 estimates the City of Santa Barbara to be 86,451. 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 39,051 households within the City. In contrast, County’s population increased by 5.7 percent between 2010 and 2020. 390 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA BARBARA Demographics for the City are based on an age characteristics report prepared by SBCAG in 2017 and American Community Survey, which identified the largest age group in Santa Barbara as 18 to 64 group at 63.6 percent. Approximately 19.6 percent of the population was in the 65 or older years age group and 16.8 percent in the under the age of 18 group. According to the 2020 U.S. Census, approximately 55.8 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 36.7 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 Land Use Element was comprehensively updated in 2011. The General Plan Housing Element was updated in 2023 and spans the 2023-2031 planning period. The current City of Santa Barbara Housing Element (2023-2031) identifies an estimated growth rate of 0.3 percent within the City. The County’s Housing Element, covering the same period, estimates less than 4 percent growth in the surrounding unincorporated areas. The County’s General Plan covers the South Coast and surrounding hillside areas. The following population projections within the City are based on the Department of Finance Table E5 estimate and SBCAG regional forecast. Table Q-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 E5 projections. LAFCO of Santa Barbara County 391 CHAPTER THREE: Q. CITY OF SANTA BARBARA The table below summarizes proposals considered by LAFCO since 2010 to the present. Table Q-2 –Proposals Since 2010 Date Action Proposal Acreage Status 8/9/1855 Incorporation Incorp 2,348 Approved 8/9/55 9/7/2010 Reorganization Anx – Las Canoas 1.70 Approved 9/7/10 Anx – Hope 8/6/2012 Reorganization 3.32 Approved 8/6/12 Avenue 12/6/2012 Reorganization Anx – Cieneguitas 4.67 Approved 12/6/12 Anx – Santa 4/25/2017 Reorganization Barbara Museum of 5.28 Approved 4/25/17 Natural History 9/8/2021 Reorganization Anx – N. Hope Ave 1.96 Approved 9/8/21 Anx – N. La 9/8/2021 Reorganization 0.68 Approved 9/8/21 Cumbre Rd The Growth and Population factor includes a summary of population data and land use and zoning in the area as well as growth trends. 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 also are defined as disadvantaged when the MHI falls below 80 percent. In 2025, the statewide MHI was $118,100, 80 percent of that is $94,480. The MHI for Santa Barbara City was $104,001 in 2025, 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 a disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. The Environmental Protection Agency (EPA) has developed an Environmental Justice Screening and Mapping Tool Version 2.3 (EJScreen) that provides nationally consistent data combining 392 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA BARBARA environmental and demographic data related to the p rotection of public health and the environment. This Mapping Tool was evaluated for indicators to assist in identifying a disadvantaged community. Lastly, EPA has also developed an EnviroAtlas Interactive Map Tool in collaboration with EJScreen that overlays geospatial data and other resources related to ecosystem services, their chemical and non-chemical stressors, and human health to better understand human health and well-being, since these are closely tied to the environment, which provides benefits such as clean water, clean air, and protection from natural hazards. In combination a stronger representation of underserved communities can be identified that may be a leading indicator to health and well-being or precursor to DUC. 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 and EJScreen, City of Santa Barbara has a small portion within the East Beach area Census Tract 6083000804 that was in the 71st percentile largely due to environmental effects of groundwater threats, impaired waters, cleanup sites, and solid waste having scores in the 80 plus range. The DAC Mapping and EnviroAtlas also show portions of City Census Blocks below the MHI or households below the quality-of-life threshold for income. However, this would not qualify the City as a disadvantaged community under LAFCO’s definition. SERVICES Overview Solid waste and recycling services in the City of Santa Barbara are managed through an exclusive franchise agreement with MarBorg Industries. The City of Santa Barbara has teamed with the Santa Barbara County Association of Governments (SBCAG), in collaboration with the County and other stakeholders, developed the Santa Barbara County Broadband Strategic Plan. The City of Santa Barbara Waterfront Department manages and maintains the Santa Barbara Harbor, which spans approximately 252 acres of tidelands and submerged lands. The City of Santa Barbara administers a Rental Housing Mediation Program (RHMP) through its Housing and Human Services Division. Table Q-3: Existing & Proposed Service Providers within SOI Existing Agency Providing Agency to Provide Service Services for SOI Areas Services for SOI Areas General Government (including City of Santa Barbara / Governing Board, Counsel, Assessor, County of Santa Barbara County of Santa Barbara Finance and General Administration) Goleta Water District, Montecito Water Service Water District, individual City of Santa Barbara responsibility LAFCO of Santa Barbara County 393 CHAPTER THREE: Q. CITY OF SANTA BARBARA Existing Agency Providing Agency to Provide Service Services for SOI Areas Services for SOI Areas Wastewater collection, treatment Goleta Sanitary District or City of Santa Barbara and disposal individual responsibility County of Santa Barbara Public Storm water drainage, flood control City of Santa Barbara Works Roads, Circulation, Street Maintenance County of Santa Barbara City of Santa Barbara Street Lighting Public Transportation County of Santa Barbara City of Santa Barbara Law Enforcement and Fire Protection County Sheriff/ Santa Barbara City of Santa Barbara Services County Fire Department Community Development/Planning County of Santa Barbara City of Santa Barbara and Building Services, Enforcement County of Santa Barbara -via Solid Waste contractor or individual City of Santa Barbara responsibility Library County of Santa Barbara City of Santa Barbara Parks and Recreation County of Santa Barbara City of Santa Barbara Solid Waste Services A private vendor, Marborg Industries, collects solid waste under a franchise agreement with the City. Participation in garbage collection is mandatory citywide and rates are based on volume as part of a comprehensive effort to comply with current state law for waste reduction. The landfill serving Goleta is also used by the unincorporated and incorporated communities in the south coast. For Small Residential customers, trash is collected once a week. Businesses and Large Residential customers can receive service up to seven days a week (cost will vary). In the City of Santa Barbara all organic material (foodscraps, paper, etc.) placed in the trash is processed into compost and green energy at the County's ReSource Center. School Services School services are provided by the Santa Barbara Unified School District. This school district services a much wider area than the City limits of Santa Barbara. The district operates 21 campuses serving approximately 12,600 students. These include nine elementary schools, four junior high school, four comprehensive high school, one continuation school, and three charter schools in the planning area. In addition to Santa Barbara Unified School District, two other elementary school districts serve portions of the City of Santa Barbara: Hope Elementary School District and Cold Spring School District. 394 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA BARBARA Hope Elementary School District operates three public elementary schools: Hope Elementary, Monte Vista Elementary, and Vieja Valley Elementary. These schools serve families in neighborhoods within the northwestern portion of the city. Cold Spring School District operates one school, Cold Spring Elementary. The district serves a small, primarily residential area in the eastern hills of the city. The following is a list of the nine different schools that serve students in the area. Schools Location Amenities 01. Adams Elementary School 2701 Las Positas, Santa Barbara, CA 02. Cleveland Elementary School 123 Alameda Padre Serra, Santa Barbara, CA 03. Franklin Elementary School 1111 E. Mason Street, Santa Barbara, CA 04. Harding University Partnership School 1625 Robbins Street, Santa Barbara, CA 05. McKinley Elementary School 350 Loma Alta Drive, Santa Barbara, CA 06. Monroe Elementary School 431 Flora Vista Drive, Santa Barbara, CA 07. Roosevelt Elementary School 1990 Laguna Street, Santa Barbara, CA 08. Santa Barbara Community Academy 850 Portesuello Ave, Santa Barbara, CA 09. Washington Elementary School 290 Lighthouse Road, Santa Barbara, CA 10. Goleta Valley Junior High School 6100 Stow Canyon Rd., Goleta, CA 11. La Colina Junior High School 4025 Foothill Road, Santa Barbara, CA 12. La Cumbre Junior High School 2255 Modoc Road, Santa Barbara, CA 13. Santa Barbara Junior High School 721 E. Cota Street, Santa Barbara, CA 14. Alta Vista Alternative High School 710 Santa Barbara St. Santa Barbara, CA 15. Dos Pueblos High School 7266 Alameda Ave, Goleta, CA 16. San Marcos High School 4750 Hollister Ave. Santa Barbara, CA 17. Santa Barbara High School 700 East Anapamu St. Santa Barbara, CA LAFCO of Santa Barbara County 395 CHAPTER THREE: Q. CITY OF SANTA BARBARA 18. La Cuesta Continuation High School 710 Santa Barbara St. Santa Barbara, CA 1102 East Yanonali St. Santa Barbara, CA 19. Adelante Charter School 20. Peabody Charter School 3018 Calle Noguera Santa Barbara, CA 21. Santa Barbara Charter School 6100 Stow Canyon Rd, Goleta, CA 3970 La Colina Rd #14 Santa Barbara, CA 22. Hope Elementary 730 North Hope Ave Santa Barbara, CA 23. Monte Vista Elementary 434 Nogal Dr Santa Barbara, CA 24. Vieja Valley Elementary 25. Cold Spring Elementary 2243 Sycamore Canyon Road Broadband Services Some results from the Regional Broadband Strategic Plan for the Santa Barbara County Region include the following regarding the community profile for Santa Barbara: The city of Santa Barbara benefits from a thriving non-profit sector that works alongside public institutions and private organizations to benefit the residents they serve. Collaborative efforts in the city of Santa Barbara are targeted and reach communities through trusted networks. For example, children under 18 make up 18% of the population and attend one of the many schools joined together in the Santa Barbara Unified School District. The School District works with non- profit Partners in Education to promote digital connectivity and access to technology devices. Some businesses and higher education offices utilize their own internet service. COX Communications and Frontier are incumbent ISPs in the area, and most respondents are subscribers. Other providers include T-Mobile, Verizon Business, and SpaceX Starlink. Based on all available data, broadband availability in Santa Barbara is extensive. The map displayed below was created using the public CPUC information available via the GIS Map Data. Table 1 for CPUC served/unserved definitions). It shows most of the City of Santa Barbara in green, indicating that a 25/3 Mbps Service is accessible. 396 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA BARBARA The graphics below detail the distribution of the received internet speed according to the data collected from the speed tests in the City of Santa Barbara. Data collected via the speed test showed that most of the area has connection options with a wide range of speeds. Areas show consistently lower speeds, specifically near the Santa Barbara Zoo and the area between 101 freeway and E Cabrillo Blvd. The rest of the speed testing showed inconsistent connection speeds based on the provider, possibly due to equipment in use or the subscriber’s plan. Another example of inconsistent access speeds was between Foothill Road, State Street, San Roque Road, and Alamar Avenue, zip code 93105. The area appears to be predominantly served by Frontier and COX Communications, with some locations showing less LAFCO of Santa Barbara County 397 CHAPTER THREE: Q. CITY OF SANTA BARBARA than 10Mbps download speeds and a nearby or neighboring property exceeding 100 download Mbps. Harbor Services The City of Santa Barbara Waterfront Department manages and maintains the Santa Barbara Harbor, which spans approximately 252 acres of tidelands and submerged lands. The Harbor is an essential City enterprise area supporting commercial fishing, recreational boating, and visitor- serving amenities. Harbor operations include 1,143 boat slips, fuel docks, vessel services, parking lots, and retail businesses. The Harbor Patrol provides 24/7 emergency response, law enforcement, and safety operations on the waterfront. Oversight is provided by the Harbor Commission and City Council. The Department is funded entirely through enterprise revenues generated from leases, mooring fees, and parking revenue. The following is a summary of rates and fees for Santa Barbara Harbor adopted by City Council Resolution and effective July 1, 2024. Fees for the privilege of mooring, anchoring, or tying up vessels: Commercial Fishing Berths FY 2026 (Per foot) Designated Commercial Fishing Slips $7.37 Skiff Row (Max length 15', Beam 6') FY2026 Fee Annual $300 Monthly $50 Daily $15 Mooring Permit Permittee No Charge Mooring Permit Fees FY2026 Fee Annual (Tackle Gear Not Included) $400 Monthly $500 Weekly $200 Nightly $30 Marina Berths FY2026 Fee (Per foot) 20' slips $12.67 25' slips $13.26 28' slips $13.60 30' slips $13.89 35' slips $14.51 40' slips $15.12 43' slips $15.48 45' slips $15.71 50' slips $16.31 60' slips $17.71 70' slips $19.22 398 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA BARBARA 80' slips $20.85 90' slips $22.62 100' slips $24.53 Slip Permit Waiting List FY2026 Fee Annual Master Waiting List Renewal $50 Lottery List Placement $50 Lottery List Renewal Fee $50 Visitor Vessel FY2026 Fee <65' length overall $2.00 per foot/ plus utilities >65' length overall $4.00 per foot/ plus utilities After 14 cumulative nights Above rates x 2 /plus utilities Commercial fishing vessels $1.00 per foot/ plus utilities Visiting Vessel Over 28 Day Cumulative Night FY2026 Fee Penalty <35' Vessels $100 per night 35' to 50' Vessels $150 per night 50' to 65' Vessels $200 per night >65' Vessels $250 per night Reservations FY2026 Fee Non-Refundable Fee Per Vessel In addition to Visitor Vessel Fees $50 Delinquent Payments FY2026 Fee Late Monthly Slip or Mooring Permittee $50 per month Visitor Vessel or Mooring $15 per night Visitor Vessel or Mooring Leaving w/o Paying Fees x 2 amount owed Vessel Impound Fee $250 Daily Storage (Impound) Applicable Daily Visitor Slip Rate Tie-Up on Stearns Wharf FY2026 Fee Commercial Use Only $10 per passenger Administrative FY2026 Fee New Vessel to Slip Permit or Add Spouse $100 Application Slip Permit Exchange (Slips <5' in length) $100 Slip Permit Exchange (Slips >5' in length) Slip Permit Transfer Fees Apply Business Activity Permit (BAP) FY2026 Fee Annual Service BAP $50 Annual Boat Charter and Kayak BAP $500 BAP Expiration Beyond 30 Days $35 Slip Permit Transfer FY2026 Fee (per foot) 20' Slips $125 25' Slips $175 28' Slips $200 30" Slips $250 35' Slips $425 LAFCO of Santa Barbara County 399 CHAPTER THREE: Q. CITY OF SANTA BARBARA 40', 43', 45' Slips $600 50' and 51' Slips $800 >60' Slips $925 Designated Commercial Fishing Slip Transfer FY2026 Fee (per foot) 20' Slips $62.50 25' Slips $87.50 28' Slips $100 30" Slips $125 35' Slips $212.50 40', 43', 45' Slips $300 50' and 51' Slips $400 >60' Slips $462.50 Slip Permit Waiting List Transfer Fee FY2026 Fee (per foot) 20' Year 1 $250 20' Year 2 $225 20' Year 3 $200 20' Year 4 $175 20' Year 5 $150 25' Year 1 $350 25' Year 2 $315 25' Year 3 $280 25 Year 4 $245 25' Year 5 $210 28' Year 1 $400 28' Year 2 $360 28' Year 3 $320 28’ Year 4 $280 28' Year 5 $240 30' Year 1 $500 30' Year 2 $450 30' Year 3 $400 30 Year 4 $350 30' Year 5 $300 35' Year 1 $850 35' Year 2 $765 35' Year 3 $680 35 Year 4 $595 35' Year 5 $510 40', 43', 45' Year 1 $1,200 40', 43', 45' Year 2 $1,080 40', 43', 45' Year 3 $960 40', 43', 45' Year 4 $840 40', 43', 45' Year 5 $720 50', 51' Year 1 $1,600 50', 51' Year 2 $1,440 50', 51' Year 3 $1,280 50', 51' Year 4 $1,120 50', 51' Year 5 $960 400 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA BARBARA >60' Year 1 $1,850 >60' Year 2 $1,665 >60' Year 3 $1,480 >60' Year 4 $1,295 >60' Year 5 $1,110 Gate Keys FY2026 Fee First 4 Key Card Style Keys or; $20 Each First 4 Fob-Style Keys $25 Each Any additional keys card or fob style $100 Each Replacement Key (non-operational <1 Year) No Charge New Slip Permit Transfer/1 Key No Charge Beach Permits- Seasonal FY2026 Fee Catamaran Leadbetter Beach Permit $400 Annual per Vessel Individual Outrigger, Sailboat, Rowing Dory, and $400 Annual Surf Ski West Beach Permit $40 Monthly Storage Outrigger Canoe Club Rack $2,200 Annual SB Youth Foundation Racks $2,200 Annual Chumash Tomol Canoe No Charge Unpermitted Vessel Daily Fee $50 Wharfage and Dockage FY2026 Fee City Pier for purpose of vessel repair or supply $.50 per linear foot Hoists One and Three $.50 per 10 Minutes Hoist Two $.50 per 10 Minutes Hoist Four/Stiff-Leg $.75 per 10 Minutes Non-Emergency Harbor Patrol Services FY2026 Proposed Fee Rate to be administered based on current Waterfront hourly service rates for labor and equipment Use of Waterfront for Commercial Activity FY2026 Fee Waterfront Workforce Support or Control Based on Established Hourly or Salary Rates Movie Feature Filming $1,500 per day TV, Movie or Commercial Filming $1,200 per day Commercial Photography (still) $500 per day Commercial Displays or Demonstrations $500 per day plus 20% of gross sales Aquatic Activity or Exhibit $100 per day Commercial classes, activities, or educational $50 Per Day programs- 3 hours Max per Day Student Film or Still Photoshoot No charge with valid documentation Harbor & Seafood Festival Food Vendor Space Up to $225 plus EHS Fee with Electricity Harbor & Seafood Festival Food Vendor Space Up to $200 plus EHS Fee without Electricity LAFCO of Santa Barbara County 401 CHAPTER THREE: Q. CITY OF SANTA BARBARA Harbor & Seafood Festival Craft Vendor Space Up to $225 with Electricity Harbor & Seafood Festival Craft Vendor Space Up to $200 without Electricity Nautical Swap Meet Vensor Space $25 Use of Waterfront for Private Non-Commercial FY2026 Fee Activity Private Events- Corporate and Individual, in Capacity up to 50 people : $108 per hour Waterfront Facilities (Harbor or Stearns Wharf) 2 Capacity up to 150 people: $143 per hour hour minimum Cruise Ship Visits FY2026 Fee Embarking/Debarking of Cruise Ship Passengers $15 per passenger <500 Cruise Ship Passengers $7,500 per visit Cruise Ship Cancellation (31 Days or More Prior to No Charge Call) Cruise Ship Cancellation (15-30 Days Prior to Call) $2,500 Cruise Ship Cancellation (14 Days or Less Prior to $6,500 Call for Ships with a passenger capacity of 1,000 or less passengers) Cruise Ship Cancellation (14 Days or Less Prior to $7,500 Call for Ships with a passenger capacity of 1,001 to 2,000 passengers) All costs, expenses and salaries of Department employees specifically incurred because of special activity permitted shall be borne by the permittee in addition to any permit fee. Printed Pages FY2026 Fee Harbor Patrol Incident Reports, Leases, Permits $.20 per page and other miscellaneous documents Live Aboard Permits FY2026 Fee Monthly $143 Annual Inclusion and Maintenance of Live-Aboard $50 Wait List Bike Locker Storage [Live-Aboards Only] FY2026 Fee Annual Bike Storage Locker $150 Monthly Prorated Fee $20 Annual Inclusion and Maintenance of Bike Locker $50 Wait List Electrical Marina Submetering FY2026 Fee Monthly $0.16 per KWh per vessel Fresh Water and Ice for Vessels FY2026 Fee Water $15.50 per thousand gallons, w/ Wharfage Water Minimum Charge $15.50 Ice $.20 per LB. 200 LB minimum 402 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA BARBARA Return Checks for NSF or Other FY2026 Fee $25 Meeting Room Rentals FY2026 Proposed Fee $75 per hour or any part of/$500 per day maximum for commercial and/or private non ocean dependent uses. $30 per hour or any part of/$150 per day maximum for commercial and/or private, ocean dependent activities. Marine Center Classroom $10 Per hour or $50 per day for non-profit ocean dependent organizations conducting ocean educational classes or courses. $100 Refundable Cleanup Deposit $65 per hour in excess of security deposit for cleanup cost. Use of Waterfront meeting rooms by other City Departments or non-profit ocean dependent organizations will be charged at the rates noted above unless expressly waived by the Waterfront Director. Housing Mediation Services The City’s Rental Housing Mediation Program (RHMP) was established in 1976 out of a "Grass Roots" effort to resolve Landlord/Tenant disputes. The RHMP comprises three full-time Staff and a Board of fifteen trained community volunteers appointed by the Santa Barbara City Council and dedicated to resolving rental housing disputes by offering mediation services and information on Landlord-Tenant rights and responsibilities. The objectives of the programs are: 1. Provide information on the California Rules and Regulations pertaining to Landlord/Tenant rights and responsibilities to parties in a residential rental housing situation. 2. Offer mediation services to Landlords, Tenants, Roommates and Neighbors regarding disputes pertaining to residential rental housing. 3. Prevention of Homelessness, by settling rental housing disputes out of court through the provision of Dispute Resolution Services. The City of Santa Barbara through the Housing and Human Services Division operates the Rental Housing Mediation Program. The program provides free mediation services to residents within the city limits of the following jurisdictions only: City of Santa Barbara, City of Goleta and City of Carpinteria. The following services are provided: LAFCO of Santa Barbara County 403 CHAPTER THREE: Q. CITY OF SANTA BARBARA • Mediations • Information on Landlord/Tenant rights and responsibilities • Staff consultations • Referrals to social service agencies • Outreach and education Disputes are mediated between any combination of parties: • Landlord-Tenant • Roommate-Roommate • Property Manager-Tenant • Sublessor-Sublessee Clients include, Spanish-speaking residents, seniors, disabled persons, single parents, students etc. The RHMP services are delivered in the following manner: 1. Mediations, by telephone, with consenting parties to resolve rental housing disputes, conducted by staff 2. Mediations, Face-to-Face (in-person) or Virtual (via zoom) with consenting parties to resolve rental housing disputes, conducted by two appointed City Council Board Mediator Members and staff; 3. Dissemination of information and printed materials relating to rental housing disputes and mediation via staff consultations; 4. Referrals to Social Service Agencies. Collaborative interaction with social service agencies for the prevention of homelessness; 5. Public speaking, outreach and education on mediation as an alternative to costly legal resolutions to rental housing disputes. In December 8, 2020, the City Council adopted Resolution No. 20-084 establishing relocation assistance payment amounts for no-fault just cause evictions under Santa Barbara Municipal Code Chapter 26. 50 aligning with the state’s Tenant Protection Act (AB 1482). The relocation assistance payments are for all rental unit sizes and allow for An amount equal to 2 months of the rent that was in effect when the owner issued the notice to terminate the tenancy. DEVELOPMENT IMPACT FEES Government Code Section 66000 is intended to hold agencies to a higher level of accountability whenever charges are established, increased, or imposed and whenever updates or reviews are performed. Section 66000 requires ordinances to include language that commits the local agency to establish reasonable development charges and, if those charges are found not to be reasonable, to refund the difference. The City does not currently collect development impact fees for new 404 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA BARBARA development to address specific differing needs. If the City were to start collecting fees, all these fees would be subject to Government Code Section 66000 et seq., which requires the agency setting fees to (i) identify the purpose of the fee, (ii) identify the use to which the fees will be put, (iii) determine the reasonable relationship (or “nexus”) between the type of development charged the fee, the amount of the fee and its use, and (iv) determine the reasonable relationship between the need for the public facility or improvement and the project upon which the fee is imposed. Currently there are no fees collected by the City under GC 66000. City of Santa Barbara Incorporation, Revenues, Attributes, Types of Service, and Resources Attributes City Limits (est. square miles) 19.49 Population (2025 estimated) 86,451 Assessed Valuation (FY 23-24: Includes City only) $29,955,409,111 TBD Number of Cell Towers/Antennas, 25 Schools Regular Financial Audits Every Year Average Annual Revenue Per Capita (FY 23-24) $6,213 Average Portion of County 1% Property Tax Received 12¢/$1 Ending General Fund Balance (June 2024) $47,139,482 Change in General Fund Balance (from June 2019 to June 2024) 25.8% Total Fund Balance/Annual Revenue Total (FY 23-24) 8.7% 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. *For details on rental facilities, please review the Facility Rental section of this report above and for details on recreation programs, please review the Recreation section of this report above. Types of Services Broadband X Solid Waste X Vector Control - Cemetery - Healthcare - Other X LAFCO of Santa Barbara County 405 CHAPTER THREE: Q. CITY OF SANTA BARBARA Total Staffing Personnel Per 1,000 population Sustainability & Resilience Director 1 0.012 Administrative Assistant 1 0.012 Administrative Specialist 1 0.012 Finance Analyst 1 0.012 Clean Community Manager 1 0.012 Environmental Services Specialist 5 0.057 City Programs Intern 2 0.023 Total Staffing Personnel Per 1,000 population Waterfront Director/Harbormaster 1 0.012 Waterfront Facilities Manager 1 0.012 Waterfront Business Manager 1 0.012 Harbor Operations Manager 1 0.012 Waterfront Parking Supervisor 1 0.012 Waterfront Maint. Superintendent 1 0.012 Waterfront Vessel Technician Waterfront Maintenance Crew Leader 1 0.012 Waterfront Maintenance Coordinator 1 0.012 Waterfront Maintenance Worker I 2 0.023 Waterfront Maintenance Worker II 2 0.023 Harbor Patrol Supervisor 1 0.012 Harbor Patrol Officer The City has a total of 1,096 permanent FTE employees with 31 in the Sustainability & Resilience Department and 47 in Waterfront Department. Staffing Experience/Tenure (average) Years in Industry Year w/ District Sustainability & Resilience Dir (1) n/a n/a Clean Community Manager (1) n/a n/a Environmental Services Specialist (5) n/a n/a Administrative Assistant (1) n/a n/a Administrative Specialist (1) n/a n/a 406 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA BARBARA FINANCES The City prepares an annual budget and financial statement, which includes details for each of its government and enterprise funds. City Revenues 2022-2023 2023-2024 Amount % of Total Amount % of Total Property tax $46,006,164 9.7% $48,672,111 9.1% TOT tax $31,455,712 6.6% $32,260,782 6.0% Sales & use tax $59,790,403 12.6% $60,579,007 11.2% Business Licenses $2,683,821 0.6% $4,250,122 0.8% Utility User $16,381,178 3.4% $16,330,483 3.0% Cannabis $1,388,089 0.3% $1,311,001 0.2% Property Transfer Tax $862,195 0.2% $837,750 0.2% Other taxes $8,943 0.001% $15,051 0.002% Franchise fees $4,253,814 0.9% $6,078,814 1.1% Motor Vehicle fees $89,665 0.02% $108,052 0.02% Charges for services $266,032,220 56.0% $290,517,078 54.1% Grants & contributions $40,822,774 8.5% $56,076,292 10.4% Other Revenue $428,347 0.1% $922,299 0.2% Interest $5,203,714 1.1% $19,196,639 3.6% Revenue total $475,407,039 100.0% $537,155,481 100.0% Fiscal Indicators Select fiscal indicators are shown graphically on the next page. Over the past three fiscal years for all city funds, 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 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 407 CHAPTER THREE: Q. CITY OF SANTA BARBARA Fiscal Trends-City of Santa Barbara 600 500 400 300 200 100 0 2021-22 2022-23 2023-24 -100 Revenue Expenditure Reserve CITY OF SANTA BARBARA Program Revenue Funds This indicator addresses the extent to which special revenue funds covered expenses. Solid Waste charges are primary source for solid waste services. Represented below a ratio of 50 one or higher indicates that the service is self-supporting. 40 Charges 30 20 10 0 2019-20 2020-21 2021-22 2022-23 2023-24 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 Year Operating Operating 1.1 Revenues Expenditures Ratio 2019 $ 361,962,044 $ 342,271,422 1.0 1.05 2020 $ 394,293,626 $ 349,463,775 1.1 2021 $ 391,429,919 $ 363,903,714 1.0 1 2022 $ 445,785,662 $ 361,574,248 1.0 0.95 2023 $ 475,407,039 $ 409,288,136 1.1 2024 $ 537,155,481 $ 468,702,300 1.1 2019 2020 2021 2022 2023 2024 408 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA snoilliM ni tnuomA CHAPTER THREE: Q. 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 2021 2022 2023 2024 Trend Funded ratio (plan assets as a % of plan liabilities) 66.9% 77.9% 68.9% 67.5% Net liability, pension (plan liabilities - plan assets) $ 415,775,168 $954,523,000 $1,044,937,266 $1,415,598,844 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of 0% 2024 year of OPEB reporting plan liabilities) Net liability, OPEB $43,534,697 (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. 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, 2024, the City reported a net pension liability $27,706,627 for its Miscellaneous, $11,701,880 Safety Police, and $9,345,001 Safety Fire Plans. 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, 2024, the following employees were covered by the benefit terms: LAFCO of Santa Barbara County 409 )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Coverage of Net Post-Empployment Liabilities 2000 0.6 0.5 1500 0.4 1000 0.3 0.2 500 0.1 0 0 2019 2020 2021 2022 2023 2024 2019 2020 2021 2022 2023 2024 Agency Assets (other than capital) $188,170,000 $188,940,000 $225,933,000 $267,948,000 $283,652,000 $302,701,000 Net Liabilities (pension & OPEB) $354,632,428 $371,037,054 $469,952,239 $999,037,642 $1,083,675,680 $1,450,550,423 tnuomA CHAPTER THREE: Q. CITY OF SANTA BARBARA Miscellaneous Safety - Retired employees – 1,212 286 - Active employees – 791 121 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. In December of 2023, the City Council approved of establishing a Section 115 trust and approved of an initial transfer of $2.2 Million across all major funds to be invested in the trust. Principal and interest earned will be used to reduce future pension-related expenses and liabilities. 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, 2024, measurement date, the following current and former employees were covered by the benefit terms under the plan: - Retired employees – 383 - Active employees – 983 Enterprise Funding The City budget includes business type activities revenue and expenditure funds for solid waste. 410 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA BARBARA In FY 2022/2023, the City’s budgeted expense for solid w aste was $34.8 million and increased that to $38.4 million for FY 2023/2024. The following cha rt shows a six-year trend. The graph below shows the current financial trend in millions. This indicator provides a measurement of the agency’s expenditure over time. Solid Waste -Expenditures Solid Waste 40.0 35.0 30.0 25.0 20.0 15.0 10.0 5.0 0.0 7.0% 6.0% 8.0% 8.0% 8.0% 8.0% 2019 2020 2021 2022 2023 2024 Solid Waste % 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. Water and Wastewater operations and maintenance do not use Measure C funding. Some Waterfront Facilities Design & Capital Programs for FY 2025 include adopted budget of $3 million in revenue with expected expenditures in excess of $6 million. Of that, $1,485,000 is for Capital Equip & Projects. 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. LAFCO of Santa Barbara County 411 snoilliM ni tnuomA % a sa )secivres etsaW diloS( erutidnepxE ycnegA stsoc gnitarepo llarevo CHAPTER THREE: Q. CITY OF SANTA BARBARA Capital Improvements The City’s 6-year Capital Improvement Plan (CIP) is updated regularly. The CIP identifies and prioritizes system improvements and costs. The 2023 CIP Summary includes over $45.1 million of maintenance and upgrades to City programs. Approximately, $1.4 million worth of projects are Waterfront Fund. 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. Below is a snapshot of Waterfront Projects. Long-term Liabilities and Debts The City has a total of $32.1 Million in outstanding revenue bonds including the following: $24.4 Million of 2019 Airport refunding bonds, $4.2 Million of 2016 Sewer refunding bonds, and $3.5 Million of 2014 Waterfront refunding bonds. The Water Fund has $5.4 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. 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 $72 million, with an 412 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA BARBARA outstanding balance of $52.4 million on June 30, 2024. The Desalination Project began operations in May 2017 with loan debt service starting in Fiscal Year 2 018. The Waterfront Fund has $7.5 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 Wastewater Fund accounts for $30.0 Million in loans from the California State Water Resources Control Board for sewer infrastructure improvements. The main loan initiated at $31.4 Million and with a balance for $25.3 Million is used to assist in financing the upgrade of the aeration system and improve the secondary treatment process at El Estero Wastewater Treatment Plant. The City entered into a financing agreement in December of 2021 to purchase two Arrow XT pierce ultimate configuration 1500 GPM Triple Combination Pumping Engines for $3.9 Million at a rate of 1.3% with a maturity date in June of 2029. The current outstanding balance is $2.7 Million as of the end of FY2024. Opportunities for Shared Facilities The City owns and operates the William B. Cater Water Treatment Plant, which operates like a regional water treatment plant for surface water from Cachuma and State Water. The Carpinteria Valley (20%) and Montecito (19.7%) Water Districts participating proportionately in the costs of the facility. 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 from Lake Cachuma 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. 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. LAFCO of Sant a Barbara County 413 CHAPTER THREE: Q. CITY OF SANTA BARBARA 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, of which all are public agencies. The City of Santa Barbara and the Santa Barbara County Fire Department (along with other local fire agencies in the county) have a Cooperative Dispatch Agreement. This agreement consolidates all fire departments under one dispatch center, creating transparency in the system and taking a “closest unit” approach based on GPS technology. This means residents will always get the closest unit to their emergency. The City of Santa Barbara joined this regional center on June 3, 2025. 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 Administrator 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 a number of boards and 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, Storm Drainage 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 City Council holds meetings every Tuesday at 2:00 pm in the Council Chambers, 735 Anacapa Street, Santa Barbara. A current listing of City Council along with respective backgrounds follows. 414 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA BARBARA City of Santa Barbara| Current Governing Council Roster Member Position Background Years on Council Randy Rowse Mayor Ret, Restaurant 3 Owner Wendy Santamaria Council Member District 1 Union Rep 1 Mike Jordan Mayor Pro Tem District 2 Finance 5 Oscar Gutierrez Council Member District 3 Journalism 7 Kristen Sneddon Council Member District 4 Educator 7 Eric Freidman Council Member District 5 Grocery Crew 7 Member Meagan Harmon Council Member District 6 Real Estate 6 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 7/25/25 https://santabarbaraca.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 Sant a Barbara County 415 CHAPTER THREE: Q. 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 https://santabarbaraca.gov for the required checklist items. Survey Results The table below includes a list of questions asked of area residents to assess if satisfactory healthcare, mosquito vector control, cemetery, housing mediation, broadband, school, solid waste, and harbor 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 - - - Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 2. Overall, are adequate staffing and equipment - - - provided with the level of Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 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 were knowledgeable, answer - - - questions, and were informative? No responses were provided by the public related to City of Santa Barbara at this time. 416 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE R. 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: cwu@cityofsantamaria.org City Manager: David Rowlands 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 22.81 square miles and include an estimated 112,208 residents (source: 2025 Department of Finance). The City expends approximately $24.4 million per year (in 2024) for solid waste and disposal services. The General Fund balance was $66.6 million, with an unrestricted fund balance of approximately $64.4 million, 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 from various sources at a rate of approximately $2,189 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, 2023. 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 as part of the City’s comprehensive General Plan update, including plans to accommodate future growth for target year 2045. 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, meaning that all municipal services are provided by the City, as opposed to being contracted out to third‐party providers. Some services commonly contracted out by municipalities include public safety and all utility services; however, these services are provided by the City of Santa Maria as a full‐service city. LAFCO 417 of Santa Barbara County CHAPTER THREE: R. CITY OF SANTA MARIA 6 416 418 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: R. 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, County Flood Control & Water Agency, and the Santa Maria Cemetery District. A portion overlaps the North County Lighting District. OPERATIONS The City’s Utilities Department collects trash and organics for all members of the community. Trash collection is a mandatory service in the City of Santa Maria. Containers are picked up once per week for residential customers. Recycling is collected every other week. The City operates a 247‐acre landfill with a remaining disposal capacity of ten years. The Utilities Department has authorized personnel of 134 employees. The City has authorized (budgeted) to employ 696 full‐time and 85 part‐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 The City has shown resourcefulness in providing services. The City has worked closely with their neighbors, including the City of Guadalupe, Nipomo Community Services District, and private water providers to maintain operations. The City is still working on the update to their General Plan, and has completed the update to the Housing Element, which provides a plan to accommodate 5,418 housing units between years 2023 and 2031. The General Plan update and supporting studies 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 and adequate land is available for future housing needs. Like many California municipalities, the City can struggle with shortages in revenue to meet general fund related needs. The siting of hazardous, clean up, and solid waste facilities near residential neighborhoods, particularly low‐income communities, poses a serious threat in case of a hazard release emergency. In Santa Maria, there are five hazardous waste generators and one treatment, storage, and disposal facility (TSDF) that impact disadvantaged communities, given the concentration of these facilities to homes and the large generation of waste they produce. All five hazard waste generators are in census tract 20.11, near the Santa Maria Airport. The TSDF site lies on the southern border of census tract 24.02, just north of census tract 20.11. LAFCO 419 of Santa Barbara County CHAPTER THREE: R. CITY OF SANTA MARIA Both regulated and illegal sites and facilities can negatively impact and harm nearby communities, particularly those operating out of compliance with current standards. This indicator is calculated by considering the number of solid waste facilities, operational or non‐operational status, quantity of waste handled, existing number of violations, and concentration/proximity to where people live. In Santa Maria valley, there are three disadvantaged communities impacted by three regulated solid waste sites: Santa Maria Regional landfill located in the northeast, just south of the Santa Maria River, Engel & Gray composting site located in the northwest, and Health Sanitation Services, located northwest of the Santa Maria Airport. Nearby communities are considered impacted given the proximity of these facilities to homes and the type of solid waste operation. Potential odors, waste gases, and fires can all impact health and the perceived desirability of a community. Additionally, the potential toxicity of a landfill can negatively impact plant and animal ecosystems. Downtown revitalization efforts represent a significant opportunity for the City. Currently, more than 600 housing units are in the development queue for the downtown area, including mixed‐ use as well as affordable projects. The vacant Sears building is poised for an adaptive reuse, and will transform into a grocery store with multiple retail tenants and a second‐floor patio for dining and events. The City also envisions public investment to aid in redevelopment efforts, and is currently contemplating plans for the reuse of vacant or underutilized public facilities, such as the former library. The City is also working to attract new retailers and other uses to the area, with plans for new events and/or festivals to further entice residents and tourists alike downtown. 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. Regional Collaboration In addition to the regional efforts listed in previous MSR reports the City of Santa Maria collaborates with various agencies and organizations to tackle many issues and or plan events, such as, Air Pollution Control District, Regional Economic Action Coalition (REACH) Central Coast, Santa Maria Valley Chamber of Commerce, SBCAG, SLOCOG, Central Coast Water 420 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: R. CITY OF SANTA MARIA Authority, Central Coast Community Energy, League of Califo rnia Cities Central Coast Division, American Public Works Association – Central Coast Chapter. In addition to these established organizations, the City of Santa Maria has partnered with Santa Barbara County to address illegal sidewalk vendors. These unpermitted vendors can pose a significant threat to public health and safety, as foods are frequently not kept at safe temperatures. A task force including City Code Enforcement, the Police Department, and Santa Barbara County Public Health is being deployed on a regular basis to help address this challenge. The City’s Utilities 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 Integrated Waste Management Facility (IWMF) would replace the existing landfill and provide needed capacity to the area to meet the disposal needs of the City of Santa Maria and surrounding communities for approximately 90 years. The City participates in the following groups; 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 requested expansion to their Sphere of Influence that align with these 15 parcels. The City continues to be contacted to provide potable water service outside their SOI, such as Bonita School, multiple uses on East Betteravia, and Rosemary Farms. The City was recently contacted by Titan Foods inquiring as to sewer service on East Betteravia outside their SOI. 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. In addition, the City’s 2020 Urban Water Management Plan identifies potential service expansion areas outside of the City limits as illustrated in the City UWMP document Figure 3‐1 on page 3‐ 2. These areas generally include small portions at northern and western ends along with a larger portion of the southeastern territory under agricultural land uses. These expansion areas are not LAFCO 421 of Santa Barbara County CHAPTER THREE: R. CITY OF SANTA MARIA being considered under this service review. The following draft General Plan expansion areas are of interest to the City. These expansion areas are not being considered under this service review. LAFCO staff is recommending that the sphere boundary be reaffirmed once again with the condition that the City develop an annexation plan by or before their next cycle of sphere of influence adoption. The City should develop a plan to determine when the areas within its sphere boundary should be annexed into Santa Maria. If no plan is submitted prior to their sphere of influence adoption cycle (January 2031), then the Commission should consider reducing the sphere boundary to better reflect the City’s future growth. 422 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: R. CITY OF SANTA MARIA BOUNDARIES Jurisdictional Boundary Santa Maria’s jurisdictional Santa Maria’s existing boundary spans approximately 22.81 boundary spans 22.81 square miles with 99.5% being incorporated and square miles in size and covers 12,902 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. 95.8%, is incorporated and under the land use authority of the City. The remaining portion of jurisdictional lands, approximately 4.2%, of the total, is unincorporated and under the land use authority of the County of Santa Barbara. The City serves thirteen areas outside of its jurisdictional service area under out‐of‐agency‐service agreements. Overall, there are 45,329 registered voters within the jurisdictional boundary. 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 12,902 95.8% 24,691 45,329 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 OASA – St Marie MHP 5.13 0.04% 1 TBD 117‐200‐028 Prior Agreement 38.58 0.005% 1 0 128‐094‐025 Prior Agreement 38.57 0.005% 1 0 128‐094‐027 Prior Agreement 162.51 0.005% 1 0 128‐094‐067 Prior Agreement 106.99 0.005% 1 0 128‐094‐069 Prior Agreement 154.56 0.005% 1 0 128‐064‐007 Totals 13,462 100.0% 24,704 45,329 LAFCO 423 of Santa Barbara County CHAPTER THREE: R. CITY OF SANTA MARIA 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 12,902 95.8% 24,691 45,329 Co of Santa Barbara 559.81 4.2% 13 0 Totals 13,462 100.0% 24,704 45,329 Total assessed value (land and structure) is set at $11.9 billion as of April 2025, and translates to a per acre value ratio of $923,737. The former amount further represents a per capita value of $106,214 based on the estimated service population of 112,208. 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 24,691 legal Close to 42% of the parcels and spans 12,902 acres, with the remaining jurisdictional jurisdictional boundary is under acreage consists of public right‐of‐ways. Close to 42% of the parcel private ownership, and of this amount approximately 74% has acreage is under private ownership with approximately 74% 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 253 vacant parcels that collectively total 179 acres. The jurisdictional boundary qualifies as a disadvantaged incorporated community. 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. 424 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: R. CITY OF SANTA MARIA POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2020 population of Santa Maria to be 107,407. 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. The Department of Finance population estimates Report E‐5 for 2025 estimates the City of Santa Maria to be 112,208. 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 31,860 households within the City. In contrast, County’s population increased by 5.7 percent between 2010 and 2020. Demographics for the City are based on an age characteristics report prepared by SBCAG in 2017 and American Community Survey, which identified the largest age group represented in Santa Maria as 18 to 64 group at 58.6 percent. Approximately 10.3 percent of the population was in the 65 or older years age group and 31.1 percent in the under the age of 18 group. According to the 2020 U.S. Census, approximately 15.4 percent of the total population identified themselves as non‐Hispanic white. The Hispanic population, which is the largest ethnic group in Santa Maria, comprised 76.7 percent of the total population. 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 2023‐2031 planning period. The City is currently underway with a General Plan update with the intent to be completed over the next year. The current City of Santa Maria Housing Element (2023‐2031) identifies from 2000 to 2010, a population growth rate of 2.9%. The City growth was slowing to an average annual growth rate of 0.74% between 2010 and 2020. Based on the 2050 Regional Growth Forecast (SBCAG 2018), there is a projected decrease in City growth rates over time, with a projected annual growth rate of 0.9% from 2025 to 2040. 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 1.5 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. LAFCO 425 of Santa Barbara County CHAPTER THREE: R. CITY OF SANTA MARIA Table R‐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. The table below summarizes proposals considered by LAFCO since 2004 to the present. Table R-2 –Proposals Since 2004 Date Action Proposal Acreage Status 9/18/1905 Incorporation Incorp 2,513.7 Approved 4/12/2004 Annexation Anx – Robinson 78.73 Approved 2/6/03 Anx – Refiled 11/9/2004 Reorganization 465 Approved 3/4/04 Mahoney Ranch 11/23/2004 Reorganization Anx – Black Road 931.99 Approved 9/17/04 Anx – Hagerman 7/14/2006 Reorganization 20.60 Approved 12/1/05 Sports Anx – Wastewater 10/5/2007 Annexation 270.26 Approved 9/6/07 Treatment Plant 1/28/2008 Reorganization Anx – Quail Run 63 Approved 12/28/07 8/7/2008 Reorganization Anx – Enos‐[Buss] 130.56 Approved 7/3/08 The Growth and Population factor includes a summary of population data and land use and zoning in the area as well as growth trends. 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 also are defined as disadvantaged when the 426 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: R. CITY OF SANTA MARIA MHI falls below 80 percent. In 2025, the statewide MHI w as $118,100, 80 percent of that is $94,480. The MHI for Santa Maria was $77,564 in 2025, 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 a disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. The Environmental Protection Agency (EPA) has developed an Environmental Justice Screening and Mapping Tool Version 2.3 (EJScreen) that provides nationally consistent data combining environmental and demographic data related to the protection of public health and the environment. This Mapping Tool was evaluated for indicators to assist in identifying a disadvantaged community. Lastly, EPA has also developed an EnviroAtlas Interactive Map Tool in collaboration with EJScreen that overlays geospatial data and other resources related to ecosystem services, their chemical and non‐chemical stressors, and human health to better understand human health and well‐being, since these are closely tied to the environment, which provides benefits such as clean water, clean air, and protection from natural hazards. In combination a stronger representation of underserved communities can be identified that may be a leading indicator to health and well‐being or precursor to DUC. In most cases, the City of Santa Maria’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 surrounding the central and western side of the City also qualify as a disadvantaged community along with portions of City Census Blocks below the MHI or households below the quality‐of‐life threshold for income. SERVICES Overview The City’s Utility Department provides Santa Maria residents and the business community with solid waste collection program. The City is responsible for implementing mosquito and vector control programs. The City of Santa Maria has teamed with the Santa Barbara County Association of Governments (SBCAG), in collaboration with the County and other stakeholders, developed the Santa Barbara County Broadband Strategic Plan. LAFCO 427 of Santa Barbara County CHAPTER THREE: R. CITY OF SANTA MARIA Table R-3: Existing & Proposed Service Providers within SOI Existing Agency Providing Agency to Provide Service Services for SOI Areas Services for SOI Areas General Government (including City of Santa Maria / Governing Board, Counsel, Assessor, County of Santa Barbara County of Santa Barbara Finance and General Administration) Golden State Water, or individual City of Santa Maria, or Water Service responsibility Golden State Water City of Santa Maria, or Wastewater collection, treatment Laguna County Sanitation, or Laguna County and disposal individual responsibility Sanitation County of Santa Barbara Public City of Santa Maria & Storm water drainage, flood control Works possible County PW Roads, Circulation, Street Maintenance County of Santa Barbara City of Santa Maria Street Lighting Public Transportation County of Santa Barbara City of Santa Maria Law Enforcement and Fire Protection County Sheriff/ Santa Barbara City of Santa Maria Services County Fire Department Community Development/Planning County of Santa Barbara City of Santa Maria and Building Services, Enforcement County of Santa Barbara ‐via Solid Waste contractor or individual City of Santa Maria responsibility Library County of Santa Barbara City of Santa Maria Parks and Recreation County of Santa Barbara City of Santa Maria Solid Waste Services The City’s Utilities Department provides residents and the business community with solid waste collection program. Trash collection is a mandatory service in the City of Santa Maria. Single‐ family residences and business customers are offered a 3‐container system: Trash, Single Stream Recycling (paper, cans, cardboard, etc.) and Organics Recycling (yard waste and food waste). Billing is based on the size of the container and frequency of collection. The Utilities Department collects trash and organics once per week for residential customers. Recycling and Organics services are offered at no additional charge. A complimentary indoor kitchen pail is available to provide a convenient way to collect food waste before depositing in the green waste/organic’s container. Commercial customers can be collected up to six days per week, Monday ‐ Saturday. Residents and businesses can self‐haul their trash and recyclable materials to the Santa Maria Regional Landfill. A map of the pick‐up days and areas are provided on the next page. 428 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: R. CITY OF SANTA MARIA LAFCO 429 of Santa Barbara County CHAPTER THREE: R. CITY OF SANTA MARIA Mosquito Vector Control Services The Santa Maria Recreation and Parks Department proactively monitors and surveys municipal bodies of standing water and park sites using mosquito‐eating fish and EPA products to kill mosquito larvae and makes an effort to reduce areas of standing water. School Services School services are provided by the Santa Maria‐Bonita School District. This school district services a much wider area than the City limits of Santa Maria. The district has seventeen elementary schools, four junior high school in the planning area. The Santa Maria Joint Union High School District has four high schools and one technical school. The Orcutt Union School District has a total of six elementary schools, two junior high schools, one early childhood center, one Academy K‐8 and one Academy High school, and one independent study school. Of the Orcutt Union Schools only three are within the City of Santa Maria city limits (Patterson Road Elementary clips the corner of city limits. The following is a list of the twenty‐five different schools that serve students in the area. Schools Name Location ADAM ELEMENTARY 01. 500 W Windsor Street, Santa Maria CA 93458 ALVIN ELEMENTARY 02. 301 E Alvin Avenue, Santa Maria, CA 93454 ARELLANES 03. 1890 Sandalwood Drive, Santa Maria, CA 93455 ELEMENTARY ARELLANES JUNIOR 04. 1890 Sandalwood Drive, Santa Maria, CA 93455 HIGH BATTLES ELEMENTARY 05. 605 E. Battles Road, Santa Maria, CA 93454 BILL LIBBON 06. 750 Meehan Street, Santa Maria, CA 93454 ELEMENTARY BONITA ELEMENTARY 07. 2715 West Main Street, Santa Maria, CA 93458 BRUCE ELEMENTARY 08. 601 W Alvin Avenue, Santa Maria, CA 93458 EL CAMINO JUNIOR 09. 219 W. El Camino Street, Santa Maria CA 93458 HIGH FAIRLAWN 10. 120 North Mary Drive, Santa Maria, CA 93458 ELEMENTARY FESLER JUNIOR HIGH 11. 1100 East Fesler Street, Santa Maria, CA 93454 430 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: R. CITY OF SANTA MARIA JIMÉNEZ ELEMENTARY 1970 South Bisca yne Street, Santa Maria, CA 12. 93458 TOMMIE KUNST 13. 930 Hidden Pines Way, Santa Maria, CA 93458 JUNIOR HIGH LIBERTY ELEMENTARY 14. 1300 West Sonya Lane, Santa Maria, CA 93458 MILLER ELEMENTARY 15. 410 East Camino Colegio, Santa Maria, CA 93454 OAKLEY ELEMENTARY 16. 1120 Harding Avenue, Santa Maria, CA 93458 ONTIVEROS 17. 930 West Rancho Verde, Santa Maria, CA 93458 ELEMENTARY RICE ELEMENTARY 18. 700 East Vickie Avenue, Santa Maria, CA 93454 SANCHEZ 19. 804 West Liberty Street, Santa Maria, CA 93458 ELEMENTARY TAYLOR ELEMENTARY 20. 1921 North Carlotti Drive, Santa Maria, CA 93454 TUNNELL 21. 1248 Dena Way, Santa Maria, CA 93454 ELEMENTARY 22. Delta High School 4893 Bethany Lane, Santa Maria, CA 93455 Earnest Righetti High 23. 941 East Foster Road ~ Santa Maria CA 93455 School Pioneer Valley High 24. 675 Panther Drive, Santa Maria, CA 93454 School 25. Santa Maria High School 901 South Broadway, Santa Maria, CA 93454 26. Mark Richardson Center 1280 Founders Avenue, Santa Maria, CA 93455 Orcutt Union School District 27. Alice Shaw Elementary 759 Dahlia Place, Santa Maria, CA 93455 Joe Nightingale 28. 255 Winter Road, Santa Maria, CA 93455 Elementary 29. Lakeview Junior High 3700 Orcutt Road, Santa Maria, CA 93455 A map of the both school districts are provided on the next page. LAFCO 431 of Santa Barbara County CHAPTER THREE: R. CITY OF SANTA MARIA Santa Maria-Bonita School District Santa Maria Joint Union High School District 432 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: R. CITY OF SANTA MARIA Broadband Services Some results from the Regional Broadband Strategic Plan for the Santa Barbara County Region include the following regarding the community profile for Santa Maria: The City of Santa Maria is well poised to lead smart city planning and initiatives that will benefit the local community and regionally. While it appears that the areas in and around Santa Maria have connectivity, there is a significant gap between current levels and future targets of 100/100Mbps. The industries within the city will benefit from enhanced broadband, as would the agricultural sector throughout the Santa Maria Valley, as the industry’s reliance on broadband infrastructure will continue to grow. Santa Maria is home to a strong and diverse workforce. Top industries in Santa Maria include agriculture, manufacturing, health care and social services, retail, government, and education. Agriculture creates an estimated 26.4 percent of employment in the city. The manufacturing industry spans a range of sectors. Major medical centers, such as Marian Regional Medical Center/Dignity Health Centers and Community Health Centers, are supplemented by an extensive network of small businesses providing in‐person healthcare services to the community, creating job opportunities in small and larger business environments. Over 500 retail establishments comprised of national chains and small, family‐owned businesses thrive in Santa Maria and provide the community with competitive shopping options and a strong job market sector. Based on all available data, broadband availability in Santa Maria is high. The map displayed below was created using the public CPUC information available via the GIS Map Data. Table 1 for CPUC served/unserved definitions). It shows most of the City is in green, indicating that a 25/3 Mbps Service is accessible in a significant portion of the county. However, there are significant portions across the city, colored in red, that can be identified as unserved areas. LAFCO 433 of Santa Barbara County CHAPTER THREE: R. CITY OF SANTA MARIA The graphics on the next page detail the distribution of the received internet speed according to the data collected from the speed tests in the City of Santa Maria. Upon examination of the CPUC base map and the overlay of speed test data identifies where access or quality of connectivity is a barrier to internet adoption and, therefore, a barrier to full digital inclusion. Curious are the spikes in upload speeds because most data collected across the region show the upload speeds typically trend below 100Mbp. For a community the size of Santa Maria, the needs assessment data sampling was not robust enough to draw solid conclusions. Additional data collection may show that a significant portion of the community lack access to affordable, reliable broadband. 434 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: R. CITY OF SANTA MARIA DEVELOPMENT IMPACT FEES Government Code Section 66000 is intended to hold agencies to a higher level of accountability whenever charges are established, increased, or imposed and whenever updates or reviews are performed. Section 66000 requires ordinances to include language that commits the local agency to establish reasonable development charges and, if those charges are found not to be reasonable, to refund the difference. The City levies a series of development impact fees for new development to address many differing needs. All these fees are based on Government Code Section 66000 et seq., which requires the agency setting fees to (i) identify the purpose of the fee, (ii) identify the use to which the fees will be put, (iii) determine the reasonable relationship (or “nexus”) between the type of development charged the fee, the amount of the fee and its use, and (iv) determine the reasonable relationship between the need for the public facility or improvement and the project upon which the fee is imposed. Fees collected by the City include: fees in‐lieu of parkland dedication, park development projects, road and circulation fees, and general administrative capital improvement fees. City of Santa Maria Incorporation, Revenues, Attributes, Types of Service, and Resources Attributes City Limits (est. square miles) 22.81 Population (2024 estimated) 112,208 Assessed Valuation (FY 21‐22: Includes City only) $11,918,066,694 8+ (unk in ROW & Number of Cell Towers/Antennas, City facilities) Schools 26 Regular Financial Audits Every Year Average Annual Revenue Per Capita (FY 22‐23) $2,189 Average Portion of County 1% Property Tax Received 12¢/$1 Ending General Fund Balance (June 2023) $66,574,855 Change in General Fund Balance (from June 2018 to June 2023) 45% Total Fund Balance/Annual Revenue Total (FY 22‐23) 27.4% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing DOF Table E5, 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. LAFCO 435 of Santa Barbara County CHAPTER THREE: R. CITY OF SANTA MARIA Types of Services Broadband X Solid Waste X Vector Control X Cemetery ‐ Healthcare ‐ Other X Total Staffing Personnel Per 1,000 population Full time Landfill Operators 25 0.19 Full time Collection Operators 40 0.19 Emergency Operators 21 0.19 Administrative Personnel 2 0.02 Other City Staff 602 5.48 City of Santa Maria has a total of 696 permanent full‐time positions (2025‐2026). Utilities Department has 3 divisions with 75 full‐time positions in collections, landfill, and billing. Staffing Experience/Tenure (average) Years in Industry Year w/ City Director (1) n/a n/a Assistant Director (1) n/a n/a Trash Collection Manager (1) n/a n/a Recycling Collection Manager (1) n/a n/a Landfill Operator (1) n/a n/a Recycling Park Supervisor (1) n/a n/a Other City Staff n/a n/a FINANCES The City prepares an annual budget and financial statement, which includes details for each of its government and enterprise funds. 436 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: R. CITY OF SANTA MARIA City Revenues 2021-2022 2022-2023 Amount % of Total Amount % of Total Property tax $23,409,598 9.9% $26,065,573 10.7% Sales Tax Revenues $69,528,885 24.9% $58,902,866 24.3% Franchise fees $4,835,786 2.2% $4.979,094 2.1% TOT tax $4,304,874 1.4% $4,273,426 1.8% Other Taxes $1,153,939 0.4% $818,500 0.3% Charges for services $109,968,866 45.1% $98,125,962 40.3% Grants & contributions $30,136,836 7.3% $26,214,810 10.8% Other Revenue $2,893,044 1.0% $17,161,971 7.1% Use of Money ‐$14,134,727 7.8% $5737810 2.4% Revenue total $232,097,101 100.0% $242,221,012 100.0% 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. 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 300 250 200 150 100 50 0 2020-21 2021-22 2022-23 Revenue Expenditure Reserve LAFCO 437 of Santa Barbara County snoilliM ni tnuomA CHAPTER THREE: R. CITY OF SANTA MARIA CITY OF SANTA MARIA Franchise Fees & Property Taxes This indicator addresses the extent to which charges for service covered expenses. Property Tax and general fund are 120 the primary funding source for broadband and Franchise fees for solid waste services. Represented below a ratio of one or 100 higher indicates that the service is self‐supporting. 80 60 40 20 0 2018-19 2019-20 2020-21 2021-22 2022-23 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 2 operating expenditures Fiscal Year Operating Operating 1.5 Revenues Expenditures Ratio 1 2018 $ 95,833,235 $ 93,984,405 1.0 2019 $ 105,139,912 $ 101,144,248 1.0 0.5 2020 $ 119,690,413 $ 112,630,553 1.1 2021 $ 137,455,601 $ 113,461,192 1.2 0 2022 $ 232,097,101 $ 118,896,159 1.2 2018 2019 2020 2021 2022 2023 2023 $ 242,221,012 $ 136,993,692 1.7 Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2020 2021 2022 2023 Trend Funded ratio (plan assets as a % of plan liabilities) 72% 72% 84% 72% Net liability, pension (plan liabilities ‐ plan assets) $ 135,780,061 $ 146,424,511 $ 96,612,950 $172,000,169 Other Post‐Employment Benefits (OPEB) Funded ratio (plan assets as a % of plan liabilities) 0% 2023 year of OPEB reporting Net liability, OPEB (plan liabilities ‐ plan assets) $19,082,482 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. 438 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Coverage of Net Post‐Empployment Liabilities 600 0.5 500 0.4 400 0.3 300 0.2 200 100 0.1 0 0 2018 2019 2020 2021 2022 2023 2018 2019 2020 2021 2022 2023 Agency Assets (other than capital) $324,540,068 $357,526,572 $397,540,699 $458,445,496 $494,800,000 $452,254,577 Net Liabilities (pension & OPEB) $143,457,620 $144,552,691 $154,888,863 $171,586,124 $119,152,503 $191,082,651 CHAPTER THREE: R. 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) and 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, 2021, the City reported a net pension liability for its proportionate share of the net pension liability of the Misc. Plan of $96,144,512 and Safety Plan of $75,855.657. At the liability measurement date of June 30, 2020, the following employees were covered by the pension benefit terms: Miscellaneous Safety ‐ Retired employees – 458 178 ‐ Active employees – 373 171 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 2020 and $143 per month during calendar year 2021 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 2020‐21, expenditures of $255,743 were recognized for post‐retirement health insurance contributions on a pay‐as‐you‐go basis. LAFCO 439 of Santa Barbara County CHAPTER THREE: R. 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 – 159 ‐ Active employees – 580 Solid Waste Funds The City budget includes Solid Waste Collections and Disposal funds, which support ongoing operations as well as capital projects. In FY 2022‐23, the combined Solid Waste Funds budget was $36.3 million, increasing to $38.5 million in FY 2023‐24. The chart below presents a six‐year trend of expense assumptions, illustrating the agency’s financial trajectory in millions of dollars. This indicator highlights expenditure patterns over time. Solid Waste‐Expenditure 25 20 15 10 5 0 21.0% 23.0% 28.0% 30.0% 26.0% 29.0% 2019 2020 2021 2022 2023 2024 Disposal Collection % Capital Improvements The City also uses the Capital Maintenance Equipment Project (CMEP) to systematically plan, schedule, and prioritize system improvements. In the 2024‐26 budget, seven capital projects were approved in these funds, totaling approximately $19.2 million in appropriations. A partial list of Capital Improvement Program (CIP) projects for FY 2024‐26 is provided below; the complete list is available in the City’s approved Budget. 440 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA yrarbiL & ,noitaerceR ,skraP( erutidnepxE ycnegA stsoc gnitarepo llarevo % a sa )secivres CHAPTER THREE: R. CITY OF SANTA MARIA SOLID WASTE COLLECTIONS & DISPOSAL FUNDS CAPITAL PROJECTS  Cell 1 Phase 2 Liner Extension $14,500,000  Install eight landfill gas extraction wells $500,000  Groundwater Monitoring Well $200,000  River mining activities $450,000  Asphalt repairs, slurry seal, and striping the Santa Maria Regional $85,000  Capital equipment refurbishment, expansion, and replacement $1,092, 180  Purchase carts and dumpsters $2,362,720 Long-term Liabilities and Debts The City had $292 million in bonds and other long‐term liabilities outstanding at fiscal year‐end in 2023. Subsequent to the 2021 financial statements, on November 17, 2021, the City of Santa Maria issued $35,685,000 Water and Wastewater Revenue Refunding Bonds, Series 2021A (the “Bonds”). The Bonds were issued to refund for savings the remaining outstanding principal amount of the City’s Water and Wastewater Revenue Refunding Bonds, Series 2012A. The refunding resulted in a net present value savings of $11.54 millioni. The Bonds have a True Interest Cost (TIC) of 1.46% and will be paid semiannually on February 1 and August 1 of each year and mature on February 1, 2036. The TIC captures the present value cost of the financing, factoring the future debt payments and the underwriter’s discount. The Bonds generate an average annual savings of $845,073 and are issued and secured by a pledge of System Revenues 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 $29.1 million in landfill closure and post‐closure care liability on June 30, 2023, and is based on the percent of capacity used (82.6%). It is estimated that the total cost of all closure and post‐closure costs to be $30.8 million. The City will recognize the remaining estimated costs of $2.78 million in closure and post‐closure care as the remaining capacity is filled, which is expected to be by 2032. 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 LAFCO 441 of Santa Barbara County CHAPTER THREE: R. CITY OF SANTA MARIA ranging from 2.14 and 2.68 percent. Payments are due semi‐annually under the terms of the lease agreement. The final payment on the seven‐year term lease occurred in fiscal year 2019‐20. 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. The City of Santa Maria and the Santa Barbara County Fire Department (along with other member agencies in the county) have a Cooperative Dispatch Agreement. This agreement consolidates all fire departments under one dispatch center, creating transparency in the system and taking a “closest unit” approach. This means residents will always get the closest unit to their emergency. This is set to begin May 12, 2025. No other opportunities have been identified by staff or in the preparation of this report. Due to relative distance between the City and other communities, opportunities for other shared facilities are limited. It is unlikely that a new proposal would be feasible in the near future. 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. 442 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: R. CITY OF SANTA MARIA The City currently employs approximately 696 full‐time and 85 part‐time positions 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 25 Carlos Escobedo Mayor Pro Tem District 1 Farmer 5 Gloria Flores Council Member District 2 Child Services 4 mo Gloria Soto Council Member District 3 Healthcare 7 Maribel Aguilera‐ Council Member District 4 Attorney 7 Hernandez 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 443 of Santa Barbara County CHAPTER THREE: R. CITY OF SANTA MARIA City of Santa Maria Website Checklist website accessed 7/25/25 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 https://cityofsantamaria.org for the required checklist items. 444 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: R. CITY OF SANTA MARIA Survey Results The table below includes a list of questions asked of area residents to assess if satisfactory healthcare, mosquito vector control, cemetery, housing mediation, broadband, school, solid waste, and harbor services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. 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 ‐ ‐ ‐ Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 2. Overall, are adequate staffing and equipment ‐ ‐ ‐ provided with the level of Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 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 were knowledgeable, answer ‐ ‐ ‐ questions, and were informative? No responses were provided by the public related to City of Santa Maria at this time. LAFCO 445 of Santa Barbara County CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 446 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE S. City of Solvang Agency Office: 1644 Oak Street Solvang, CA 93463 Phone: 805/688‐5575 FAX: 805/686‐2049 Email: randym@Cityofsolvang.com Website: http://www.Cityofsolvang.com City Manager: Randy Murphy SUMMARY The City of Solvang represents the rural Santa Ynez Valley. The City’s boundaries cover a total of 2.45 square miles and include an estimated 5,755 residents (source: 2025 Department of Finance). The City provides solid waste services via franchise agreement. The City receives financial support at a rate of approximately $4,653 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 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, some expansion of the Sphere of Influence is being discussed. BACKGROUND The City of Solvang was incorporated in 1985. The City was later 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. It is 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 elected by districts. In 2022, the City transitioned to elections by districts having four districts at four‐year terms and the Mayor is elected at‐large for two years. It has a Council‐Manager form of government and is mostly a full‐service City, providing most essential City services, and contracting with the County for police and fire services. The City of Solvang overlaps the County of Santa Barbara Fire Protection District, Santa Ynez River Water Conservation District, Cachuma Resource Conservation District, County Flood Control & Water Agency, and the Oak Hill Cemetery District. LAFCO 447 of Santa Barbara County CHAPTER THREE: S. CITY OF SOLVANG 6 448 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: S. CITY OF SOLVANG OPERATIONS The City of Solvang contracts with Waste Management/Health Sanitation Services for the operation solid waste management. The agreement was first entered into in 2004 when the company was known as Valley Garbage and Rubbish Company, Inc. A fourth amendment was approved in July 2024 until June 30, 2038. The City employs approximately 40 full‐time employees that manage the following professional and technical municipal services: Administration and Finance., Parks and Recreation, Public Works, 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. OPPORTUNITIES & CHALLENGES The City of Solvang expressed challenges related to meeting strict and new state mandates for water production and wastewater standards from the RWQCB for the WWTP, keep up with the pavement management and rehabilitation needs of our community, and implementation of new laws mandated by the State of California with no funding sources. Governance Structure Options The City has not identified any government structure options. LAFCO does not see the need for structural governance changes, the enabling legislation indicates a multipurpose governmental agency, especially in urban areas, may be the best mechanism to account for community needs, financial resources and service priorities. It may be that a legal or functional consolidation with other Santa Ynez Valley based local agencies may result in greater overall economy or efficiency in providing services to the community. 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 other local service provider to assume responsibilities within this area. Therefore, LAFCO staff recommends that the City continue to discuss possible partnerships with 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 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 City of Solvang is considering options to add the Los Olivos CSD as an additional customer. LAFCO of Santa Barbara County 449 CHAPTER THREE: S. CITY OF SOLVANG Santa Barbara County Water Agency established in partnership with 18 local water purveyors the Regional Water Efficiency Program (RWEP). Through the RWEP collaborative water conservation partnership among purveyors, co‐funds projects and programs, acts as a clearinghouse for information on water use efficiency, manages specific projects and programs, and monitors local, state and national legislation related to efficient water use. Some local water purveyors, are required to implement certain Best Management Practices (BMPs) identified by the U.S. Bureau of Reclamation (USBR). The list of the 18 water purveyors include: City of Buellton, Carpinteria Valley Water District, Casmalia Community Services District, Cuyama Community Services District, Goleta Water District, Golden State Water Company, Orcutt, City of Guadalupe, La Cumbre Mutual Water Company, City of Lompoc, Los Alamos Community Services District, Mission Hills Community Services District, Montecito Water District, City of Santa Barbara, City of Santa Maria, Santa Ynez River Conservation District ID #1, City of Solvang, Vandenberg Space Force Base, and Vandenberg Village Community Services District. The City participates in the Integrated Regional Water Management Plan (IRWMP) process. The intent of the Integrated Regional Water Management Program in Santa Barbara County is to promote and practice integrated regional water management strategies to ensure sustainable water uses, reliable water supplies, better water quality, environmental stewardship, efficient urban development, protection of agricultural and watershed awareness. The City also cooperates in the County‐wide Integrated Stormwater Resources Plan including eight Cooperating Entities: five cities (Buellton, Carpinteria, Goleta, Guadalupe, and Solvang), two water districts (Carpinteria Valley and Montecito), and UCSB. The SWRP is a regional, watershed‐based plan intended to improve the management of stormwater resources throughout Santa Barbara County by identifying water system improvements which increase user self‐ reliance on local water supplies. 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 Goleta is now also managing the libraries in the Santa Ynez Valley as of July 1, 2019 located in the Santa Ynez and Los Olivos communities. The Solvang Library is located at 1745 Mission Drive in Solvang. 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. 450 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: S. CITY OF SOLVANG 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 to 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 SFB, 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 Solvang is ultimately disposed at Tajiguas Sanitary Landfill, located in the County near 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; however, the City is interested in evaluating growth potential. The City approved an Urban Growth Boundary Ordinance limiting annexation over the next 20‐years, with some exceptions. 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 one (1) to five (5) acres encompassing the Janin Acres area. The Janin Acres area is being evaluated for Sphere of Influence expansion into the Santa Ynez Community Services District. The SYCSD Chapter Profile for Water and Wastewater report outlines the recommendation. 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 three (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 LAFCO of Santa Barbara County 451 CHAPTER THREE: S. CITY OF SOLVANG 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. LAFCO staff is recommending that the sphere boundary be reaffirmed once again with the condition that the City develop an annexation plan by or before their next cycle of sphere of influence adoption. The City should develop a plan to determine when the areas within its sphere boundary should be annexed into Solvang. If no plan is submitted prior to their sphere of influence adoption cycle (January 2031), then the Commission should consider reducing the sphere boundary to better reflect the City’s future growth. BOUNDARIES Jurisdictional Boundary Solvang’s jurisdictional boundary spans 2.42 square miles with 98.6% 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 1,563 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 98.6%, is incorporated and under the land use authority of the City. The remaining portion of served land approximately 1.4% of the total is unincorporated and under the land use authority of the County of Santa Barbara. The City serves two areas outside of its jurisdictional service area under out‐of‐agency‐service agreements. Overall, there are 4,079 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 1,253 98.6% 2,365 4,079 OASA – Seltzer 5 0.4% 1 0 OASA – Skytt 8 0.6% 1 0 OASA – Wilkins 5.3 0.4% 1 0 Totals 1,271 100.0% 2,368 4,079 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 1,253 98.6% 2,365 4,079 Co of Santa Barbara 18 1.4% 3 0 Totals 1,271 100.0% 2,368 4,079 452 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: S. CITY OF SOLVANG Total assessed value (land and structure) is set at $1.5 billion as of April 2025, and translates to a per acre value ratio of $1.23 million. The former amount further represents a per capita value of $268,076 based on the estimated service population of 5,755. City of Solvang received $398,730 in annual franchise revenue for fiscal year 2023‐24 generated within its jurisdictional boundary and operates the general fund for other services. The jurisdictional boundary is currently divided into 2,365 legal Close to 88% of the parcels and spans 1,253 acres and the remaining jurisdictional jurisdictional boundary is under acreage consists of public right‐of‐way. Close to 88% of the parcel private ownership, and of this amount approximately 87% has acreage is under private ownership with 87% 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 63 vacant parcels that collectively total 75 acres. The jurisdictional boundary does not qualify as a disadvantaged incorporated community. 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 A five‐member City Council, Mayor is elected at‐large Mayor & Council Members Council Members by Districts. 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 2020 population of Solvang to be 5,644. 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. The Department of Finance population estimates Report E‐5 for 2025 estimates LAFCO of Santa Barbara County 453 CHAPTER THREE: S. CITY OF SOLVANG the City of Solvang to be 5,755. Between 2010 and 2020, the population of Solvang increased by 414 people (7.3 percent; or less than 1 percent per year). There are approximately 2,666 households within the City. In contrast, County’s population increased by 5.7 percent between 2010 and 2020. Demographics for the City are based on an age characteristics report prepared by SBCAG in 2017 and American Community Survey, which identified the largest age group represented in Solvang as 18 to 64 group at 51 percent. Approximately 29.9 percent of the population was in the 65 or older years age group and 19.2 percent in the under the age of 18 group. According to the 2020 U.S. Census, approximately 73.6 percent of the total population identified themselves as non‐Hispanic white. The Hispanic population, which is the second largest ethnic group in Solvang, comprised 17.6 percent of the total population. 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 recently adopted in 2024, although the Housing Element is updated every 8 years in accordance with state regulations and spans the 2023‐2031 planning period. The current City of Solvang Housing Element (2023‐2031) identifies an estimated growth rate of 3 percent within the City. The County’s Housing Element, covering the same period, estimates 1.2 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 S‐1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Solvang 5,245 5,449 5,838 6,200 6,300 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. 454 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: S. CITY OF SOLVANG The table below summarizes proposals considered by LAFCO sin ce 2005 to the present. Table S-2 –Proposals Since 2005 Date Action Proposal Acreage Status 5/1/1985 Incorporation Incorp 1982‐R‐01 1,552 Approved 4/18/84 Anx – Triangle 10/20/2005 Reorganization 9.54 Approved 12/16/04 Park The Growth and Population factor includes a summary of population data and land use and zoning in the area as well as growth trends. 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 also are defined as disadvantaged when the MHI falls below 80 percent. In 2025, the statewide MHI was $118,100, 80 percent of that is $94,480. The MHI for Solvang was $118,208 in 2025, 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 a disadvantaged communities’ assessment was conducted based on requirements for water and wastewater needs or deficiency within a service area. The Environmental Protection Agency (EPA) has developed an Environmental Justice Screening and Mapping Tool Version 2.3 (EJScreen) that provides nationally consistent data combining environmental and demographic data related to the protection of public health and the environment. This Mapping Tool was evaluated for indicators to assist in identifying a disadvantaged community. Lastly, EPA has also developed an EnviroAtlas Interactive Map Tool in collaboration with EJScreen that overlays geospatial data and other resources related to ecosystem services, their chemical and non‐chemical stressors, and human health to better understand human health and well‐being, since these are closely tied to the environment, which provides benefits such as clean water, clean air, and protection from natural hazards. In combination a stronger representation of underserved communities can be identified that may be LAFCO of Santa Barbara County 455 CHAPTER THREE: S. CITY OF SOLVANG a leading indicator to health and well‐being or precursor to DUC. In most cases, the City of Solvang’s Sphere of Influence does not qualify under the definition of disadvantaged community for the present and probable need for public facilities and services; however, identified in the DAC Mapping and EJScreen a portion of the areas contiguous to the Sphere of Influence qualify as a disadvantaged community within eastern High Meadow, Sunrise Way and Janin Way area. SERVICES Overview The City of Solvang’s Utilities Department is responsible for public utilities and services, including solid waste management services. The City contracts with Waste Management for residential and commercial trash pickup, organics and recycling services. Garbage and Organics collection is weekly. If one of these days falls on or before a regular collection day, garbage is collected one day after the regular collection day. Table S-3: Existing & Proposed Service Providers within SOI Existing Agency Providing Agency to Provide Service Services for SOI Areas Services for SOI Areas General Government (including City of Solvang / Governing Board, Counsel, Assessor, County of Santa Barbara County of Santa Barbara Finance and General Administration) Santa Ynez Water Conservation Water Service District Improvement District #1, City of Solvang or individual responsibility Wastewater collection, treatment Santa Ynez CSD, or individual City of Solvang and disposal responsibility County of Santa Barbara Public Storm water drainage, flood control City of Solvang Works Roads, Circulation, Street Maintenance County of Santa Barbara City of Solvang Street Lighting Public Transportation County of Santa Barbara City of Solvang Law Enforcement and Fire Protection County Sheriff/ Santa Barbara City of Solvang Services County Fire Department Community Development/Planning County of Santa Barbara City of Solvang and Building Services, Enforcement County of Santa Barbara ‐via Solid Waste contractor or individual City of Solvang responsibility Library County of Santa Barbara & City of City of Solvang Goleta Parks and Recreation County of Santa Barbara City of Solvang 456 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: S. CITY OF SOLVANG Solid Waste Services A private vendor, Waste Management/Health Sanitation Services, collects solid waste under a franchise agreement with the City. Participation in garbage collection is mandatory citywide and rates are based on volume as part of a comprehensive effort to comply with current state law for waste reduction. The transport of any Organic Waste is delivered to the County of Santa Barbara ReSource Center/Tajiguas Landfill. Mosquito Vector Control Services The City is responsible for implementing programs that deal with mosquito abatement and other pests internally. A search under the City of Solvang website for mosquito or vector control did not result in finding a current program. School Services School services are provided by the Solvang School District. The district has one elementary school and one middle school. Santa Ynez Valley Union High School serves grades 9‐12 including students that live within the City of Solvang. The following is a list of the schools that serve students in the area. Schools Location Location 01. Solvang School K‐8 565 Atterdag Rd., Solvang, CA 93463 Santa Ynez Valley Union 02. 2975 CA‐246 Santa Ynez, CA 93460 High School Broadband Services Some results from the Regional Broadband Strategic Plan for the Santa Barbara County Region include the following regarding the community profile for Solvang: The City of Solvang is on track toward achieving Broadband for All. While current internet service does not meet the speeds targeted by the initiative for all community members, City staff and elected officials have shown their commitment to and consideration of necessary policy changes to continue to move towards Broadband for All, including the expansion of community Wi‐Fi. Medical care is available in Buellton and Solvang, connected directly through Route 246. LAFCO of Santa Barbara County 457 CHAPTER THREE: S. CITY OF SOLVANG Professional, Scientific, and Technical Services is a major industry of hundreds of entrepreneurs that provide technical expertise as small business owners. The Health Care and Social Services Industry in Solvang includes a local branch of Cottage Hospital that provides medical and emergency services, an urgent care center, several senior living facilities, and offices for the social service non‐profit People Helping People. Based on all available data, broadband availability in Solvang is high. The map displayed below was created using the public CPUC information available via the GIS Map Data. Table 1 for CPUC served/unserved definitions). It shows most of the City of Solvang in green, indicating access to 25/3 Mbps Service. In terms of ISP presence, Comcast and Frontier are the major broadband providers serving the community. Although there is a high broadband availability, Solvang community reports indicate that the cost to access the internet is prohibitive. The graphics, on the next page, details the distribution of the received internet speed according to the data collected from the speed tests in the City of Solvang. 458 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: S. CITY OF SOLVANG The number of tests taken for download and upload measurements was low but was adequate for data analysis purposes, with 25 submissions from 18 unique fixed locations. While crowdsource participation was low, the speed test captured data that met the prior CBAP minimum standard of 25/3 Mbps; however, the service average is below the future minimum standard of 100/100 Mbps. On average, residents report satisfaction with their level of service. DEVELOPMENT IMPACT FEES Government Code Section 66000 is intended to hold agencies to a higher level of accountability whenever charges are established, increased, or imposed and whenever updates or reviews are performed. Section 66000 requires ordinances to include language that commits the local agency to establish reasonable development charges and, if those charges are found not to be reasonable, to refund the difference. The City levies a series of development impact fees for new development to address many differing needs. All these fees are based on Government Code Section 66000 et seq., which requires the agency setting fees to (i) identify the purpose of the fee, (ii) identify the use to which the fees will be put, (iii) determine the reasonable relationship (or “nexus”) between the type of development charged the fee, the amount of the fee and its use, and (iv) determine the reasonable relationship between the need for the public facility or improvement and the project upon which the fee is imposed. Fees collected by the City include: HCA Park impact, road and circulation fees, water, sewer, and stormwater collection fees. LAFCO of Santa Barbara County 459 CHAPTER THREE: S. CITY OF SOLVANG City of Solvang Incorporation, Revenues, Attributes, Types of Service, and Resources Attributes City Limits (est. square miles) 2.45 Population (2025 estimated) 5,755 Assessed Valuation (FY 23‐24: Includes City only) $1,542,781,005 TBD Number of Cell Towers/Antennas, 2 Schools Regular Financial Audits Every Year Average Annual Revenue Per Capita (FY 23‐24) $4,653 Average Portion of County 1% Property Tax Received 6¢/$1 Ending General Fund Balance (June 2024) $13,229,896 Change in General Fund Balance (from June 2018 to June 2023) 9.5% Total Fund Balance/Annual Revenue Total (FY 22‐23) 64.7% 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. Types of Services Broadband X Solid Waste X Vector Control X Cemetery ‐ Healthcare ‐ Other X Staffing Experience/Tenure (average) Years in Industry Year w/ City City Manager (solid waste contracts) n/a n/a 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 460 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: S. CITY OF SOLVANG and water services, meaning that charges for services are intended to pay for the costs of providing such services. City Revenues 2022-2023 2023-2024 Amount % of Total Amount % of Total Property tax $1,754,910 7.2% $1,821,765 7.2% Sales & use tax $2,517,643 10.3% $4,405,802 10.3% TOT tax $6,311,438 25.7% $6,816,288 25.7% Other taxes $858,338 3.5% $769,955 3.5% Charges for services $8,682,796 35.4% $9,177,147 35.4% Grants & contributions $3,761,303 15.3% $2,605,501 15.3% Interest $353,762 1.4% $1,144,489 1.4% Miscellaneous $280,700 1.2% $37,612 1.2% Revenue total $24,520,890 100.0% $26,778,559 100.0% Fiscal Indicators Select fiscal indicators are shown graphically below. Over the past three fiscal years, the City’s expenditures remain steady in comparison to its revenues. The increase in expenditures was primarily due to public safety, public works, and community culture. 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 30 25 20 15 10 5 0 2021-22 2022-23 2023-24 Revenue Expenditure Reserve LAFCO of Santa Barbara County 461 snoilliM ni tnuomA CHAPTER THREE: S. CITY OF SOLVANG CITY OF SOLVANG Property Tax & Franchise Fees This indicator addresses the extent to which governmental and business type funds covered expenses. Property Tax and 2 general fund are the primary funding source for broadband and Franchise fees for solid waste services. Represented below a Property Tax 1.5 ratio of one or higher indicates that the service is self‐ supporting. 1 0.5 Franchise 0 2019-20 2020-21 2021-22 2022-23 2023-24 A Service Obligation ratio of one or more indicates if revenues were sufficient to Service Obligation pay for operations. It is calculated by operating revenues divided by operating expenditures 1.5 Fiscal Year Operating Operating Revenues Expenditures Ratio 1 2019 $ 16,767,732 $ 17,626,275 0.9 2020 $ 18,562,782 $ 18,893,036 0.9 2021 $ 18,074,021 $ 17,116,531 1.0 0.5 2022 $ 22,229,674 $ 18,272,611 1.2 2023 $ 24,520,910 $ 18,101,224 1.3 0 2024 $ 26,778,559 $ 20,928,066 1.2 2019 2020 2021 2022 2023 2024 Post-Employment Liabilities The two charts below identify the funding status and asset coverage of the pension and OPEB plans. Pension 2021 2022 2023 2024 Trend Funded ratio (plan assets as a % of plan liabilities) 75% 88% 76% 76% Net liability, pension (plan liabilities ‐ plan assets) $ 4,695,870 $ 2,596,064 $ 5,603,171 $ 6,051,532 Other Post‐Employment Benefits (OPEB) Funded ratio (plan assets as a % of plan liabilities) 47% 2024 year of OPEB reporting Net liability, OPEB (plan liabilities ‐ plan assets) $ 2,301,248 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. 462 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Coverage of Net Post‐Employment Liabilities 50 0.3 40 0.25 0.2 30 0.15 20 0.1 10 0.05 0 0 2019 2020 2021 2022 2023 2024 2019 2020 2021 2022 2023 2024 Agency Assets (other than capital) $30,438,561 $29,192,643 $31,164,418 $32,005,818 $35,843,401 $42,893,846 Net Liabilities (pension & OPEB) $6,598,751 $7,040873 $7,037,067 $5,037,135 $7,896,303 $8,352,780 tnuomA CHAPTER THREE: S. 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, 2024, the City reported a net pension liability for its proportionate share of the net pension liability of $6,051,532. The CalPERS provides service retirement and disability benefits, annual cost of living adjustments and death benefits to plan members who must be public employees and beneficiaries. Benefits are based on years of credited service, equal to one year of full‐time employment. Members with five years of total service are eligible to retire at age 55 with statutorily reduced benefits. All members are eligible for nonduty disability benefits after 10 years of service. The death benefit is one of the following: the Basic Death Benefit, the 1957 Survivor Benefit, or the Optional Settlement 2W Death Benefit. The cost‐of‐living adjustments for each plan are applied as specified by the Public Employee’ s Retirement Law. The Plan consists of individual rate plans (benefit tiers) within a safety risk pool (police and fire) and a miscellaneous risk pool (all other.) 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, 2024, the following employees were covered by the benefit terms: ‐ Retired employees – 26 ‐ Active employees – 28 Solid Waste Funding The City’s budget includes Solid Waste Program along with a franchise agreement for Waste Management to provide all services. In consideration of the exclusive right to provide services in accordance with the Contract, Contractor shall pay City a franchise fee equal to six percent (6%) of Contractor's gross receipts. 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. The LAFCO of Santa Barbara County 463 CHAPTER THREE: S. CITY OF SOLVANG adopted Capital Improvement Program for FYs 2025‐26 is aligned with City Council Goals. Projects include improvements to City parks, replace and install facility generators, parking lot and road repairs and maintenance, water and wastewater facilities upgrades and maintenance in excess of $107,000 over the next two years. 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 $4.8 million of maintenance, upgrades, and studies for FY25‐26, and ~$17.2 million in FY 26‐27 which includes ten (10) high priority capital projects. Projects Budgeted or Estimated 2025 to 2026  Wastewater Treatment Plant Upgrade - $2,000,000  Alamo Pintado Road Rehabilitation ‐ $3,600,000 Projects Budgeted or Estimated 2026 to 2027  Wastewater Treatment Plant Upgrade ‐ $8,000,000  Veterans Memorial Hall Emergency Generator ‐ $250,000  Fredensborg Canyon Multipurpose Trail ‐ $3,009,000  Park Host Mobile Home Replacement ‐ $350,000  Restroom 2 Upgrade ‐ $250,000  Pond Dredging ‐ $400,000  Sewer line Replacement ‐ $ 800,000  Alisal Lift Station Upgrade ‐ $230,000  Mission and Fifth Intersection Improvement ‐ $250,000  Slurry Seal ‐ $1,300,000 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. 464 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: S. CITY OF SOLVANG Under insurance arrangements, the City is self‐ insured for $10,000,000 per Occurrence for workers’ compensation claim, $25,000 for each general liability claim, and $ 10,000 per property damage claim. This liability was fully funded and paid in 2024, and there were no pending claims at the end of the fiscal year. Opportunities for Shared Facilities The City already shares its Wastewater Treatment Plant with the Santa Ynez Community Services District treatment and disposal of sewage effluent and the police station with County Sheriff. The City of Solvang and the City of Buellton have an MOU for shared recreation services/events. The City is also considering adding Los Olivos CSD to the shared facilities for wastewater collection, treatment, and disposal. Over the years it was recommended the City consideration of shared wastewater facilities and service with other nearby communities including Ballard and Los Olivos. The potential of adding Los Olivos as a customer is currently being studied. 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, four elected by‐districts, governs the City of Solvang. Every two years, the citizens elect a Mayor at‐large 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. Districts 3 & 4 held elections in 2022 and District 1 & 2 were added in 2024. 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 contracted City Attorney to represent and advise the City Council on legal matters, and a five‐member Planning Commission. The City employs approximately 40 full‐time employees 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 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. LAFCO of Santa Barbara County 465 CHAPTER THREE: S. CITY OF SOLVANG City of Solvang | Current Governing Council Roster Member Position Background Years on Council David Brown Mayor Business/Finance 2.5 Mark Infanti Councilmember, District 1 Retired Consultant 4.5 Claudia Orona Mayor Pro Tem, District 2 Local Business 4.5 Operator Elizabeth Orona Councilmember 4 Technology Sales 2.5 Louise Smith Councilmember, District 3 Business Owner 5 months Website Transparency The table, below and 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. City of Solvang Website Checklist website accessed 7/25/25 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 X §54954.2 homepage and is accessible through a prominent, 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? 466 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: S. 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 https://Cityofsolvang.com for the required checklist items. Survey Results The table below includes a list of questions asked of area residents to assess if satisfactory healthcare, mosquito vector control, cemetery, housing mediation, broadband, school, solid waste, and harbor 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 ‐ ‐ ‐ Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 2. Overall, are adequate staffing and equipment ‐ ‐ ‐ provided with the level of Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste services? 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 were knowledgeable, answer ‐ ‐ ‐ questions, and were informative? No responses were provided by the public related to City of Solvang at this time. LAFCO of Santa Barbara County 467 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 468 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE 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, General Managers, 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 2004-2012 Municipal Service Reviews were reviewed to provide background information. Population estimates for the agencies were calculated from 2020 U. S. Census data, and/or SBCAG Regional Forecast Model, or 2025 Department of Finance Table E5 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. Miscellaneous Related Service Providers In Santa Barbara County, healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services are provided by a network of local agencies. Following is a summary of the major components of this network: CITIES All Cities (Buellton, Carpinteria, Goleta, Guadalupe, Lompoc, Santa Barbara, Santa Maria, and Solvang) provides and manages solid waste, and in some cases are striving to increase access to broadband services within incorporated areas, though the range and diversity of services and facilities vary between communities. Larger cities (i.e., Santa Barbara, Lompoc, Santa Maria) provide housing mediation, harbor/waterfront services. In case of Lompoc, they also provide electrical service. These services are designed to meet the needs of residents and surrounding communities. Smaller cities (e.g., Guadalupe, Solvang, Carpinteria) provide solid waste services but often rely on franchise agreements and cooperation from County. Below is a resource location of each facility. Information about each City’s capabilities is provided solid waste and broadband, including housing mediation and water front setting, staffing, fee collection, and key actions related to these services are provided in profile chapter. LAFCO of Santa Barbara County 469 APPENDIX The boundaries of each City can be seen in Map ES-1 (page 2). Review of other services provided by Santa Barbara County’s Cities can be found in other municipal service review reports. The Spheres of Influence of Cities were updated in 2016 and will be re-considered following this municipal service reviews. SPECIAL DISTRICTS Four Special Districts provide various services related to healthcare, mosquito vector control, housing mediation services within the County. These include: one municipal improvement district, one healthcare district, one mosquito and vector control district, and one community services districts. These districts are the subject of this report. Their boundaries are shown on Map ES-1 (page 2). Because this municipal service review covers various unrelated services often titled “Miscellaneous MSR” the focus of the particular service is limited to services related to the special district authorized powers. PUBLIC CEMETERIES The public cemeteries in Santa Barbara County include seven cemetery districts. The boundaries of these cemeteries are included in Map ES-2 (page 17). While much of the County is within a cemetery district, some areas are not. Areas not within a cemetery district include the City of Santa Barbara and Montecito between the Carpinteria and Goleta Cemetery Districts, Sisquoc and areas east of the City of Santa Maria, the Gaviota coastline between the Goleta and Lompoc Cemetery Districts and most of the Los Padres National Forest. 470 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE APPENDIX Public Cemetery Districts are single purpose special districts appointed by the county Board of Supervisors and governed under California’s Health and Safety Code. Under the California Health and Safety Code Sections 9000-9093, Cemetery Districts are legally authorized to provide standard cemetery functions, including land acquisition, cemetery maintenance, interment/disinterment services and grounds keeping. In private religious and fraternal cemeteries, the costs of these services are reflected entirely in the prices of grave spaces, burial fees, and charges against endowment funds. Public Cemetery Districts finance these services through property taxes, fees for services (the sale of burial plots, charges for openings and removals, and setting of markers). Appendix Table 1 Public Cemetery Districts of Santa Barbara County Cemetery Service Area/ Population Interments % Annual Endowment District SOI Acreage served Per Year Capacity Budget ($) Fund ($) Carpinteria 105,104/ 18,845 80 60% $625,000 $518,000 Cemetery 0 Goleta 63,456/ 101,500 100 80% $1,423,000 $1,583,000 Cemetery 0 Guadalupe 26,221/ 8,851 40-50 90% $309,783 $17,914 Cemetery 0 Lompoc 243,264/ 58,094 250 30% $1,049,785 $1,126,823 Cemetery 0 Los Alamos 101,364/ 1,554 0-2 50% $40,000 $69,000 Cemetery 0 Oak Hill 472,183/ 22,435 0-2 30% $600,000 $654,559 Cemetery 0 Santa Maria 86,478/ 141,307 450 45% $2,744,083 $3,033,760 Cemetery 0 In addition, a descendent not otherwise eligible may be interred in a district cemetery if private facilities are not available within a radius of 15 miles of the descendant’s residence. Plots acquired by veterans’ associations may be used for the burial of any of their members, whether or not such member is a district resident. Also, the County may have buried in a district any indigent, if the district’s trustees determine there is more space available then necessary to meet foreseeable needs of the district. Most Districts allow residents from outside its service area to be interned within its cemetery. Some Districts have policies and fees for outside users of the cemetery. . LAFCO of Santa Barbara County 471 APPENDIX 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 provided. MOSQUITO & VECTOR CONTROL The purpose of vector control service providers is to protect the public health through management and eradication of animals that can carry and transmit diseases affecting humans. Services provided include methods to limit or eradicate the vectors of vector borne diseases. Vector control is essential for the public health by preventing the spread of diseases. Services provided may include monitoring, testing, abatement, control, and public education. Monitoring for mosquitoes and other vectors may include the regular trapping and testing of animals that may carry diseases to which humans are susceptible. Typical diseases that are monitored in Santa Barbara County include West Nile Virus, Plague, Encephalitis, Lyme Disease, and Hantavirus. Animals that typically carry these diseases include mosquitoes, birds, ticks, and rodents. The service providers may also control other animals that do not carry diseases, but are either a danger to the public or considered a nuisance, including Africanized honey bees, red imported fire ants, eye gnats, midges, and squirrels. Testing of animals for diseases can be carried out by the service provider, or be sent to another agency's laboratory for testing. The testing capabilities of each service provider depends on the level of funding, equipment, facilities, and expertise available. Abatement services are a preventative measure to limit the spread or development of animals that may carry diseases. This typically involves the alteration of the physical environment, use of natural predators, and chemical controls to limit reproduction. Control services are a reactive measure to eradicate animals after they have been produced or established. This usually involves chemical controls, such as the application of pesticides. Public education services are intended to inform the public of potential vector issues that may be a danger to their health. Public outreach efforts to increase awareness may involve presentations, informational pamphlets, signage, media broadcasts media reports, and service visits. Other non- vector control services that may be provided includes the control and abatement of animals that may be a public nuisance or a danger to the public. Dangerous animals that can be managed by vector control technicians currently include the Africanized honey bees due to their aggressive behavior and the red imported fire ants due to their ferocious sting. Midges and eye gnats are very small flies that are considered a pest due to their public nuisance. Midges and flies can be managed by vector control technicians. 472 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE APPENDIX HEALTHCARE SERVICES Healthcare Special Districts generally provide several types of medical and related services, including owning and/or operating hospitals, medical clinics, outpatient facilities, emergency services, and other related services that are authorized under federal regulations and the state Health & Safety Code section 32000-32492. Services specifically authorized to be provided are generally identified at the formation of the Healthcare District and as authorized under the statute. Below is a summary of volume comparisons between 2024 and 2023: • Acute patient days were 9,279 compared to 8,981 in the prior year. • Patient/resident days in the District’s skilled nursing facility were 32,509 compared to 32,490 in the prior • year. The average daily census for the two periods was 88.82 in 2024 and 89.01 in 2023. • Surgery cases for the fiscal year 2024 were 2,098 compared to 1,878 in the prior year. • Emergency department visits were 23,292 in 2024 compared to 23,917 in 2023. • Outpatient visits were 73,592 in 2024 compared to 70,632 in 2023. • Clinic visits were 97,349 in 2024 compared to 96,545 in the prior year. Lompoc Valley Medical Center is located in northern Santa Barbara County. It encompasses a large area, extending from the Pacific Ocean almost to Buellton, and includes the Lompoc Valley, surrounding hills and a portion of the Vandenberg Space Force Base. The District's facilities, the Lompoc Valley Medical Center, Lompoc Valley Medical Center – Comprehensive Care Center, Lompoc Valley Medical Center – Sleep Disorder Center, Lompoc Health – Hematology-Oncology, Lompoc Health – Birth H Center, and Lompoc Health – North Third Center, are all located in the City of Lompoc. Waste MANAGEMENT SYSTEMS In Santa Barbara County the future may lie in artificial intelligence (AI) being used to accelerate safety and efficiency in waste and recycling collections. The challenge will be staying current with the evolving technology. Across the industry, cameras, driver monitoring systems and advanced driver assistance systems are being implemented to improve safety during collection. Utilizing real-time data to analyze waste flow, predict generation trends, and improve operational efficiency, sorting systems and advanced robotics can further optimize recycling rates by reducing the need for manual labor and increasing material recovery in recycling facilities. The necessity to leverage strong collaboration among governmental agencies, technology providers, and the LAFCO of Santa Barbara County 473 APPENDIX public will be critical to advance in these systems. A multi-party memorandum of understanding (MOU) has been established among regional agencies to explore a cooperative approach for a new regional biosolids facility. This would reduce disposal costs and lower greenhouse gas emissions. CONSOLIDATION OPPORTUNITIES Consolidation means the uniting or joining of two or more districts into a single new successor district. A consolidation proposal could be initiated by the Board of Supervisors, LAFCO, registered voters, landowners, or the special districts. Provisions of Cortese-Knox-Hertzberg Local Government Act of 2000, which governs changes in local government, also provide for a streamlined consolidation process if the boards of both districts find that consolidation is in the best interest of residents and adopt similar resolutions of application for consolidation. Pursuant to Government Code Section 56853, if the Board of Directors of each District proposing Reorganization adopted substantially similar resolutions of application for proceedings the Commission would not have the discretion to amend, modify, or deny the proposal. Government Code Section 56853 provides the following: “If a majority of the members of each of the legislative bodies of two or more local agencies adopt substantially similar resolutions of application making proposals either for the consolidation of districts or for the reorganization of all or any part of the districts into a single local agency, the commission shall approve, or conditionally approve, the proposal. The commission shall order the consolidation or reorganization without an election, except as otherwise provided in subdivision (b) of Section 57081.” If a proposal is initiated by any group or agency, except LAFCO1 it would be subject to a LAFCO hearing and if approved by LAFCO, a protest process in which 25% of the registered voters or landowners within either of the districts would trigger an election. Typically, with regard to operating revenues, a consolidated district would inherit the property tax shares and other revenues of the predecessor district. Under a LAFCO initiation, two studies will generally be conducted prior to a LAFCO consideration. Initially, a Sphere of Influence or a Special Study will be conducted in accordance with State Law (§56425, & §56378). Based on the conclusions of the first study will determine whether to conduct a Reorganization Study to comprehensively investigate proposed changes of organization. Within 60-days of the adopted Commission Resolution the affected agency may submit a substantially similar resolution for which LAFCO will process the proposal in accordance with policy and procedures and take no further action on the Reorganization Study. 1 LAFCO initiated proposals require an election if 25% of the registered voters or landowners within either district submit written protest and if there is an election, majority voter approval would be required by voters in both district boundaries. 474 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE APPENDIX Prior to approving the proposal, the Commission must determine that the public service costs are likely to be less than or substantially similar to, the cost of alternative means of providing the service (§56881(b)(1)), and find that the change of organization promotes public access and accountability for community service needs and financial resources (§56881(b)(2)). While consolidations lessen local representation, they do not decrease the accountability and responsibility of representative governance. A consolidation requires board members to represent a greater number of residents. The new board must act in a responsible manner representing the new service territory with differing degrees of service issues, with a greater number of constituents. D. Relationship to Prior and Future Municipal Service Reviews This report updates previous healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services reviews. The reviews were included in the following documents: Lompoc Healthcare District MSR (February 2005). Santa Barbara Coastal Vector Control District MSR (February 2005). City of Goleta MSR (September 2005). EMID MSR (September 2005). Eastern South Coast Area MSR (November 2005): City of Carpinteria and City of Santa Barbara, and Santa Barbara Coastal Vector Control. City of Carpinteria MSR (November 2005). City of Santa Barbara MSR (November 2005). Santa Barbara Goleta Valley Area MSR (September 2005): EMID, City of Goleta, City of Santa Barbara. Lompoc Area MSR (February 2005): City of Lompoc, Lompoc Healthcare District. City of Santa Maria MSR (February 2006). City of Buellton MSR (April 2006). City of Solvang MSR (April 2006). Santa Ynez Valley MSR (April 2006): City of Buellton and City of Solvang. Cemetery Districts MSR (October 2006). Public Safety MSR (December 2021): Isla Vista CSD, City of Buellton, City of Carpinteria, City of Goleta, City of Guadalupe, City of Lompoc, City of Santa Barbara, City of Santa Maria, and City of Solvang. Water & Wastewater MSR (May 2023): Los Alamos CSD, EMID, City of Buellton, City of Carpinteria, City of Goleta, City of Guadalupe, City of Lompoc, City of Santa Barbara, City of Santa Maria, and City of Solvang Transportation MSR (Jan 2024): Isla Vista CSD, CSA 3, CSA 11, City of Buellton, City of Carpinteria, City of Goleta, City of Guadalupe, City of Lompoc, City of Santa Barbara, City of Santa Maria, and City of Solvang Recreation and Parks MSR (December 2024): Isla Vista CSD, EMID, City of Buellton, City of Carpinteria, City of Goleta, City of LAFCO of Santa Barbara County 475 APPENDIX Guadalupe, City of Lompoc, City of Santa Barbara, City of Santa Maria, and City of Solvang Miscellaneous MSR (December 2025): Cemetery Districts, Isla Vista CSD, EMID, Santa Barbara County Mosquito & Vector Control District, Lompoc Healthcare District, City of Buellton, City of Carpinteria, City of Goleta, City of Guadalupe, City of Lompoc, City of Santa Barbara, City of Santa Maria, and City of Solvang While the current report addresses the healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services provided 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 action encompassing all of the services provided by these multi-service agencies. Spheres of Influence will be updated for the remaining agencies that are reviewed in all previous five MSR’s. For each Cities, their Sphere of Influence will be updated at the completion of all service reviews. 476 ADOPTED 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE LAFCO 25-12 RESOLUTION OF THE SANTA BARBARA COUNTY LOCAL AGENCY FORMATION COMMISSION MAKING DETERMINATIONS AND APPROVING THE 2025 COUNTYWIDE MUNICIPAL SERVICE REVIEW AND SPHERES OF INFLUENCE FOR HEALTHCARE, VECTOR CONTROL, MUNICIPAL IMPROVEMENT, HARBOR, CEMETERY AND OTHER SERVICES AGENCIES WHEREAS, pursuant to Government Code Section 56425, 56427, and 56430, and the Commission’s duly adopted Policies for Spheres of Influence determinations, the Commission has initiated and conducted the 2025 Countywide Healthcare, Vector Control, Municipal Improvement, Harbor, Cemetery and Other Services and Sphere of Influence Review for 19 agencies: Carpinteria Cemetery District, Goleta Cemetery District, Guadalupe Cemetery District, Lompoc Cemetery District, Los Alamos Cemetery District, Oak Hill Cemetery District, Santa Maria Cemetery District, Embarcadero Municipal Improvement District, Lompoc Healthcare District, Santa Barbara Mosquito & Vector Control District, Isla Vista Community Services District, City of Buellton, City of Carpinteria, City of Goleta, City of Guadalupe, City of Lompoc, City of Santa Barbara, City of Santa Maria, and City of Solvang (“service providers”). WHEREAS, the Commission is required to review and update, as necessary, adopted spheres of influence not less than every five years, and WHEREAS, the Commission is directed to conduct a review of municipal services not later than the time it considers an action to establish or update a sphere of influence, and WHEREAS, the Executive Officer has given the notices required by law and forwarded copies of his report to officers, persons and service providers as prescribed by law; and WHEREAS, the public hearing for this matter was conducted at 1:00 p.m. on December 11, 2025; and WHEREAS, at said hearing, this Commission heard and received all oral and written protests, objections, and evidence which were made, presented or filed, and all person’s present were given the opportunity to hear and be heard in respect to any matter relating to said Sphere of Influence Update and Municipal Service Review for the Healthcare, Vector Control, Municipal Improvement, Harbor, Cemetery and Other Services Agencies; and NOW, THEREFORE, BE IT RESOLVED DETERMINED AND ORDERED by the Commission as follows: (1) Finds this 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 Exhibit A Exhibit B Exhibit C Exhibit D Exhibit E Exhibit F Exhibit G Exhibit H Exhibit I Exhibit J Exhibit K Exhibit L CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS A. Scope This Chapter contains the recommended Municipal Services determinations for healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services provided by 19 Special Districts and Cities in Santa Barbara County. These agencies are seven Cemetery District, one Municipal Improvement District, one Healthcare District, one Mosquito and Vector Control District, one Community Services District (CSD), along with all 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 at the conclusion of 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 19 agencies providing healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste 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 Exhibit L 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 19 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 19 agencies are provided in Chapter Three. D. Determinations 1. GROWTH AND POPULATION PROJECTIONS FOR THE AFFECTED AREA REGIONAL The preparation of this study was produced using the 2020 Census, Department of Finance, SBCAG Regional Forecast as the most recent available data. The 19 local agencies currently serve an estimated Countywide resident population of 447,132+. This population estimate represents close to a four percent overall increase or 0.37% annually over the last 10 years. Santa Barbara County is predominately city-centered with slightly more than 68.5% of the current resident population residing in one of the eight incorporated Cities. Nearly 57 percent of all City residents reside in North County. County of Santa Barbara Housing Element (2023-2031) identifies an estimated growth rate of 4.0 percent along South Coast and 9.5 percent countywide. The population in these County areas will continue to grow, causing an increasing demand for services. (The relationship between projected growth and service area boundaries is discussed individually in each of the MSR sections.) The Santa Barbara County Association of Governments (SBCAG) lead a partnership of the Broadband Alliance of Santa Barbara County. The Regional Broadband Strategic Plan for the 2 DRAFT 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE Exhibit L CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS Santa Barbara County Region include all eight cities and unincorporated areas of the county. Population, demographic and growth statistics were provided in the Regional Broadband Strategic Plan. Most of the County’s 2.4 million acres (3,789 square miles) supports very low population densities outside of the urban communities, including areas such as Channel Islands National Park and offshore waters, Los Padres National Forest, Vandenberg Space Force Base, and extensive areas of rural agricultural land and wilderness. As of 2019, 96 percent of residents live in cities and established communities and approximately 4 percent of residents live in rural areas outside of established communities. The largest unincorporated communities are Orcutt, Eastern Goleta Valley, and Isla Vista, supporting 88,309 residents or 20 percent of the County’s population. Santa Barbara County’s population is projected to increase through 2050 by 13.2 percent, a total increase of approximately 45,875 residents. Forty-eight percent (48.5 percent) is projected to occur in the Santa Maria Valley with an increase of 22,263 residents. Lompoc Valley is projected to grow by 13.3 percent or 7,263 residents, the second highest growth rate in the County. While the South Coast is projected to experience the lowest growth rate, population is projected to increase by 14,129 residents, the second highest total in the County. While all communities within the County are projected to grow, the City of Guadalupe is projected to have the highest population increase of 27.9 percent between 2021 and 2050, followed by the City of Buellton with a 19.9 percent total increase. LAFCO of Santa Barbara County 3 Exhibit L CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS AGENCY SPECIFIC The Department of Finance population estimates Report E-5 for 2025 estimates the population for the City of Carpinteria to be 12,735. Between 2010 and 2022, the population of Carpinteria decreased by 81 people. City of Santa Barbara population is estimated to be 86,451 people. 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). The population of Goleta area includes City of Goleta and Isla Vista CSD. These population figures are estimated at 32,747 and 15,000 people, respectively. Between 2010 and 2020, the population of Goleta increased by 2,802 people. Population growth rates in South Coast are projected to be the lowest in the County between 2021 and 2050, with growth rates decreasing from 2.3 percent to 0.4 percent through 2050. Growth through 2050 would be greatest in the City of Goleta with a total increase in population of 7.2 percent. The City of Carpinteria would grow by 5.7 percent, the lowest total growth in the County. The unincorporated communities would conservatively grow by up to 6 percent, but that growth is not expected to occur uniformly. Collectively, the South Coast is expected to growth by 6.8 percent between 2021 and 2050 to reach approximately 222,659 residents. The population of Mosquito & Vector Management District of Santa Barbara County is approximately 271,803 people largely covering the South Coast. City of Guadalupe has experienced a sizeable percentage increase in estimated resident growth at 17.1 percent; or 1.7 percent per year. Between 2010 and 2022, the population of Guadalupe increased by 1,464 people. The population figures are estimated at 8,851. The City of Santa Maria, has a recent history of projected growth at 7.3 percent; or less than 1 percent per year. Between 2010 and 2025, the population of Santa Maria increase by 11.2% from 99,553 to 112,208. Collectively, the communities in the Santa Maria Valley are expected to growth by 15.2 percent between 2021 and 2050 to reach approximately 169,101 residents in existing communities. Population growth rates in Santa Maria Valley are expected to generally decrease between 2021 and 2050. While the rate of growth will likely taper off through 2050, no reduction in population is anticipated and near-term growth is projected to be substantial between 2021 and 2030 in the City of Santa Maria and the City of Guadalupe. The Lompoc Valley Medical Center has a population of approximately 57,699 people. This includes the communities of Vandenberg Village, Mission Hills, Vandenberg Space Force Base, 4 DRAFT 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE Exhibit L CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS and Mesa Oaks. Between 2010 and 2020, the population of Lompoc valley unincorporated area increased by 811 people. The City of Lompoc’s estimated population has increased by 3,341 people over the same period. This indicates that growth will be slow in unincorporated area. City of Lompoc has experienced a modest percentage increase in estimated resident growth at 3.8 percent; or less than 1 percent per year. Between 2010 and 2020, the population of Lompoc increased by 1,694 people. Lompoc’s population is estimated to be 43,424. Population growth rates in Lompoc Valley are expected to be moderate between 2021 and 2050, with growth rates decreasing from 4.9 percent to 0.5 percent through 2050. This indicates that growth will be stronger through 2030 then taper off through 2050. Growth through 2050 would be greatest in the City of Lompoc with a total increase in population of 14.8 percent. City of Buellton population between 2010 and 2020, has increased by 448 people rising by 8.5% from 4,828 to 4,970. However, the City of Buellton is projected to grow by 19.9 percent to reach 6,525 residents by 2050. The current population for Buellton is estimated at 5, 091 people. City of Solvang has experienced a sizeable percentage increase in estimated resident growth at 7.3 percent; or less than 1 percent per year. Between 2010 and 2020, the population of Solvang increased by 414 people. Solvang’s population is estimated to be 5,755. Growth in Solvang is projected to be relatively low with a total increase of 9.3 percent to reach 6,298 residents by 2050. Each of the Public Cemetery District (Carpinteria, Goleta, Guadalupe, Lompoc, Los Alamos, Oak Hill, and Santa Maria) have a population of approximately 18,845, 101,500, 8,851, 58,094, 1,554, 22,435, and 141,307 people, respectively. Approximately 19,157 people reside in the developed communities of the Santa Ynez Valley. Santa Ynez Valley encompasses the City of Buellton, the City of Solvang, and the four small unincorporated towns of Santa Ynez, Ballard, Los Olivos, and Los Alamos. Population growth rates in Santa Ynez Valley are expected to be generally low between 2021 and 2050, with growth rates decreasing from 4.2 percent to 0.5 percent through 2050 in different communities. Notably, the City of Buellton is anticipated to grow steadily by between 3.8 percent and 4.2 percent through 2040 before growth begins to slow. Other communities would see low growth over the same period. Collectively, the Santa Ynez Valley is expected to growth by 11.3 percent between 2021 and 2050 to reach approximately 21,326 residents. Population growth within each respective cemetery districts will likely follow that of the nearby incorporated city, at the same rate of growth. LAFCO of Santa Barbara County 5 Exhibit L CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS 2. THE LOCATION AND CHARACTERISTICS OF ANY DISADVANTAGED UNINCORPORATED COMMUNITIES (DUC) WITHIN OR CONTIGUOUS TO THE SPHERE OF INFLUENCE. REGIONAL In 2025, the California statewide median household income (MHI) was $118,100, 80 percent of that is $94,480. 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, Guadalupe, Garey, Devon, Tanglewood, Lompoc, portions of Goleta, Santa Maria, Santa Barbara, and Isla Vista were identified as qualifying disadvantaged communities. The boundaries of the Cemetery Districts, Mosquito & Vector Management District, and Lompoc Valley Medical Center service areas and Sphere of Influence cover large portions of the 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 EMID, City of Solvang, City of Buellton, and City of Carpinteria, providing related services in Santa Barbara County. The median household income (MHI) for Goleta was $118,039 in 2025, which does not qualify the community as a disadvantaged community. However, Portions of the City of Goleta’s Sphere of Influence does qualify under the definition of disadvantaged community for the present and probable need for public facilities and services, as part of the larger Census tract including properties in the City of Goleta and County. It was designated as a disadvantaged community by CalEPA and identified in the research using DAC Mapping, CalEnviroScreen, EJScreen, and EnviroAtlas tools. The City of Goleta is an incorporated City, therefore by definition would not qualify as a disadvantaged unincorporated community. The MHI for Guadalupe was $71,048 in 2025, 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 Spheres of Influence is coterminous with the City limits. The MHI for Lompoc was $70,038 in 2025, 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 6 DRAFT 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE Exhibit L CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS greater than its City limits. The MHI for Santa Maria was $77,564 in 2025, which does qualify the community as a disadvantaged community. In most cases, the City of Santa Maria’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 surrounding the central and western side of the City also qualify as a disadvantaged community along with portions of City Census Blocks below the MHI or households below the quality-of-life threshold for income. 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. Some areas west of the airport and southern City of Santa Maria contiguous to the Sphere of Influence such as Tanglewood qualify as a disadvantaged unincorporated community. The MHI for Santa Barbara City was $104,001 in 2025, which does not qualify the community as a disadvantaged community. However, in some cases City of Santa Barbara has a small portion within the East Beach area. The City of Santa Barbara is an incorporated City, therefore by definition would not qualify as a disadvantaged unincorporated community. The City of Santa Barbara’s Sphere of Influence is greater than its City limits. The MHI for Isla Vista was $24,428 in 2025, which qualifies the community as a disadvantaged community. This qualifies Isla Vista CSD, for smaller portions within the community. However, the area is being served by the various Districts for water, wastewater, and fire services. 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 The Santa Barbara County Association of Governments (SBCAG) and its partnerships are continuing their Regional Broadband work by developing a regular relationship with representatives of California Department of Technology (CDT) and monitoring and coordinating the ongoing effort to implement the Statewide Middle Mile network by the end of 2026. Continue coordinating with the Broadband Consortium of the Pacific Coast and other public and private partners to explore funding opportunities for implementing networks to serve our unserved and underserved communities. The Mosquito & Vector Management District of Santa Barbara County’s current boundaries are currently logical and mostly contiguous, with the exception of northern Cities, resulting in an LAFCO of Santa Barbara County 7 Exhibit L CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS efficient provision of vector control services. Property owners and agencies can determine the responsible service provider within the County, with the MVMD providing assistance to all who request services. Reorganization into portions of the northern cities typically results in detachment from the vector district which may not be the most efficient service, since most of these northern cities do not have a robust vector program. AGENCY SPECIFIC Of the seven Cemetery Districts, each of them provides the services they have intended to provide with no significant issues since their establishment. Most of the seven Cemetery Districts do not have any service constraints at this time and are fully capable of providing adequate services to their current District boundaries for the near and long term. The only exception would include Los Alamos Cemetery and Oak Hill Cemetery Districts. Their current revenues are limited. Their ability to support future growth is questionable unless additional revenues are obtained for expansion. The Guadalupe Cemetery District has limited revenue and cemetery space is nearly exhausted. Their ability to support future growth is questionable unless additional land and revenues are obtained for expansion. The LVMC is meeting the level of service delivery the community desires, and the services they provide are highly necessary to address the public health issues of a critical and non-critical nature in the area. The LVMC maintains the financial capacity to address the public services, including infrastructure needs for long-term provision of all services the hospital normally provides at this time. The City of Goleta should consider the following actions: 1. Access (Capacity & Connectivity) a. As per conversations with city staff, develop community Wi-Fi in the Camino/Calle Real corridor that meets 100/100Mbps. b. Lead the conversation exploring partnership opportunities with anchor institutions and neighboring communities in smart city planning and what sort of accessible work would be required for a smart city network. 2. 3. Affordability & Adoption a. Ensure capacity to operate and maintain a 24/7 community Wi-Fi system through grant funding, private partnerships, or both. b. Partner with the Digital Equity Coalition to ensure affordability and adoption for the community is on track to meet 2026 targets. Requirements for Redundancy & Resiliency a. Continue to partner with SBCAG in regional coordination of the Golden State Connect Network and last-mile planning and implementation. b. Consider developing a smart city strategy to draw the link from current and targeted businesses. c. Identify and support catalyst projects that benefit from smart city planning. d. Meet with major providers to discuss public/partnership opportunities and assess whether the installation of city-owned conduit could 8 DRAFT 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE Exhibit L CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS rapidly move Goleta forward in smart city planning. e. Prioritize infrastructure planning and necessary policies to reduce the barrier to fiber infrastructure deployment. Santa Barbara County Broadband Strategy. 4. FINANCIAL ABILITY OF AGENCY TO PROVIDE SERVICES REGIONAL The demands on healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services from agencies vary due to the size and geography of the agency’s boundaries, the area’s employment base, the presence of jobs/housing balance, and other factors. These factors help dictate the amount of money required to provide an adequate level of service. 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 Master Tax Transfer Agreement from 1981 provides for no transfer where territory is annexed to a County Service Area, Sanitation or Sanitary District, Mosquito Abatement District, or the Santa Barbara Metropolitan Transit District. 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 healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services, except for four, have provided LAFCO with the most recent audit as required by State law. The Santa Maria Cemetery District was not able to provide prior audits from 2018 to 2022; however most recent audits were provided. The City of Guadalupe, Isla Vista CSD and City of Santa Maria are in the process of completing their 2024 audit. However, these three agencies did provide financial estimates. 7 Government Code section 26909(a)(2). AGENCY SPECIFIC Of the seven Cemetery Districts, funding for internments and burials services and grounds crew maintenance is provided by annual property tax and charges for services. Each District operates effectively and efficiently as possible with reasonably sized staff to minimize administrative overhead costs. For the most part, sufficient revenues and ability to set charges for services commensurate with costs of services allows most districts to maintain financial stability. The Guadalupe Cemetery District has limited revenue to support future growth unless additional land and revenues are LAFCO of Santa Barbara County 9 Exhibit L CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS obtained for expansion. The Los Alamos Cemetery and Oak Hill Cemetery Districts also have limited revenues. Each Cemetery’s Endowment Permanent Fund is intended to maintain substantial revenues for long term stability in the respective cemetery's longevity. Often the smaller districts have limited endowment funds, as is the case for Guadalupe Cemetery and Los Alamos Cemetery Districts. The MVMD appears to be financially stable, with sufficient funding for services provided. Their funding sources are considered very stable and consistent. The Lompoc Valley Medical Center financial position is considered very stable at this time, with charges for services as their primary funding source for the District. 5. STATUS OF, AND OPPORTUNITIES FOR, SHARED FACILITIES REGIONAL In most cases among the local agencies, due to relative distance between the jurisdictions and other communities, along with the type of services related to healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste service needs and the opportunities for shared facilities are limited. Some jurisdictions have shared service arrangements, which are outlined in each profile chapter in greater detail for each agency in Chapter Three. The cities work together on county-wide plans for integrated waste management and facility siting. Some of the cities, such as Goleta, Santa Barbara, and Solvang, receive an array of services through different programs and facilities, while other communities, such as Buellton, Lompoc and Santa Maria, receive more limited services, since they provide many of their own solid waste management programs. Tajiguas Landfill serves the cities of Buellton, Goleta, Santa Barbara, Solvang. The Cities of Lompoc and Santa Maria own and operate their own landfill sites. AGENCY SPECIFIC The cemeteries within the County of Santa Barbara are separated by subregions and uniquely related to their specific communities. Their primary infrastructure is limited to their cemetery grounds. The sharing of staff resources, bulk purchasing and delivery of supplies could be viable cost savings initiatives to implement. For LVMC there is no foreseeable opportunity for shared facilities as the hospital district is unique 10 DRAFT 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE Exhibit L CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS to the type of services provided, and no other facilities are within any reasonable distance to provide the services in the Lompoc Valley. The MVMD serves the unincorporated County and collectively the South Coast cities receiving funding revenues to operate utilizing administrative staff, management staff, sharing of facilities, support personnel, and equipment as an independent district. The IVCSD shares the 970 Embarcadero del Mar facility with the Santa Barbara Neighborhood Clinic and the UCSB Counseling Program. 6. ACCOUNTABILITY FOR COMMUNITY SERVICE NEEDS, INCLUDING GOVERNMENT STRUCTURE AND OPERATIONAL EFFICIENCIES REGIONAL Santa Barbara County is served by a web of agencies providing healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services. This Municipal Service Review primarily looks at the 19 Agencies – seven Cemetery District, one Municipal Improvement District, one Healthcare District, one Mosquito and Vector Control District, one Community Services District (CSD), along with all eight Cities that provide services. 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 and Special District 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 19 local agencies are managed by committed and responsive public servants dedicated to providing timely public 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. Each of the agencies fully cooperated with the MSR process and responded to all requests for information. The data presented reflects the most accurate information available. LAFCO of Santa Barbara County 11 Exhibit L CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS In seven of the eight Cities the Mayor is elected at-large while the Council Members are elected by Districts (Guadalupe is the only exception). Many of the District have either transitioned to election of members by-district elections by 2024. Lompoc Valley Healthcare District is composed of five members who are publicly elected at-large to four- year terms. The Lompoc Valley Medical Center website acts as the Healthcare District website and provides various types of information related to hospital services and activities, and for LVMC Board and administrative activities. Financial information such as annual budgets and audits was available on the website, however, much of the other criteria required agencies are either missing or difficult to find. Mosquito & Vector Management District of Santa Barbara County is composed of eight members appointed by the Board of Supervisor and/or City Councils to four- year terms. Service needs are being met by MVMD without significant issues. Operational efficiencies are optimized and customer accountability is being maintained at a sufficient level. Cemetery Districts are independent Special Districts appointed by the Santa Barbara County Board of Supervisors. The five County supervisors are elected from geographic districts for four- year terms. Carpinteria Cemetery, Guadalupe Cemetery, Lompoc Cemetery, and Santa Maria Cemetery have five Trustees/Directors, while Goleta Cemetery, Los Alamos Cemetery, and Oak Hill Cemetery have three Trustees/Directors. 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. The Embarcadero Municipal Improvement District has a five-member Board of Directors that are elected at-large to staggered four-year terms. Of the 19 Special Districts and Cities providing healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services, all of them with the exception of two smaller Cemetery Districts (Los Alamos and Oak Hill), 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. 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. 12 DRAFT 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE Exhibit L CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS 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 Los Alamos and Oak Hill Cemetery Districts. 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 affirmations and amendments to the Spheres of Influence of these agencies are consistent with local policies and criteria. No additional review factors were determined under this service review. AGENCY SPECIFIC None at this time LAFCO of Santa Barbara County 13 Exhibit M CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS A. Scope This chapter provides recommended Sphere of Influence determinations for seven Cemetery District, one Municipal Improvement District, one Healthcare District, one Mosquito and Vector Control District, one Community Services District (CSD). The other eight agencies are cities provide multiple types of services that will use all four service reviews to evaluate and make Sphere of Influence determinations. This chapter does not include recommended determinations for the eight Cities (Buellton, Carpinteria, Goleta, Guadalupe, Lompoc, Santa Barbara, Santa Maria, and Solvang). The current report addresses the healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste services provided by these eight Cities. It discusses, but does not update, the Spheres of Influence of these agencies. Sphere updates will be provided together with recent reviews of all of the services provided by the Cities. B. Summary of Recommendations Based on the recommended determinations in this chapter, the Executive Officer recommends that the Commission: 1. Adopting the 2025 Municipal Service Review for all 19 Special Districts and Cities providing Healthcare, Mosquito Vector Control, Cemetery, Housing Mediation, Broadband, School and Solid Waste Services in Santa Barbara County; 2. Affirming the currently adopted Spheres of Influence of the Carpinteria Cemetery District, Goleta Cemetery District, Guadalupe Cemetery District, Lompoc Cemetery District, Los Alamos Cemetery District, Oak Hill Cemetery District, Santa Maria Cemetery District, Embarcadero Municipal Improvement District, Lompoc Healthcare District, Santa Barbara Mosquito & Vector Control District, and Isla Vista Community Services District, as shown on the map on pages 42, 43, 44, 45, 46, 47, 48, 49, 50, 51 & 52. 3. A future study is recommended for the Santa Maria and Oak Hill Cemetery Districts along with consideration of adding eight parcels. Future reorganization should include a study of cleaning any overlapping territory. This is also recommended between Oak Hill and Carpinteria Cemetery, where overlapping services are providers that may affect their boundaries. The Goleta Cemetery and Oak Hill Cemetery also have four parcels overlapping. A study to determine which cemetery district is the appropriate service provider is recommended. Exhibit M 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). 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 eleven Special Districts. The other eight agencies are cities provide multiple types of services that will use all four service reviews to evaluate and make Sphere of Influence determinations. This chapter does not include recommended determinations for the eight Cities (Buellton, Carpinteria, Goleta, Guadalupe, Lompoc, Santa Barbara, Santa Maria, and Solvang). Each of the five recommended determinations applies to all 19 agencies as a group. The Executive Officer has found the Spheres of Influence of the seven Cemetery Districts (Carpinteria Cemetery District, Goleta Cemetery District, Guadalupe Cemetery District, Lompoc Cemetery District, Los Alamos Cemetery District, Oak Hill Cemetery District, Santa Maria Cemetery District), Embarcadero Municipal Improvement District, Lompoc Healthcare District, Santa Barbara Mosquito & Vector Control District, and Isla Vista Community Services District are recommended to maintain their existing Sphere of Influence boundary as 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. D. Determinations 1. THE PRESENT AND PLANNED LAND USES IN THE AREA, INCLUDING AGRICULTURAL AND OPEN-SPACE LANDS The present and planned land uses of the County are guided by the General Plans, Circulation, Safety Elements 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 DRAFT 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE Exhibit M is comprised of diverse natural habitats and residential communities. The eight incorporated Cities comprise slightly more than 68.5% 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. 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 addition 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 Embarcadero Municipal Improvement District, and the Isla Vista Community Service District each cemetery district, Lompoc Valley Medical Center and Mosquito & Vector Control District have a Sphere of Influence that match their district boundaries having no Sphere of Influence beyond service boundaries. The services that Cemetery Districts provide do not affect population growth or decline. The services and facilities provided by these agencies do not affect the rate or location of residential or other types of growth or land use change. However, increases in population may affect the operations of cemetery districts. Those districts’ that may anticipate and increase in population include: Goleta Cemetery District and Santa Maria Cemetery District. The City of Santa Maria is projected to grow by 16.2 percent, significantly increasing demand for all services. Over 30 percent of the City of Santa Maria’s residents are children under 18 who require access to broadband in this day and age. It is estimated growth rate of 4.0 percent along South Coast and 9.5 percent countywide. While the South Coast is projected to experience the lowest growth rate, growth through 2050 would be greatest in the City of Goleta with a total increase in population of 7.2 percent. For the eight Cities; growth rates are estimated to be as follows: • The City of Buellton anticipates growing at a 6.9 percent within the City over the next 8 years. Close to 87% of the parcel acreage is under private ownership with 75% already developed. The undeveloped area consists of 24 vacant parcels that collectively total 19 acres. • The City of Carpinteria’s projected growth rate is about 0.7%. Close to 74% of the parcel acreage is under private ownership with 80% having already been developed. The undeveloped area consists of 44 vacant parcels that collectively total 25 acres with some areas not developable. • 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 with 82% having already been developed. The undeveloped area consists of 82 LAFCO of Santa Barbara County Exhibit M vacant parcels that collectively total 102 acres. • The City of Guadalupe’s projected growth rate is about 1.2%. Close to 90.7% of the parcel acreage is under private ownership with 60% having already been developed. The undeveloped area consists of 49 vacant parcels that collectively total 93 acres. • The City of Lompoc’s projected growth rate is about 0.45%. Close to 25% of the parcel acreage is under private ownership with 72% already been developed. The undeveloped area consists of 107 vacant parcels that collectively total 289 acres. • The City of Santa Barbara’s projected growth rate is about 0.3%. Close to 42% of the parcel acreage is under private ownership with nearly all or 76% having already been developed. The undeveloped area consists of 443 vacant parcels that collectively total 557 acres. • The City of Santa Maria’s projected growth rate is anticipated to decrease over time, with a projected annual growth rate of 0.9% from 2025 to 2040. Close to 42% of the parcel acreage is under private ownership with approximately 74% having already been developed. The undeveloped area consists of 253 vacant parcels that collectively total 179 acres. • The City of Solvang’s projected growth rate is about 3%. Close to 88% of the parcel acreage is under private ownership with 87% having already been developed. The undeveloped area consists of 63 vacant parcels that collectively total 75 acres. • The County’s growth rate, covering the same period, estimates 9.5 percent growth in the surrounding unincorporated areas. In general, Santa Barbara County’s healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste service agencies have adequate Spheres of Influence and boundaries. Fouty-eight percent of residents living within unincorporated Santa Barbara County are within the boundaries of a local agency providing such related services. Current land use and zoning are a mix of urban development and a rural mix, with future land use decisions most likely reflecting a continued balance of urban/suburban development and maintaining the rural nature of the rural areas. The Lompoc Valley Medical Center District is anticipated to provide services to residents within their service boundary. No major land use changes are anticipated to impact the need for services within the Districts’ boundaries. The Spheres of Influence for the District is not recommended for expansion based on the fact that large land use changes that promote development are not envisioned in the County’s General Plan. The City of Lompoc does anticipate some growth. 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. DRAFT 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE Exhibit M 2. THE PRESENT AND PROBABLE NEED FOR PUBLIC FACILITIES AND SERVICES IN THE AREA Within 8 cities, 19 unincorporated communities, and hundreds of acres of rural ranches and agricultural lands, Santa Barbara County residents have diverse characteristics and differing needs. The solid waste, broadband, mosquito and vector control, and healthcare and programs needed in each community is determined in part by population growth, availability to existing services and other demographic factors that can change over time. All of these services are used by countywide residents. Identified under this review Broadband services are in higher need for many. The partnership on broadband is working to improve any gap or priority population areas. 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. The County’s Housing Element was certified by the State identifying significant growth potential also exists around the City of Goleta. 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. For the Guadalupe Cemetery District there is a critical need for expansion of available land for providing sufficient interment sites to support current and future growth. While Los Alamos Cemetery and Oak Hill Cemetery along with Guadalupe Cemetery expansion of services all three districts will require sufficient revenues to support the cost of any existing service let alone expansion. The Lompoc Valley Medical Center District is capable of maintaining service levels to the residents and clients. The SOI is not recommended for expansion and the District intends to provide needed services to the areas within their existing service boundary. The District is expanding facilities when needed, currently six facilities with specialized services are offered with a seventh Lompoc Health-Village Center in progress to be added. The Executive Officer recommends that LAFCO affirm the current adopted Spheres of Influence of the seven Cemetery Districts (Carpinteria Cemetery District, Goleta Cemetery District, Guadalupe Cemetery District, Lompoc Cemetery District, Los Alamos Cemetery District, Oak Hill Cemetery District, Santa Maria Cemetery District), Embarcadero Municipal Improvement District, Lompoc Healthcare District, Santa Barbara Mosquito & Vector Control District, and Isla Vista Community Services District. LAFCO of Santa Barbara County Exhibit M 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 healthcare, mosquito vector control, cemetery, housing mediation, broadband, school and solid waste 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. Because these services are broad in nature and in some cases cover large territories such is the case for the cemetery districts, healthcare district, and mosquito vector control district, these districts have sufficient capacity of current facilities to provide adequate public services. Each public agencies have identified and expand, when necessary, their operations to maintain adequate service over the long-term. Presently, all Cemeteries have capacity to meet the district needs. Overall, the Cemeteries are well maintained with adequate water supplies for irrigation. Determinations about Infrastructure Needs and Deficiencies for each Cemetery District are shown in their respective Profile by the projections of available capacity for future interments. The cemeteries with the less amount of capacity are Guadalupe Cemetery at 90% of capacity, next being Goleta Cemetery at 80% capacity. The present capacities of the facilities are adequate to provide services to the service boundaries of the Districts and Cities. The agencies call for capital improvements and regular maintenance of facilities to maintain adequate service levels. The partnership lead by Santa Barbara County Association of Governments (SBCAG), is continuing its Regional Broadband work to meet the needs of the county. This includes designing broadband infrastructure that results in middle-mile networks and last-mile priorities that interconnect communities and households, to increase capacity, redundancy, and resiliency for disaster preparedness and to encourage industry competition. Advance digital inclusion work efforts to improve access to affordable broadband and the necessary tools and training to connect with the support of the Digital Equity Coalition. Leverage public and project data to identify priorities for infrastructure projects, and several scenarios for organization and execution provide action steps for public and private efforts. Each City is currently able to provide adequate solid waste services. The City of Santa Barbara also provides adequate waterfront/harbor and housing mediation services. The City of Lompoc is the only City to also provide electrical service directly from City. The Isla Vista Community Services District recently started providing rental housing mediation program services by contract. The full extent and adequacy of this program is not fully known. The intent is to provide a range of services such as; Professional mediators to guide productive conversations, Trained legal advisors to support housing-related concerns, Support for various housing matters, helpful templates, Rental Inspection Program, as a free service to all Isla Vista DRAFT 2025 HEALTHCARE, VECTOR, MUNICIPAL & CEMETERY SERVICE REVIEW & SPHERE UPDATE Exhibit M residents fluent in Spanish and additional translations. As outlined in Chapter Three, each of the agencies are documented for revenues and facilities. These agencies maintain fund balances that are available to meet unexpected demands, with the City of Guadalupe, and smaller Cemetery Districts on the leaner range to maintain respective services under review. The Cities and Districts have the financial and organizational resources needed to provide services to those areas. Since no changes to the Sphere of Influence are proposed for all agencies, the current need for services will not change significantly. The Executive Officer proposes no changes to the Sphere of Influence for the eleven agencies therefore 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 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. Each place or area that is served by a District or City has a unique mix of social and economic communities of interest. The agencies provide services to these communities of interest that make up the fabric of the Communities. 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, Guadalupe, Garey, Devon, Tanglewood, Lompoc, portions of Goleta, Santa Maria, Santa Barbara, and Isla Vista were identified as qualifying as disadvantaged communities. As outlined in Chapters One and Three, the local agencies that qualify for disadvantaged are discussed in greater detail. There are no DUCs within or contiguous to the agencies where SOI expansion is recommended. LAFCO of Santa Barbara County