Municipal Service Review and Sphere of Influence Update: Agencies Providing Parks & Recreation, Open Space, Library and Facility Rental Services In Santa Barbara County

LAFCO of Santa Barbara County LOCAL AGENCY FORMATION COMMISSION OF SANTA BARBARA COUNTY Final 2024 Municipal Service Review and Sphere of Influence Update: Agencies Providing Parks & Recreation, Open Space, Library and Facility Rental Services In Santa Barbara County Adopted by the Commission on December 12, 2024 [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 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 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. . . . . . . . . . . . . . . . . . . . . . . . . . 28 4. Financial Ability of Agency to Provide Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 5. Status of, and Opportunities for, Shared Facilities. . . . . . . . . . . . . . . . . . . . . . . . . . 32 6. Accountability for Community Service Needs, including Government Structure and Operational Efficiencies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 7. Any Other Matter Related to Effective or Efficient Service Delivery, as Required by Commission Policy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS 36 A. Scope. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 B. Summary of Recommendations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 C. Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 D. Determinations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 A. The Present and Planned Land Uses in the Area, Including Agricultural and Open-Space Lands. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 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 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49 A. Cachuma Resource Conservation District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 B. Cuyama Valley Recreation & Parks District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73 C. Embarcadero Municipal Improvement District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89 D. Isla Vista Recreation & Park District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105 E. Los Alamos Community Services District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127 F. Isla Vista Community Services District . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143 G. County Service Area 3 (Goleta Valley) . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . 165 H. County Service Area 4 (North Lompoc) . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . 183 I. County Service Area 5 (Orcutt) . . . . . . . . . . .. . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . .. 199 J. County Service Area 11 (Summerland & Carpinteria Area) . . . . . . . . . . . . . . . . . . . . . .. .. 215 K. City of Buellton. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 231 L. City of Carpinteria. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 253 M. City of Goleta. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 277 N. City of Guadalupe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 305 O. City of Lompoc . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 325 P. City of Santa Barbara. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 351 Q. City of Santa Maria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 387 R. City of Solvang . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 419 APPENDIX 441 A. Acknowledgements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 441 B. Trails & Open Spaces. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 441 C. Description and Sources of Data. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 443 D. Relationship to Prior and Future Municipal Service Reviews. . . . . . . . . . . . . . . . . . . . . . 444 ii ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE LIST OF TABLES Table ES-1: Agency List (18 Agencies) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Table ES-2: Area, Population, and Per Capita Ratio (All Agencies) . . . . . . . . . . . . . . . . . . . . . 18 Table ES-3: Annual Revenue, Fund Balance, and Population (All Agencies) . . . . . . . . . . . . . . 19 LIST OF MAPS MAP ES-1: Map of Parks & Open Space Related Agencies. . . . . . . . . . . . . . . . . . . . . . . . . . . 2 MAP ES-2: Map of Countywide Trails, Parks, & Open Spaces . . . . . . . . . . . . . . . . . . . . . . .. 3 Recommended Cachuma Resource Conservation District . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 Recommended Cuyama Valley Recreation & Parks District. . . . . . . . . . . . . . . . . . .. . . . . . . . 44 Recommended Isla Vista Recreation & Park District . . . . . . . . . . . . .. . . . . . . . . . . .. . .. . . . 45 Recommended Los Alamos Community Services District . . . . . . . . . . . . . . . . . . . .. . . . . . 46 Recommended County Service Area 3 (Goleta Valley) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 Recommended County Service Area 4 (North Lompoc) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 Recommended County Service Area 5 (Orcutt). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49 Recommended County Service Area 11 (Summerland & Carpinteria Area) . . . . . . . . . . . . . 50 Cachuma Resource Conservation District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 Cuyama Valley Recreation & Parks District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74 Embarcadero Municipal Improvement District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90 Isla Vista Recreation & Park District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106 Los Alamos Community Services District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128 Isla Vista Community Services District . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144 County Service Area 3 (Goleta Valley) . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . 166 County Service Area 4 (North Lompoc) . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . 184 County Service Area 5 (Orcutt) . . . . . . . . . . .. . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . .. 200 County Service Area 11 (Summerland & Carpinteria Area) . . . . . . . . . . . . . . . . . . . . . .. .. 216 City of Buellton. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 230 City of Carpinteria. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 254 City of Goleta. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 278 City of Guadalupe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 306 City of Lompoc . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 326 City of Santa Barbara. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 352 City of Santa Maria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 388 City of Solvang . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 420 LAFCO of Santa Barbara County iii [This page left blank intentionally.] iv ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE EXECUTIVE SUMMARY INTRODUCTION This report provides information about the services and boundaries of Cities and Special Districts providing parks, recreation, library, and facility rental 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 18 agencies reviewed in this report, one Resource Conservation District, two Recreation and Parks Districts, one Municipal Improvement District, two Community Services Districts (CSD), four County Service Areas, 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 one Resource Conservation District, two Recreation and Parks Districts, one Community Services Districts (CSD), four County Service Areas. The other ten agencies provide multiple types of services still being evaluated; their Spheres of Influence will be updated as part of future municipal service reviews for those 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 parks and recreation related services the majority of the residents in the County receive these types of services. Other City services and boundaries will be reviewed by LAFCO within each of the MSR volumes covering the various services and resources they provide. This report focuses on the role of delivering parks, recreation, library, and facility rental services throughout Santa Barbara County. More than 443,623+ people receive parks, recreation, library, and facility rental services from one of these agencies, including 31.5 percent of all unincorporated residents. Special Districts providing parks, recreation, library, and facility rental services cover 191 square miles, approximately seven percent of the land area of Santa Barbara 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. All 443,623+ County residents benefit from the Santa Barbara County Community Services Department that provides Countywide support for other parks, recreation, beach access, trails, open spaces, and library improvements. As a group, Special Districts and Cities receive approximately $189.1 million a year to provide parks, recreation, library, and facility rental services in Santa Barbara County. Agency comparisons are provided in Table ES-2 (page 18) and Table ES-3 (page 19). The per capita parks ratio 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 18 Agencies 2 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE Countywide Trails, Parks, & Open Space 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 focuses on the 18 agencies (eight Cities, and ten Special Districts) that provide parks, recreation, open space, library, and facility rental 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 18 Special Districts and Cities considered in this Municipal Service Review (MSR) are listed in Table I-1, below: Table ES-1, Agency List AGENCIES PARKS RECREATION OPEN LIBRARY FACILITY MAINT. SPACE RENTAL Special Districts Cachuma RCD Cuyama Valley Recreation and Park District Embarcadero Municipal Improvement District Isla Vista Recreation and Park District Los Alamos Community Services District Isla Vista Community Services District County Service Area 3 (Goleta Valley) County Service Area 4 (North Lompoc) County Service Area 5 (Orcutt) County Service Area 11 (Summerland & Carpinteria) 4 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE EXECUTIVE SUMMARY AGENCIES PARKS RECREATION OPEN LIBRARY FACILITY MAINT. SPACE RENTAL 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 parks, recreation, open space, library, and facility rental services provided by 18 agencies. The agencies include one Resource Conservation District, two Recreation and Parks Districts, one Municipal Improvement District, two Community Services Districts (CSD), four County Service Areas, 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 one Resource Conservation District, two Recreation and Parks Districts, one Municipal Improvement District, two Community Services Districts (CSD), four County Service Areas, 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 Resource Conservation District, two Recreation and Parks Districts one Community Services District, County Service Areas; the recommended action is to simply affirm their existing Spheres of Influence, which are largely coterminous with the exception of County Service Area No.5. The Sphere of Influence additions are outlined in Chapter Two and discussed in each agencies chapter profile. LAFCO of Santa Barbara County 5 EXECUTIVE SUMMARY Boundaries are discussed, but no Sphere updates are provided, for the Embarcadero Municipal Improvement District, Isla Vista Community Service District that provides parks & recreation, facility rental and open space services along with 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 future reviews. Chapter Three contains individual profiles for all 18 agencies that provide parks, recreation, open space, library, and facility rental 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)). Find that Sections 15303 and 15319 of the State CEQA Guidelines are applicable; 2. Adopting the 2024 Municipal Service Review for all 18 Special Districts and Cities providing Parks, Recreation, Open Space, Library, and Facility Rental Services in Santa Barbara County; 3. Affirming the currently adopted Spheres of Influence of the Cachuma Resources Conservation District, Cuyama Valley Recreation and Park District, Isla Vista Recreation and Park District, Los Alamos Community Services District, County Service Area 3, County Service Area 4, County Service Area 5, and County Service Area 11, as shown on the map on pages 43, 44, 45, 46, 47, 48, 49, & 50. 6 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL 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 Cuyama Valley R&P District, EMID, and City of Guadalupe, were not able to provide an audit. LAFCO encourages all agencies to continue to meet their responsibilities for fiscal disclosure. All eighteen agencies surveyed maintained websites which provide basic information on the composition of their board of directors or City Council members and post agendas for upcoming meetings. These agencies are providing the public with needed information. Some agencies also post additional useful information about their operations and finances. The Cuyama Valley Recreation and Park District which is undergoing construction of a website, was difficult to find specific information covering the district. The County Service Areas (CSA 3, 4, 5, & 11), are managed by the County and operates under the Community Services Department and Public Works’s Department which maintains separate websites and provides some useful links to important public information, but all had the least information available. 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, perfor17mance 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 parks, recreation, open space, library, and facility rental services. Map ES-1 (page 2) shows the boundaries of local service providers. The Cachuma Resources Conservation District (CRCD) covers the entire county including unincorporated and incorporated areas for provides technical assistance to landowners and services related to the improvement of land capabilities, conservation of resources, conservation of water through services of the Irrigation Mobile Lab, prevention and control of soil erosion and public education. This large geographic area serves a broader population that lie outside of the County boundary. Map ES-2 (page 3) also shows the location of Countywide parks, trails, protected areas within the entire system. Table ES-2 (page 14) lists the estimated area, population, and per capita ration of parkland for each agency. All six of the Independent Special Districts (Cachuma RCD, Cuyama Valley R&P, EMID, Isla Vista R&P, Los Alamos CSD, & Isla Vista CSD) have a Sphere of Influence that match their district boundaries. Three of the County Service Areas (CSA 3, CSA 4, & CSA 11) also have Spheres of Influence that match their district boundaries. County Service Area 5 has an SOI that’s 3,616-acres beyond the boundary it serves. 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 1 Study Area was evaluated with no recommendation to add it. 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, or designation of a Future Study Area, is necessary or recommended for Cachuma Resources Conservation District, Cuyama Valley Recreation and Park District, Isla Vista Recreation and Park District, Los Alamos Community Services 8 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE EXECUTIVE SUMMARY District, County Service Area 3, County Service Area 4, County Service Area 5, and County Service Area 11. 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. This Study covers approximately 2,737 acres containing lands that are serviced parks, recreation, open space, library, and facility rental services from 18 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 eight (8) agencies. This report primarily discusses the parks, recreation, open space, library, and facility rental services delivered by public agencies. Because the report does not address other services provided by the multi-service districts or Cities, no formal recommendations for Sphere of Influence updates are provided at this time. Sphere updates will be done once all future service review of the services and boundaries of the agencies have been completed. These include the Isla Vista Community Services District and Embarcadero Municipal Improvement District. In addition, eight Cities provide parks, recreation, open space, library, and facility rental services directly or are provided by other agencies, so their Spheres will be updated once future service reviews are completed. 2 Government Code section 56076. 2. Parks & Recreation Cooperation Currently, recreation planning in Santa Barbara County is managed by several recreational service providers with varying levels of service, funding, leadership, and interagency coordination. Given the diversity of recreation providers and assets in Santa Barbara County, comprehensive planning and coordination between agencies can be challenging. Many recreational service providers struggle with the same obstacles of limited funding for recreation planning, maintenance, and development of parks and facilities, as well as improvements to recreation facilities and services. While some communities have relatively recent and well-developed master plans for recreation, others do not have detailed plans for recreation or the plans are outdated. There is also lack of a unified approach on how best to provide or improve regional facilities such as large regional parks, sports complexes, or gyms that typically serve multiple cities and unincorporated communities. The County’s Community Services Department, Parks Division (County Parks Division) is currently leading the Recreation Master Plan process in close coordination with the cities and alternate service providers. The goal of the Recreation Master Plan is to foster interagency LAFCO of Santa Barbara County 9 EXECUTIVE SUMMARY partnerships with a coordinated vision for recreation facilities and services in Santa Barbara County that meets changing needs now and in the future. The Recreation Master Plan will allow for improved coordination and allocation of resources between the wide variety of recreational service providers in the County to help guide provision of improved parks, trails, open space, and recreation services to County residents and visitors. Improved regional coordination provided through a Recreation Master Plan will enhance the potential to combine the resources of service providers and increase efficiency of guided improvements to recreation services. Identification of shared countywide goals for recreation needs and details for key planned parks, trails, recreation improvements will position the County and cities to successfully pursue state and federal grants to fund improvements such as the recently enacted statewide Parks and Water Bond Act of 2018 (Proposition 68) and future potential State Park bonds or other possible local funding opportunities. The cities and special districts, along with private recreational service providers (e.g., youth sports leagues, YMCAs), are central to providing recreational services, particularly for children and seniors, as well as adult fitness and active sports. Most recreation land (37 percent) is designated in the South Coast recreation planning area. Cuyama has the least area designated for recreation (0.2 percent), followed by Santa Maria Valley (5 percent), Santa Ynez Valley (13 percent), and Lompoc Valley (33 percent). In addition, 11 percent of recreation-designated land lies within the Los Padres National Forest, which includes campgrounds, as well as limited areas of Vandenberg Space Force Base. 3. Open Space, Trails, and Easements Cooperation In Santa Barbara County there are over 69,000-acres of conservation easements and private conservation lands, 630,000-acres within the Federal Los Padres National Forest, 95,000- acres in other Federal lands, 102,100-acres in Federal Vandenberg Space Force Base, and 15,000-acres of State Lands that make-up the landscape of Santa Barbara County. There are 11,367 acres of land currently designated for Public or Private Recreation and/or Open Space in the unincorporated areas and generally include land owned by the County, California State Parks, the federal government, and some privately owned land. In addition to natural beauty, recreation, unique topography, cultural resources, ranching, and farming values, Santa Barbara County is home to 1.7 million acres of land, 70 endangered species, 4 distinct ecoregions, and it is located within the California Floristic Province—recognized as one of only 36 biodiversity hotspots on the planet. Open space and trail access is an important part of the quality-of-life Santa Barbaran’s enjoy. The per capita trail access in the County highly favors those on the South Coast. The County 10 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE EXECUTIVE SUMMARY hosts an incredible network of parks and trails that offer recreation and ecosystem service benefits to all who live and play here, but access to these benefits is a challenge for many of the County’s citizens. Trail networks have also run into connectivity challenges with trails crossing private lands: public trails on or near ranch lands can pose disturbances. Trail maintenance costs has also been identified as a challenge. The South Coast offers many open space opportunities within a 5–15-minute drive, but moving north, access becomes more and more limited. In some places, trails exist but accessibility is limited by lack of clear signage and/or poor maintenance (such as the Los Padres access points off of Highway 166). In the last five years, trail access has improved in North County thanks to the efforts of Santa Maria Valley Open Space. The County of Santa Barbara provides the most park and open space acreage of any local agency and the state and federal governments provide expansive lands for outdoor recreation. However, the eight cities in the county each provide more diverse parks and commonly provide robust recreation programs (e.g., sports leagues, fitness classes) to serve residents regionally. Two special districts also provide park facilities and/or recreation programming to meet local needs. County Parks manages 24 day-use parks, 2 camping parks, 45 open spaces, and 12 beach areas for a total of 8,595 acres, plus 90 miles of trails and approximately 4,000,000 square feet of road and parking lot pavement. 4. Library Cooperation In Santa Barbara County, the County contracts annually with five Cities (Santa Maria, Lompoc, Goleta, Carpinteria & Santa Barbara) and their municipal libraries to administer eight branch libraries. Three of the branches are in smaller Cities and receive City and County funding. The remaining five branches are in unincorporated areas and have no other public funding source. The eight branches operate using the Black Gold Cooperative Library System. The sharing of resources between libraries in both San Luis Obispo and Santa Barbara is available through interlibrary loans, although San Luis Obispo County Library and Santa Barbara Public Library no longer participate in sharing resources through Black Gold Cooperative Library System. Library services in the County are provided via the Cities' main libraries and various branch locations as a way to efficiently use existing facilities and prevent the creation of County- operated duplicate establishments. The library service Cities are grouped into five zones as follows: • Zone 1: Santa Barbara. Services provided to the City of Santa Barbara and unincorporated areas located within or in close proximity to Santa Barbara, Montecito, Summerland, and Mission Canyon. LAFCO of Santa Barbara County 11 EXECUTIVE SUMMARY • Zone 2: Lompoc. Services provided to the City of Lompoc and unincorporated areas located within or in close proximity to Lompoc, Vandenberg Village, and Vandenberg Space Force Base. • Zone 3: Santa Maria. Services provided to the cities and unincorporated areas located within or in close proximity to Cuyama, Guadalupe, Los Alamos, Orcutt, and Santa Maria. • Zone 4: Goleta. Services provided to the cities and unincorporated areas located within or in close proximity to Goleta, Solvang, Buellton, Eastern Goleta Valley, Community Service Area 3, Hope Ranch, Isla Vista, Gaviota, Santa Ynez and Los Olivos. • Zone 5: Carpinteria. Services provided to the City of Carpinteria and unincorporated areas located within or in close proximity to Carpinteria and Toro Canyon. Zone 5 was established in 2022. Historically, the Carpinteria Library service area, as delineated by the Santa Barbara Public Library official survey data in the past several years, extended into Summerland. The Population of Summerland was split between Montecito Branch Library and the (then) Carpinteria Branch Library. Then in 2022, Zone 5 was established with a boundary extending to east Toro Canyon and Santa Barbara Public Library kept the entirety of Summerland in their service area. In addition, Zone 5 should have been extended to border Zone 3 as do all the other Santa Barbara County Library zones (see map below). The California Cooperative Library Systems, as established by the California State Library Board in 1964, state that libraries within a cooperative system should be contiguous. With the Zone borders as they are, Zone 5 remains isolated geographically, from the other Zones in Black Gold, now that Santa Barbara Public Library (Zone 1) has withdrawn from Black Gold. We request that Zone 5 borders be reassessed to 1) Have the northern border be contiguous with Zone 3, and 2) that historical service area populations be researched through the California State Library Public Library Services to determine the service are population established historically by Santa Barbara Public Library 12 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE EXECUTIVE SUMMARY The County's contribution to library services for each zone is based on the population of the cities and unincorporated areas within the respective zone as certified January 1st of the prior fiscal year. A Countywide Library Agreement serves as the governance structure. Library service providers participated in the Santa Barbara County Library Ad Hoc Committee that was created by the Board of Supervisors in October 2018 to address persistent budget challenges and funding requests needed to keep libraries open. The purpose of the committee was to outline a path to a sustainable and equitable finance and governance system for county libraries. Members consisted of two County Supervisors, four Library Directors, Friends member, Library Advisory Committee Member, Community Services Department Director. The Committee help establish minimum standards for categorizing different size branches based on population served and proximity to main branches, guiding principles, and cost estimates to meeting standards. The County of Santa Barbara funds every library in the County, including the five City Municipal Libraries (Santa Barbara Main/Eastside, Goleta Valley, Lompoc, Santa Maria, and Carpinteria) and eight County Branches. Approximately $2.9M of the $4.4M in funding goes towards the five City Municipal Libraries or ~66%. The remaining funding goes towards the eight County Branch Libraries (Montecito, Vandenburg Village, Cuyama, Guadalupe, Los Alamos, Orcutt, Buellton and Solvang) or ~34%. There are three County Branch Libraries located within Incorporated City Limits (Guadalupe, Buellton and Solvang); those Cities provide significant funding towards those libraries. LAFCO of Santa Barbara County 13 EXECUTIVE SUMMARY 5. Facility Rentals Cooperation Although it is the opinion of many LAFCO’s including Santa Barbara LAFCO, that governmental services such as facility rental services should be recognized as being desired in a community, and may enhance the standard of living and “attractiveness” of an area, this is neither a mandated services nor, from the LAFCO perspective, would the presence or absence of these “non-essential” services necessarily be the determining factor in a LAFCO future sphere of influence and/or annexation decision. Each of the public agencies maintain various types of rental facilities spaces and in some cases share space with another agency. A listing of rental facilities owned or operated by each agency is outlined in Chapter 3 under the respective agency profile. The largest number of regional shared rental facilities include Community and Senior Centers, Veteran Hall’s, and swimming pools. There are also a number of these rental spaces that include recreational facilities, such as parks, playgrounds, and City Halls, Auditoriums, & indoor buildings/clubhouses. All of these rental spaces are open to the general public. 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. 14 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE EXECUTIVE SUMMARY All local agencies providing parks, recreation, open space, library, and facility rental services have different variations in the amount of revenue received by the agencies. Among the agencies providing these services in Fiscal Year 2022-23, the City of Santa Barbara received $5,548 in revenue for each resident, while County Service Area No. 4 received $5.88 for each of its residents. Cachuma Resource Conversation Districts receives the least for its soil and water conservation efforts at $1.50 per resident. 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. Parks and recreation services are generally covered by property and sales taxes. Libraries are also primarily funded by property taxes along with charges for services. This same funding covers rental facilities. The use of sales tax revenue, special tax measures, and grant funding are used to make necessary improvements and maintain operations for all of these services. The providers vary substantially in size of operations. Comparisons may be drawn by focusing 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 airport, transit, and fee-based parking services planning documents are adopted to keep pace with actual costs. These agencies 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.” The transportation related services are generally not the most financially impacting as result of potential annexations, and/or district detachments. The larger Transit and Airport Districts cover a larger territory that spans a number of jurisdictional boundaries and can maintain adequate funding. Each of the Cities are participates in regional Association of Governments and are allocated their fair share of State and Federal dollars to make local and countywide improvements. In addition to needing adequate revenues, a local agency relies on its fund balance to provide LAFCO of Santa Barbara County 15 EXECUTIVE SUMMARY 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 30), the agencies reviewed in this report have fund balances ranging from 2% of annual budget to 611% 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. Of the 18 agencies providing parks, recreation, open space, library, and facility rental services all except for the Cuyama Valley Recreation and Park District maintain websites listing information about the Board of Directors or City Council Members and postings of upcoming meeting agendas. The District is undergoing construction of a website and currently has limited information available at this time. The County of Santa Barbara includes boundary maps for CSA’s 3, 4, 5, 11, on the Public Works Surveyors website page. Agenda items related to any of these special districts are included in the Board of Supervisors weekly agendas. County Public Works and Community Services Department does maintain their own website and includes archived meeting minutes, board roster, and newsletters. 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. 16 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE EXECUTIVE SUMMARY All but three 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 Cuyama Valley R&P District, EMID, and City of Guadalupe, which have not been completed at time of publication. 5 Government Code section 26909(a)(2). LAFCO of Santa Barbara County 17 EXECUTIVE SUMMARY Table ES-2 AREA, POPULATION AND PER CAPITA RATING FOR AGENCIES PROVIDING PARKS & RECREATION RELATED SERVICES Estimated Area Agencies (Square Miles) Estimated Population (2024) Per Capita Ratio 1 Cachuma RCD 3,034 443,623+ N/A Cuyama Valley RPD 170 680 19.11 EMID 1.87 1,000 18 Isla Vista RPD 0.5 15,500 3.74 Los Alamos CSD 1.0 1,634 0.31 Isla Vista CSD 0.468 15,000 N/A County Service Area 3 (Goleta Valley) 10 31,700 4.67 County Service Area 4 (North Lompoc) 3.04 10,160 N/A County Service Area 5 (Orcutt) 3.75 31,353 2.17 County Service Area 11 (Summerland/Carp) 0.45 1,584 7.7 City of Buellton 1.6 4,970 3.66 City of Carpinteria 2.6 12,744 4.52 City of Goleta 7.85 32,515 16.9 City of Guadalupe 1.31 8,676 2.56 City of Lompoc 11.59 43,610 6.83 City of Santa Barbara 19.49 85,679 20.6 City of Santa Maria 22.81 110,608 18.17 City of Solvang 2.45 5,663 11.50 Data Sources: − Estimated Area: LAFCO district maps and Santa Barbara County GIS System − Estimated Population: 2024 DOF Table E4 Data − Per Capita Ratio: out of 1,000 as provided by the Districts/Cities 1 The Per Capita Ratio, is widely used in parks and recreation services ratio used by National Recreation and Parks Association (NRPA). and many municipalities use it to measure their performance, but there is no universal standard for recreation planning because every community is different. 18 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE EXECUTIVE SUMMARY Table ES-3 ANNUAL REVENUE, FUND BALANCE, AND POPULATION OF DISTRICTS PROVIDING PARKS, RECREATION & LIBRARY 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" ) Cachuma RCD FY 22-23 $667,186 $1,057,711 15.8% 443,623+ $1.50 0.1¢/$1 Cuyama Valley RPD FY 21-22 $135,081 $362,174 82.6% 680 $77 5¢/$1 EMID FY 22-23 $487,918 $1,850,471 379% 1,000 $488 7¢/$1 Isla Vista RPD FY 22-23 $1,857,400 $2,101,076 113.1% 15,500 $120 5¢/$1 Los Alamos CSD FY 22-23 $2,677,048 $8,319,004 578% 1,634 $1,638 4¢/$1 Isla Vista CSD FY 22-23 $1,570,845 $2,051,659 130% 15,000 $104 N/A County Service Area 3 (Goleta FY 22-23 $1,758,633 $1,874,791 106% $55.47 2¢/$1 31,700 Valley) County Service Area 4 (North FY 22-23 $59,828 $335,082 560% $5.88 0.4¢/$1 10,160 Lompoc) County Service Area 5 (Orcutt) FY 22-23 $186,331 $323,655 173.6% 31,353 $5.94 0.4¢/$1 County Service Area 11 FY 22-23 $69,837 $313,257 448% $44 1¢/$1 1,584 (Summerland/Carp) City of Buellton FY 22-23 $16,491,685 $13,768,082 83.4% 4,970 $3,318 15¢/$1 City of Carpinteria FY 22-23 $23,598,521 $16,703,752 71% 12,744 $1,851 9¢/$1 City of Goleta FY 22-23 $60,870,934 $39,532,050 64.9% 32,515 $1,872 5¢/$1 City of Guadalupe FY 22-23 $16,830,891 $485,622 4.5% 8,676 $1,940 13¢/$1 City of Lompoc FY 22-23 $133,781,304 $50,498,921 38.5% 43,610 $3,067 17¢/$1 City of Santa Barbara FY 22-23 $475,407,039 $55,763,264 11.7% 85,679 $5,548 12¢/$1 1 City of Santa Maria FY 22-23 $242,221,012 $66,574,855 27.4% 110,608 $2,189 12¢/$1 City of Solvang FY 22-23 $24,520,890 $15,863,505 64.7% 5,663 $4,330 6¢/$1 Data Sources: − Annual Revenue and Fund Balance: Agency audits for Fiscal Year 22-23, unless as otherwise noted below. − Estimated Population: 2024 DOF Table E4 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. LAFCO of Santa Barbara County 19 EXECUTIVE SUMMARY [This page left blank intentionally 20 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS A. Scope This Chapter contains the recommended Municipal Services determinations for parks, recreation, open space, library, and facility rental services provided by 18 Special Districts and Cities in Santa Barbara County. These agencies are one Resource Conservation District (Cachuma RCD), two Recreation and Parks Districts (Cuyama Valley & Isla Vista), one Municipal Improvement District (EMID), two Community Services Districts (CSD) (Los Alamos & Isla Vista), four County Service Areas (County Service Area 3, County Service Area 4, County Service Area 5, County Service Area 11), 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 in the future additional MSR’s. B. Summary of Recommendations Based on the recommended determinations in this chapter, the Executive Officer recommends that the Commission adopt the Municipal Service Review for all 18 agencies providing parks, recreation, open space, library, and facility rental 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 18 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 18 agencies are provided in Chapter Three. Additional parks recreation, and open space maintenance services are also provided by the County Community Services Department, non-profits, or other organizational groups within the county. LAFCO has no authority over the County, State and Federal entities or the private/nonprofit organization entities. A brief review of these services is included in the Appendix. D. Determinations 1. GROWTH AND POPULATION PROJECTIONS FOR THE AFFECTED AREA REGIONAL The preparation of this study was produced using the 2020 Census, Department of Finance, SBCAG Regional Forecast as the most recent available data. The 18 local agencies currently serve an estimated Countywide resident population of 443,623+. 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 22 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS will continue to grow, causing an increasing demand for parks and recreational facilities. (The relationship between projected growth and service area boundaries is discussed individually in each of the MSR sections.) Populations in less-developed areas of the County may not be receiving adequate recreational services and opportunities because of their distance from recreational facilities. The County’s Draft Recreation Master Plan provides an overview of demographic factors such as existing population, projected growth rate, age, and household income levels as indicators for where and how recreation facilities and programs should be provided. The Master Plan addresses sociodemographic factors that indicate unique recreation needs countywide and within individual communities. Santa Barbara County residents have diverse characteristics and differing recreation needs. The amount and type of recreation facilities and programs needed in each community is determined in part by population growth and other demographic factors that can change over time. 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. Most of this growth (48.5 percent) is projected to occur in the Santa Maria Valley with an increase of 22,263 residents. The 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-4 for 2024 estimates the population for the City of Carpinteria to be 12,744. Between 2010 and 2022, the population of Carpinteria decreased by 81 people. City of Santa Barbara population is estimated to be 86,591 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, Isla Vista CSD, Isla Vista Recreation and Park District, and County Service Area 3. These population figures are estimated at 32,515, 15,000, 15,500, and 31,700 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 24 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS 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. 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 8,676. 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 2020, the population of Santa Maria increase by 7.3% from 99,553 to 110,608. 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. Cuyama Valley Recreation and Park District has a population of approximately 680 people. Between 2010 and 2020, the population of Cuyama unincorporated area did not change. As a rural unincorporated area, population growth rates in Cuyama Valley are expected to be relatively low between 2021 and 2050, with growth rates decreasing from 2.6 percent to 0.5 percent through 2050. This indicates that growth will be slow in both Cuyama and New Cuyama. Collectively, the Cuyama Valley is expected to growth by 8.6 percent between 2021 and 2050. 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 43,610. 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. City of Solvang has experienced a sizeable percentage increase in estimated resident growth at 7.3 LAFCO of Santa Barbara County 25 CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS 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 5,663. Growth in Solvang is projected to be relatively low with a total increase of 9.3 percent to reach 6,298 residents by 2050. Los Alamos Community Services District has a population of approximately 1,634 people. 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. 2. THE LOCATION AND CHARACTERISTICS OF ANY DISADVANTAGED UNINCORPORATED COMMUNITIES (DUC) WITHIN OR CONTIGUOUS TO THE SPHERE OF INFLUENCE. REGIONAL In 2024, the California statewide median household income (MHI) was $119,100, and 80% of that was $89,040. 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 Cachuma Resource Conservation District service area and Sphere of Influence cover the entire 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, County Service Area 3, 4, or 11, City of Solvang, City of Buellton, and City of Carpinteria, providing parks and recreation related services in Santa Barbara County. The median household income (MHI) for Goleta was $113,889 in 2024, which does not qualify the 26 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS 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 $66,026 in 2024, 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 $66,947 in 2024, 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 $81,447 in 2024, 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 Orcutt was $108,225 in 2024, which does not qualify the community as a disadvantaged community as it relates to County Service Area No. 5. However, a small area was identified in the DAC Mapping and EJ Screen includes State Hwy 1 (Orcutt Expressway) and Union Valley Parkway and Del Cielo Mobile Estates that are contiguous to CSA 5’s Sphere of Influence does qualify as a disadvantaged community. The MHI for Santa Barbara City was $104,001 in 2024, 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. LAFCO of Santa Barbara County 27 CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS The MHI for Isla Vista was between $23,121 and $24,121 in 2024, which qualifies the community as a disadvantaged community. This qualifies for both Isla Vista CSD and Isla Vista Recreation and Park District, respectively for smaller portions within the community. However, the area is being served by the various Districts for water, wastewater, park and recreation, and fire services. The MHI for Cuyama which includes Cuyama Valley Recreation & Park District’s boundaries was $55,104 in 2024, which does qualify the community as a disadvantaged community. The District’s Spheres of Influence is coterminous and Cuyama Valley Recreation & Park District boundary is within an unincorporated community. The MHI for Los Alamos was $46,930 in 2024, which does qualify the community as a disadvantaged community. The District’s Spheres of Influence is coterminous and Los Alamos is an unincorporated community. 6 Government Code section 56033.5. 3. PRESENT AND PLANNED CAPACITY OF PUBLIC FACILITIES AND ADEQUACY OF PUBLIC SERVICES, AND INFRASTRUCTURE NEEDS OR DEFICIENCIES REGIONAL Outside of the one Countywide RCD studied in this review, eighty-nine percent of the residents of Santa Barbara County are currently within the boundaries of a City or Special District providing parks, recreation, open space, library, and facility rental services. A few agencies adopt Master Plans to evaluate service capacities and future needs. The County is undergoing a Recreation Master Plan with a target date of early 2025. It is recommended all agencies adopt Master Park & Recreation Plans that address future population projections; identify needs for parkland acreage, facilities, and staffing; evaluate revenues and expenses; provide a cost avoidance analysis; and determine whether projected revenues are adequate to fund planned improvements. Cumulatively, there are adequate parkland and recreational resources in the County to meet the existing need of 4,436 acres and projected future need of 5,133 acres of developed parkland. This includes factoring the additional unincorporated portions of the County and park system under County operations and maintenance. Under these public agencies there are 16,129-acres of parkland and open space. Of this amount 5,692-acres are in unincorporated areas. The 2023 NRPA Agency Performance Review outlines key metrics that enable park and recreation professionals to compare agencies and identify best practices. Key findings from the report show that the typical park and recreation agency has: 28 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS • 2,287 residents per park • one playground for every 3,759 residents • 8.9 full-time employees per 10,000 residents • operating expenditures per capita of $94.77 • revenue to operating expenditures of 24.6 percent • 10.8 acres of parkland per 1,000 residents • 46 percent of full-time staff dedicated to operations/maintenance As documented in each Chapter Profile, some agencies meet these metrics while other fall short. The Los Alamos Community Plan adopts 4.7 acres of recreation/open space per 1,000 people as the minimum standard ratio, per the Land Use Element. The Orcutt Community Plan (largely covers CSA 5) and Summerland Community Plan (covers CSA 11) both adopted 4.7 acres of recreation/open space per 1,000 people as the minimum standard ratio, per the Land Use Element. Recreation needs are met by both County parks and private/pseudo-private parks provided through development projects. The City of Buellton’s standard for park provision is five acres of park area per 1,000 residents. The City of Goleta Open Space Element does not adopt a specific parkland to population ratio but acknowledges the City provides about 17 acres per 1,000 residents. AGENCY SPECIFIC The Cities of Buellton and Solvang have an MOU for shared recreation services/events. As documented in respective City’s Profile a total of 90-acres of parkland serves approximately 10,333 residents. Library services are managed by the City of Goleta in these Cities and all services are determined to be adequate. The City of Goleta maintains approximately 550 acres of city parks and open space that serves a population of 32,515. The City of Goleta manages the Goleta Valley Library Branch that includes County Library Zone 4. Library Zone 4 serves as a regional main library for Goleta, Hope Ranch, Isla Vista, County Community Services Area 3, and Gaviota. the City also manages the libraries in the Santa Ynez Valley which include the Buellton Library, Solvang Library, Los Olivos Library, and Santa Ynez Library. Both park and library services are determined to be adequate. The City of Guadalupe’s maintains approximately 21 acres of city parkland with 8,676 residents. The City of Guadalupe’s library is part of Zone 3 which is managed by the City of Santa Maria on a contract basis. The City is slightly underserved on a per capita basis at 2.56 ratio. The City of Lompoc maintains approximately 298 acres of city parkland and 71.86 acres of trails serving 43,610 residents. The City develops and maintains classes, camps, workshops, and events designed to serve adults, youth and families of all ages and abilities. The City of Lompoc libraries located in Lompoc and Vandenberg Village, as well as the Charlotte’s Web Mobile Children’s LAFCO of Santa Barbara County 29 CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS library (also known as the bookmobile). The City of Carpinteria maintains a total of (11) recreation parks, pocket parks, neighborhood parks, and open space/nature preserves. The City conducts a variety of special programs intended to help promote recreation in the community. The City of Carpinteria took over the management and operation of the library on July 1, 2022. The City of Santa Barbara maintains approximately 1,765-acres of city parkland encompassing 60 developed and open space parks, beaches, recreation and sports facilities, and a municipal golf course as well as the City's urban forest, parkways and medians program. A wide variety of classes, camps, and programs that help participants young and old to develop a healthy passion for arts, dance, fitness, and more. The Santa Barbara Public Library is within Zone 1 and provides library services to residents within the City of Santa Barbara and unincorporated areas (Montecito, Summerland, and Mission Canyon). Library on the Go outreach van provides library services and programs to neighborhoods in Santa Barbara, Montecito, and Summerland. The City of Santa Maria maintains approximately 2,000-acres of city parks in 31 neighborhood and community parks, part of the 1,774-acre Los Flores Ranch Park property, the Abel Maldonado Community Youth Center, the Hagerman Softball Complex, Paul Nelson Aquatics Center, Elwin Mussell Senior Center, Veterans' Memorial Center and other community centers. The City of Santa Maria Recreation Department offers various programs, courses, and camps for youth and adults of all ages. The Santa Maria Public Library system provides library services to approximately 170,000 people in northern Santa Barbara County at the Main Library, and separate branches located in Cuyama, Guadalupe, Los Alamos, and Orcutt. Isla Vista Recreation and Park maintains 25 parks and roughly 58 acres of open space serving over 27,000 visitors. The District holds many recreational and event activities throughout the year. Los Alamos CSD operates and maintains the Ferrini Park (0.5-acres) serving approximately 1,634 people. Ferrini Park is a day use park only. The community occasionally holds music in the park events during the summer months. EMID operates and maintains (18-acres) including Community Center, Riding Arena, Children’s Playground, and Tecolote Meadows Park. The Riding Arena provides a space for equestrian activities. The Children’s Playground provides swings, slides and imagination areas for ages 2-12. Cuyama Valley Recreation and Park maintains 13.6-acres serving approximately 680 people. Richardson Park offers BBQ Grills, Benches or Picnic Tables, Group Picnic Areas, Hiking Trails, Playground, and Restrooms. Recreational Programs include soccer, basketball, volleyball, cheerleading, dance, and theatre. 30 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS 4. FINANCIAL ABILITY OF AGENCY TO PROVIDE SERVICES REGIONAL The demands on parks, recreation, open space, library, and facility rental 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, the existence of parks and recreational programs, and other factors. These factors help dictate the amount of money required to provide an adequate level of service. The collection and distribution of Quimby Act fees on new subdivision lots within each City and unincorporated portions of the County is a primary funding source for maintaining parks and recreational activities. (Those fees are used by the Cities and County, for existing park and recreation programs, for specific community recreation facilities, and to school districts within the County boundaries for enhanced recreational opportunities.) Nearly all funding for parks, recreation, open space, library, and facility rental services provided by the local agencies are generated from general sales, property, sales tax revenues (as part of General Funds), charges for services, Grants, and Ballot passed Measures that provide revenues for park, recreation, and library projects in Santa Barbara County. Each service providers have varying levels of service and funding. Coordination between agencies can be challenging. Many recreational service providers struggle with the same obstacles of limited funding for recreation planning, maintenance, and development of parks and facilities, as well as improvements to recreation facilities and services. Typically, agencies’ lack the ability to pursue state and federal grants, or requiring dependence on limited local funding sources particularly the smaller unincorporated areas. Pension and other post-employment benefit costs have increased over the last five years. Many of the agencies currently finances benefits on a pay-as-you-go basis. The City of Carpinteria, City of Goleta, City of Lompoc, and City of Santa Barbara are the exceptions who have established a Benefit Trust and/or OPEB Trust for the purpose of reimburse or to pay pension benefits. The following agencies do not offer Pension and other post-employment benefit (OPEB) to employees; Cuyama Valley Recreation and Park District, Embarcadero Municipal Improvement District, and Isla Vista Community Services District. While an agencies budget may expand due to increased service demands, the size of a budget is closely related to the availability of funds. The financial ability to provide park, recreation, library, and facility rental services from some agencies has not kept pace in recent years. As outlined in Chapter Three, agencies providing these services within Santa Barbara County experience a wide range of revenue. Local Special Districts agencies receive between $895 and $4.42 per resident (the median being $180). While the City agencies receive between $5,548 and $1,851 per resident (the median being $3,003). The amount of revenue received by a Special District agency are often LAFCO of Santa Barbara County 31 CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS determined by factors over which agency residents have no control: assessed valuation, the date of a formation and past taxation levels, land development and property sales within the agency’s boundaries, with a few exceptions for some district that set specific rates for services. For a City, the competition is for scarce resources among local government programs that divide up General Fund revenues. Local residents do have the ability to propose and approve tax measures to increase local services. Although passage of sales tax measures is increasingly more difficult. State law7 requires that an agency file an audit with the State Controller and County Auditor within 12 months of the end of the fiscal year or years under examination. All of the agencies providing parks, recreation, open space, library, and facility rental services, except for three, have provided LAFCO with the most recent audit as required by State law. The Cuyama Valley Recreation and Park were not able to provide audits since 2018. The City of Guadalupe, Isla Vista CSD and EMID are in the process of completing their 2023 audit. However, these three agencies did provide financial estimates. AGENCY SPECIFIC When a district annexes an area, the Property Tax Transfer Agreement with the County typically matches the annexing district’s 1% County property tax within the annexation area. On the other hand, when an area is detached from a district, through a City annexation, the district no longer receives any taxes from this property. The 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. 7 Government Code section 26909(a)(2). 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 parks and recreational needs the opportunities for shared facilities are limited. A key metric for shared services would be to have parks and recreation opportunities within a 10-minute radius of where residents live. So, while many do not currently share facilities with other agencies or the agencies do not have any opportunities to do so, residents that have the opportunity to travel short distances for recreational and open space activities is available. Some jurisdictions have shared service arrangements, which are outlined below and described in greater detail for each agency in Chapter Three, such as library services, some beach and trail access and maintenance. 32 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS AGENCY SPECIFIC The libraries within the County of Santa Barbara are separated into (5) zones based on the management of the libraries. Currently, all zone, with the exception of Zone 1 (Santa Barbara) are members of Black Gold Cooperative Library System. As members the cooperative allows for all branches to be able to share library resources and materials. 6. ACCOUNTABILITY FOR COMMUNITY SERVICE NEEDS, INCLUDING GOVERNMENT STRUCTURE AND OPERATIONAL EFFICIENCIES REGIONAL Santa Barbara County is served by a web of agencies providing parks, recreation, open space, library, and facility rental services. This Municipal Service Review primarily looks at the 18 Agencies – one Resource Conservation District, two Recreation and Parks Districts, one Municipal Improvement District, two Community Services Districts (CSD), four County Service Areas, 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 18 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 with the exception of Cuyama Valley Recreation & Park District. Notably, Cuyama Valley Recreation and Park District were unable to provide budget, audits, or specific data needs LAFCO of Santa Barbara County 33 CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS for their service area. 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 are either transitioning or already elect members by-district elections by 2024. Cachuma Resource Conversation District is composed of nine members who are appointed to four- year terms by the County Board of Supervisors. Cuyama Valley Recreation & Park District is composed of a five-member Board of Directors that are elected at-large to staggered four-year terms. The County Service Areas (3, 4,5, & 11) are dependent Special Districts governed directly by the Santa Barbara County Board of Supervisors. The five County supervisors are elected from geographic districts for four-year terms. Isla Vista Community Service District has a seven-member Board of Directors with four members elected at-large to staggered four-year terms, and one member elected at-large to serve a two-year term. UCSB and County both appoint the remaining two members. The Board of Supervisors appointment is for a two-year term and the Chancellor of University of California, Santa Barbara for a term of four years. The Embarcadero Municipal Improvement District has a five-member Board of Directors that are elected at-large to staggered four-year terms. Of the 18 Special Districts and Cities providing parks, open space, library, & facility rental services, all of them with the exception of the dependent districts and the Cuyama Valley Recreation & Park District whose website is currently under construction, 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. CSA 3, 4. 5 & 11 are managed by the County and operates under the Public Works’s Department which maintains a separate website and provides some useful links to important public information. 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 34 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS 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. 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 35 CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS A. Scope This chapter provides recommended Sphere of Influence determinations for one Resource Conservation District, two Recreation and Parks Districts, one Community Services Districts (CSD), and four County Service Areas. The other ten agencies provide multiple types of services still being evaluated. This chapter does not include recommended determinations for the Embarcadero Municipal Improvement District, Isla Vista Community Service District, or the eight Cities (Buellton, Carpinteria, Goleta, Guadalupe, Lompoc, Santa Barbara, Santa Maria, and Solvang). The current report addresses the parks, recreation, open space, library, and facility rental services provided by these eight Cities and two multi-service districts. It discusses, but does not update, the Spheres of Influence of these agencies. Sphere updates will be provided together with future reviews of all of the services provided by the Cities and multi-service districts. B. Summary of Recommendations Based on the recommended determinations in this chapter, the Executive Officer recommends that the Commission: 1. Adopting the 2024 Municipal Service Review for all 18 Special Districts and Cities providing Parks, Recreation, Open Space, Library, and Facility Rental Services in Santa Barbara County; 2. Affirming the currently adopted Spheres of Influence of the Cachuma Resources Conservation District, Cuyama Valley Recreation and Park District, Isla Vista Recreation and Park District, Los Alamos Community Services District, County Service Area 3, County Service Area 4, County Service Area 5, and County Service Area 11, as shown on the map on pages 43, 44, 45, 46, 47, 48, 49, & 50. C. Overview The Cortese-Knox-Hertzberg Act states that in determining the Sphere of Influence of each local agency, LAFCO shall consider and prepare a written statement of its determinations with respect to five areas8: 8 These determinations are contained in Government Code section 56425(e). LAFCO of Santa Barbara County 36 CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS 1. The Present and Planned Land Uses in the Area, including Agricultural and Open-Space Lands; 2. The Present and Probable Need for Public Facilities and Services in the Area; 3. The Present Capacity of Public Facilities and Adequacy of Public Services that the Agency Provides or is Authorized to Provide, 4. The Existence of Any Social or Economic Communities of Interest in the Area if the Commission determines that they are Relevant to the Agency; and 5. The present and probable need for those public facilities and services of any disadvantaged unincorporated communities within the existing Sphere of Influence. This chapter contains recommended Sphere of Influence determinations for eight Special Districts. The other ten agencies provide multiple types of services still being evaluated. This chapter does not include recommended determinations for the Embarcadero Municipal Improvement District, Isla Vista Community Service District, or the eight Cities (Buellton, Carpinteria, Goleta, Guadalupe, Lompoc, Santa Barbara, Santa Maria, and Solvang). Each of the five recommended determinations applies to all 18 agencies as a group. The Executive Officer has found the Spheres of Influence of the Cachuma Resource Conservation District, Cuyama Valley Recreation and Parks District, Isla Vista Recreation and Parks District, Los Alamos Community Services District, County Service Areas No.3, County Service Areas No.4, County Service Areas No.5, and County Service Areas No.11. 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 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 additional to the strong agricultural economies of the Santa Maria, Santa Ynez and Lompoc Valleys, the South Coast Region is a center of tourism along the Central Coast. LAFCO of Santa Barbara County 37 CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS 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 Cachuma Resource Conservation District, two Recreation & Park Districts (Cuyama and Isla Vista, the Embarcadero Municipal Improvement District, and three Community Service Districts (Cuyama, Isla Vista, Los Alamos) have a Sphere of Influence that match their district boundaries having no Sphere of Influence beyond service boundaries. The four County Service Areas (3,4,5 & 11) all have a Sphere of Influence that match their district boundaries. These communities have limited areas for future development and will be dependent on in-fill projects. Trends for recreational planning include high rates of diabetes and obesity, Santa Maria Valley needs attractive, widespread, and easily accessible options to use recreation and active transportation as daily exercise. The City of Santa Maria is projected to grow by 16.2 percent, significantly increasing demand for parks and recreation facilities. Over 30 percent of the City of Santa Maria’s and Guadalupe’s residents are children under 18 who require access to playgrounds, ballfields, and diverse active recreation opportunities. Nearly 30 percent of Orcutt’s residents are seniors over 55 years old who may require recreation amenities and senior-focused programming that support active lifestyles and community engagement. With 23.8 percent of residents under 18 years old, local facilities and programs serving school- aged youth and teenagers are needed, particularly considering the distance between Cuyama Valley and other urban areas. With 32.9 percent of residents over 55 years old, the Cuyama Valley may require added senior programs and passive recreational opportunities located in within Cuyama or New Cuyama for ease of access. With 24.3 percent of residents under 18 years old, Lompoc Valley has continuous need for active recreation such as playgrounds, ballfields, and active recreation programming. With 39 percent of Vandenberg Village residents and 31 percent of Mission Hills residents are over age 55, these communities may require added senior programs and passive recreational opportunities located locally for ease of access. With high rates of diabetes and obesity, Lompoc Valley needs attractive, widespread, and easily accessible options to use recreation and active transportation as daily exercise. The communities in Santa Ynez Valley are generally autonomous and separated from one another, which indicates that recreation needs must be met locally to serve the unique needs of each community. With nearly half residents in Ballard, Santa Ynez, and Los Olivos are over age 55, these communities may seek more passive recreational opportunities such as hiking trails, passive parks, or open space and senior recreational programs. With over 20 percent under 18 years old in Los Alamos and the City of Buellton, these communities will require expanded access to active recreation such as playgrounds, ballfields, and active recreation programming. The South Coast may have a relatively low proportion of children under the age of 18 (16.9 percent), but in terms of total population, the South Coast has the most children in the County 38 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS (35,242 residents), indicating an ongoing need for active recreation such as playgrounds, ballfields, and active recreation programming, particularly in the cities. While most residents in the City of Goleta are seniors (28.7 percent), there are strong proportions of children and young adults, indicating an ongoing need for a balanced and diverse recreation program that meets a wide range of needs. While most residents in the City of Goleta are seniors (28.7 percent), there are strong proportions of children and young adults, indicating an ongoing need for a balanced and diverse recreation program that meets a wide range of needs. With 17.6 percent of residents under 18 years old, the City of Santa Barbara will continue to need active parks and youth-focused recreation programs. While most residents in the City of Carpinteria are seniors (32.7 percent), there are strong proportions of children and young adults, indicating an ongoing need for a balanced and diverse recreation program that meets a wide range of needs. Nearly all Isla Vista residents are college aged, indicating a need for facilities and programs that meet the needs of young adults. 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 97% of the parcel acreage is under private ownership with 80% already developed. The undeveloped area consists of 13 vacant parcels that collectively total 37.45 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 81% having already been developed. The undeveloped area consists of 39 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 98% of the parcel acreage is under private ownership with 91% having already been developed. The undeveloped area consists of 83 vacant parcels that collectively total 103 acres. • The City of Guadalupe’s projected growth rate is about 1.2%. Close to 98% of the parcel acreage is under private ownership with 93% having already been developed. The undeveloped area consists of 50 vacant parcels that collectively total 93 acres. • The City of Lompoc’s projected growth rate is about 0.45%. Close to 98% of the parcel acreage is under private ownership with 88% already been developed. The undeveloped area consists of 105 vacant parcels that collectively total 319 acres. • The City of Santa Barbara’s projected growth rate is about 0.3%. Close to 76% of the parcel acreage is under private ownership with nearly all or 94% having already been developed. The undeveloped area consists of 507 vacant parcels that collectively total 586 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 89% of the parcel acreage is under private ownership with approximately 90% having already been developed. The undeveloped area consists of 249 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 54 vacant parcels that collectively total 73 acres. • The County’s growth rate, covering the same period, estimates 9.5 percent growth in the LAFCO of Santa Barbara County 39 CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS surrounding unincorporated areas. For the two Community Services District (Los Alamos and Isla Vista), the Cuyama Valley Recreation and Park District, growth rate will follow the respective unincorporated County at less than one percent. A small portion of land use zoning within the proposed Study Area of Orcutt is considered prime agriculture. 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. In general, Santa Barbara County’s parks, open space, library & facility rental service agencies have adequate Spheres of Influence and boundaries. Sixty-eight percent of residents living within Santa Barbara County are within the boundaries of a local agency providing such related services. 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. 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 recreation needs. The amount and type of recreation facilities and programs needed in each community is determined in part by population growth and other demographic factors that can change over time. All local parks, open space, library and facility rental service agencies plan to meet current and future needs through annual budgets and maintenance schedules. Some agencies have adopted detailed strategic plans that pinpoint future actions required to meet community needs. The need for adequate future funding, staffing, equipment and facilities is great where significant residential or commercial growth is anticipated. Much of the urban growth anticipated in Santa Barbara County in the coming decades will occur within City boundaries. It is estimated the growth rate of 4.0 percent will occur along South Coast and 9.5 percent countywide. 40 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS 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. If the County’s Housing Element is certified by the State significant growth potential would exist 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. The future preparation of Specific/Development Plans as areas are proposed for development and by conformance to LAFCO policies requiring a comprehensive Plan for Providing Services at the time of each future annexation proposal will address the needs. With limited growth potential for some of the service areas, existing park, open space, library, and rental facility related services in the area appear adequate. The Executive Officer recommends that LAFCO affirm the current adopted Spheres of Influence of the Cachuma Resources Conservation District, Cuyama Valley Recreation and Park District, Isla Vista Recreation and Park District, Los Alamos Community Services District, County Service Area 3, County Service Area 4, County Service Area 5, and County Service Area 11 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 parks, recreation, open space, library, and facility rental services. As outlined in Chapters One and Three, the level of service provided by each agency varies according to the service area’s needs and available revenues. The existence of special revenue measures, sales tax increases, and portion of property taxes allows generally each agency to meet the overall regional needs. Most agencies are currently able to provide adequate parks, recreation, open space, library, and facility rental services to their respected area. The NPR per capita ratio is listed on page 18 shows the range of ratio between 0.31 and 20.6. Many communities have established a standard of 4.7- acres per 1,000 per population. The communities of Guadalupe, Orcutt, and Los Alamos represent a deficit in parkland needs. As outlined in Chapter Three, each of the agencies are documented for revenues, equipment, and facilities. These agencies maintain fund balances that are available to meet unexpected demands, with the City of Guadalupe, Cuyama Valley Recreation and Park District on the leaner range to maintain parks, recreation, open space, and libraries. The Cachuma Resource Conservation District operates on a lean budget for soil and conservation services they provide. 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 the other agencies, the current need for services will not change significantly. LAFCO of Santa Barbara County 41 CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS The Executive Officer proposes no changes to the Sphere of Influence for the eight 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. The agency may also gain sales and property taxes advantages when these areas are annexed. The area residents also have an economic interest in the services provided as some agencies are funded through a portion of the one-percent property tax. The Sphere areas would rely on the nearest agency for customers and employees if commercial development occurs. Where residential development is proposed, the agency provides places for shopping and services for the people living in those areas. Areas to recreate, schools, places of worship and cultural events would also be available to the areas in the Sphere of Influence that include development. The agency may also gain sales and property taxes advantages when these areas are annexed. The area residents also have an economic interest in the services provided as the agencies are funded through a portion of the one-percent property tax. 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. 42 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL 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 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL 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 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL 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 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL 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 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: AGENCY PROFILES This chapter contains a review of each of the eighteen agencies within Santa Barbara County that provide parks, recreation, library, and facility rental services. These Agencies are: A. Cachuma Resource Conservation District B. Cuyama Valley Recreation and Park District C. Embarcadero Municipal Improvement District D. Isla Vista Recreation and Park District E. Los Alamos Community Services District F. Isla Vista Community Services District G. County Service Area 3 (Goleta Valley) H. County Service Area 4 (North Lompoc) I. County Service Area 5 (Orcutt) J. County Service Area 11 (Summerland/Carpinteria) K. City of Buellton L. City of Carpinteria M. City of Goleta N. City of Guadalupe O. City of Lompoc P. City of Santa Barbara Q. City of Santa Maria R. City of Solvang LAFCO of Santa Barbara County 51 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 52 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE A. Cachuma Resource Conservation District Administrative Office: 920 E. Stowell Road, Santa Maria, CA 93454 Phone: 805/868-4013 Fax: 805/928-9644 Email: mmaranville@rcdsantabarbara.org Website: https://www.rcdsantabarbara.org Executive Director: Mary Maranville SUMMARY The Cachuma Resource Conservation District (CRCD) provides technical assistance to landowners and services related to the improvement of land capabilities, conservation of resources, conservation of water through services of the Irrigation Mobile Lab, prevention and control of soil erosion and public education for Santa Barbara County and surrounding area to approximately 443,623+ people throughout 3,034 square miles. The service area of the CRCD includes all of Santa Barbara County, including the Channel Islands, those parts of San Luis Obispo County that are within Santa Maria and Cuyama Valleys and a small portion of southwestern Kern County. The District works in partnership on several projects with neighboring Resource Conservation Districts in Ventura and San Luis Obispo Counties. 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 $1,504 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 Cachuma Resource Conservation District was formed in 1992. The District is a result from the consolidation of the Cachuma RCD and Lompoc RCD in 1992. The service area of the CRCD includes all of Santa Barbara County, including the Channel Islands, those parts of San Luis Obispo County that are within Santa Maria and Cuyama Valleys and a small portion of southwestern Kern County. The collective area is 1,941,700 acres, 1,744,591 acres of which are in Santa Barbara County, 158,607 acres in San Luis Obispo County, and 8,960 acres in Kern County. The Cachuma Resource Conservation District is a countywide district overlapping all other districts and cities within the County. These include: all eight cities, eight County Service Areas, twelve Water and Sanitary Districts, three Fire Protection Districts, nine Community Services Districts, Santa Barbara Mosquito and Vector Control District, Santa Barbara Metropolitan Transit District, Municipal Improvement and Airport Districts, Healthcare District, and seven Cemetery Districts, County Flood Control & Water Agency. The District also overlaps some local agencies in Kern and San Luis Obispo Counties. LAFCO of Santa Barbara County 53 CHAPTER THREE: A. CACHUMA RESOURCE CONSERVATION DISTRICT 54 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: A. CACHUMA RESOURCE CONSERVATION DISTRICT OPERATIONS Cachuma Resource Conservation District is composed of two (2) employees, including a Executive Director and a Bilingual Outreach and Water Resource Specialist. The District works in partnership with the USDA Natural Resource Conservation Service, a branch of the federal government, and many other agencies, organizations, business and landowners. A primary purpose is to support and promote economically viable and environmentally sustainable farming and ranching operations. The District Board of Directors is composed of nine members who are appointed by the Board of Supervisors to four- year terms. The Board meets the third Tuesday of every month at Santa Maria Country Club located at 505 W. Waller Lane, Santa Maria at 1:00 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 Cachuma Resource Conservation District (CRCD) did not identify specific challenges related to services they provide. Although, the District is primarily funded through grants and agreements which can create challenges. The Cachuma RCD offers two scholarships the LeRoy Scolari Agricultural Scholarship to high school seniors of Santa Barbara County High Schools and a scholarship to local Santa Barbara County high school students interested in attending Range Camp. Range Camp is an environmental science & management camp for high school students from across California. The camp takes place at the University of California’s Elkus Youth Ranch in Half Moon Bay, CA, and was June 16-21, 2024. Governance Structure Options The opportunities for new governance structures in Cachuma RCD are small. The District encompasses the entire Santa Barbara County and portion of San Luis Obispo and Kern Counties, limiting the potential for governmental structure options. The District has not identified any government structure options it wishes to pursue. LAFCO does not see the need for structural governance changes. Regional Collaboration The Cachuma RCD has MOU/MOAs with Ventura County RCD, Coastal San Luis RCD, Upper Salinas-Las Tablas RCD and collaborates with Santa Barbara County departments. Cachuma RCD also collaborate with California Association of RCDs, Central Coast RCDs. LAFCO of Santa Barbara County 55 CHAPTER THREE: A. CACHUMA RESOURCE CONSERVATION DISTRICT A s a non-regulatory neutral third party the District is in a unique position to act as a facilitator w ith the ability to investigate, understand and attract funding and expertise to address issues related to natural resources, the environment, and agriculture. It requires them to reach out to diverse agencies, organizations and individuals and to build strong relationships. Below is a list of partnerships the District has made: Local Agencies and Organizations • Cachuma Operations & Maintenance Board COMB • Cal Poly San Luis Obispo Center for Sustainability • Carpinteria Valley Water District • City of Santa Maria • County of Santa Barbara • County of Santa Barbara Agricultural Advisory Committee • County of Santa Barbara Agricultural Commissioner • County of Santa Barbara Flood Control District • County of Santa Barbara Planning & Development Long Range Planning • Environmental Defense Center • Goleta Water District • Guadalupe Union School District • Guadalupe-Nipomo Dunes Center • Santa Barbara County Air Pollution Control District • Santa Barbara County Cattlemen’s Association • Santa Barbara County Farm Bureau • Santa Barbara County Water Agency • Santa Barbara Foundation • South Coast Habitat Restoration • UC Cooperative Extension Santa Barbara County • UC Santa Barbara • Ag Future’s Alliance • Orella Stewardship Institute • Gaviota Coast Planning Advisory Committee • Community Environmental Council • LegacyWorks Group • Santa Barbara County Fire Safe Council • City of Goleta Regional Agencies and Organizations • Agriculture Water Quality Alliance – AWQA Monterey Bay • Central Coast Regional Water Quality Control Board • Ecology Action • Grower-Shipper Association of Santa Barbara & San Luis Obispo Counties • Pacific Gas & Electric • UC Davis • Upper Salinas-Las Tablas Resource Conservation District 56 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: A. CACHUMA RESOURCE CONSERVATION DISTRICT • Ventura County Resource Conser vation District • Central Coast Rangeland Coalitio n • Central Coast Soil Hub State Agencies and Organizations • Association of California Water Agencies • California Association of Resource Conservation Districts • California Avocado Commission • California Department of Conservation • California Department of Fish & Wildlife • California Department of Food and Agriculture • California Department of Water Resources • California Rangeland Conservation Coalition • California Rangeland Trust • California Special Districts Association • California State Parks • California Strawberry Commission • State Water Resources Control Board – California Water Boards • Sustainable Conservation Federal Agencies and National Organizations • American Farmland Trust • National Oceanic and Atmospheric Association NOAA • Natural Resources Conservation Service NRCS • The Xerces Society for Invertebrate Conservation • US Army Corps of Engineers • US Fish & Wildlife Service SPHERE OF INFLUENCE & BOUNDARIES The Sphere of Influence for the Cachuma Resource Conservation District’s boundaries are coterminous with the Districts service area. The District currently has no Sphere of Influence beyond the boundary it serves. The District serves portions of Kern and San Luis Obispo Counties. A map of the District’s Sphere of Influence and boundaries can be seen at the beginning of this profile. The collective area is 1,941,700 acres, 1,744,591 acres of which are in Santa Barbara County, 158,607 acres in San Luis Obispo County, and 8,960 acres in Kern County. LAFCO of Santa Barbara County 57 CHAPTER THREE: A. CACHUMA RESOURCE CONSERVATION DISTRICT B OUNDARIES J urisdictional Boundary Cachuma RCD jurisdictional boundary spans 3,034 square miles Cachuma RCD’s existing boundary spans approximately 3,034 with 89.5% being unincorporated square miles in size and covers is 1,941,700 acres, 1,744,591 acres and under the land use authority of the County of Santa Barbara. The of which are in Santa Barbara County, 158,607 acres in San Luis remainder of the jurisdictional Obispo County, and 8,960 acres in Kern County of contiguous boundary lies within the Cities. areas. Nearly 89.5% 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 1.9% of the total, is incorporated and under the land use authority of the eight Cities. Overall, there are 273,593 registered voters within the jurisdictional boundary. Cachuma Resource Conservation District | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters Cachuma RCD (other) 158,607 8.6% 133,185 TBD Incorporated Cities 38,502 1.9% (83,249) 176,776 Other unincorporated 1.744,591 89.5% (49,936) 96,817 Totals 1.941,700 100.0% 133,185 273,593 Cachuma Resource Conservation 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 Incorporated Cities 38,502 2.2% 83,249 176,776 Other unincorporated 1.706,089 97.8% 49,936 96,817 Totals 1,744,591 100.0% 133,185 273,593 Total assessed value (land and structure) is set at $107 billion as of April 2024, and translates to a per acre value ratio of $806,287. The former amount further represents a per capita value of $242,064 based on the estimated service population of 443,623. Cachuma Resource Conservation District receives $152,141 dollars in annual property tax revenue generated within its jurisdictional boundary and receives funding of $515,045 dollars in additional revenue. The jurisdictional boundary is currently divided into 133,185 legal Close to half of the jurisdictional parcels and spans 3,034 acres the including jurisdictional acreage boundary is under private consists of public right-of-way. Approximately 52.2% of the parcel ownership, and of this amount approximately 5.7% has been acreage is under private ownership with 5.7% 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 3,283 vacant parcels that collectively total 7,852 acres. 58 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: A. CACHUMA RESOURCE CONSERVATION DISTRICT Cachuma Resource Conservation District Formation, Revenues, Att ributes, Types of Service, and Resources District Formation and Duties Formation Date 1992 Resource Conservation District Law Act; Public Resources Legal Authority Code, section 9151 et seq. Nine Directors appointed by Board of Supervisors to four-year Board of Directors terms. Agency Duties Technical assistance to landowners and services related to the improvement of land capabilities, conservation of resources, conservation of water through services of the Irrigation Mobile Lab, prevention and control of soil erosion and public education. POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2020 population of Santa Barbara County to be 451,840. 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 Cachuma RCD unincorporated population as 145,581 and incorporated population as 300,374 by 2020. Between 2010 and 2020, the population of County area changed by 22,070. Demographics for Cachuma RCD are based on an age characteristic report prepared by SBCAG in 2017 and American Community Surveys. These statistics are cited herein, which identified the largest age group represented in Cachuma RCD 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. 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. LAFCO of Santa Barbara County 59 CHAPTER THREE: A. CACHUMA RESOURCE CONSERVATION DISTRICT 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 9.5 percent within the County. The following population projections within the County are based on the Department of Finance Table E4 estimate and SBCAG regional forecast. Table A-1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Cachuma RCD 423,895 441,963 451,840 501,500 513,300 County 423,895 441,963 451,840 501,500 513,300 * Assumes trend-based land use capacity within the City. SBCAG regional forecast model. ** DOF Table E4 projections. Disadvantaged Unincorporated Communities Senate Bill (SB) 244 of 2011 requires LAFCO to identify and consider disadvantaged unincorporated communities (DUCs) when preparing MSRs and Sphere updates for Cities and Special Districts that provide sewer, water, or structural fire protection services. A DUC is defined by the Water Code as one in which the median annual household income (MHI) is 80 percent of the statewide average. Incorporated communities also are defined as disadvantaged when the MHI falls below 80 percent. In 2024, the statewide MHI was $111,300, 80 percent of that is $89,040. The MHI for Cachuma RCD was $119,100 in 2024, which 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 2.0 (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 60 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: A. CACHUMA RESOURCE CONSERVATION DISTRICT ecosystem services, their chemical and non-chemical stressors, and human health to better understand human health and well-be ing, since these are closely tied to the environment, which provides benefits such as clean w ater, 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. In some cases, the Cachuma Resource Conservation District’s Sphere of Influence qualifies 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. Cachuma Resource Conservation District Formation, Revenues, Attributes, Types of Service, and Resources Attributes District area (est. square miles): Entire District 3,034 Population (2024 estimated): SB Co portion of District 443,623+ Assessed Valuation (FY 22-23: District portion) $107,385,344,938 Number of Programs 11 Regular Financial Audits Annual Annual Revenue Per Capita, Entire District (FY22-23) $1,504 Average Portion of County 1% Property Tax Received 0.1¢/$1 Ending Total Fund Balance (June 2023) $1,057,711 Change in Total Fund Balance (from June 2020 to June 2023) 8.1% Total Fund Balance/Annual Revenue Total (FY 22-23) 15.8% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing 2024 DOF E1 table estimates; 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 Cachuma Resource Conservation District (CRCD) work with private & public landowners on voluntary conservation projects funded through grant funding. The District is staffed by two (2) LAFCO of Santa Barbara County 61 CHAPTER THREE: A. CACHUMA RESOURCE CONSERVATION DISTRICT full-time staff an Executive Director and Water Resources Specialist. The District may s ubcontract with consultants and contractors to complete projects. Soil Conservation The District soil conservation service function involves maintaining chemical makeup of healthy soils. Current activities focus on conducting soil surveys and developing carbon farming projects. The District service activity involves providing technical assistance to landowners to increase organic matter contents into the soil by sequestering carbon dioxide from the atmosphere for placement into soil and vegetation. Common examples include composting applications, mulching, and other cover crops. The sequestration process supports plant photosynthesis and retention of water and nutrients in the soil and in doing so helps reduce soil erosion while also combats climate change by reducing greenhouse gas emissions. Related services include assisting landowners to apply for grants to fund individual carbon farming projects. Water Conservation The District water conservation service function involves economizing water resources for maximum beneficial uses. Current activities focus on preforming irrigation audits, providing watershed education, and promoting residential and agricultural water conservation practices. Wildfire Resiliency The District works with a side variety of stakeholder to identify and implement project relating to fire resiliency to help reduce fire impacts on local communities and agricultural operations. Types of Services Parks - Recreation - Open Space X Library - Facility Rental - Other X 62 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: A. CACHUMA RESOURCE CONSERVATION DISTRICT Cachuma Resource Conservation District Formation, Revenues, Att ributes, Types of Service, and Resources Programs As needed basis for individuals or projects. 01. The Cachuma RCD can assist with many Biological species concerns, including surveying, Consulting biological assessments, monitoring, permitting and regulatory compliance, and habitat restoration. As needed basis for projects. 02. We have facilitated and participated in many Community collaborative efforts within the county and Engagement statewide. We can facilitate meetings, mediate conflicts, prepare educational materials and design training programs. No active projects, on an as needed basis for 03. projects. The CRCD provides engineering and Engineering construction support for projects such as field drainage, erosion and sediment control, drainage channels, and sediment basins. Current Project: Wildfire Resilience 04. Collaborative/ Regional Forest and Fire Capacity Program grant, building off of our Regional Priority Plan to Reduce Wildfire Risk and Improve Forest Health in Santa Barbara County (RPP), funded through the California Coastal Conservancy. The RPP prioritizes actionable projects that mitigate fire risk, build community capacity and increase wildfire and climate Fire Prevention resilience. CRCD and our partners are & Recovery currently working on further developing and implementing several of these identified projects. The CRCD can assist with pre-fire preparedness and post-fire recovery and connect you with other community resources. We can connect you with resources for fire-safe landscaping, defensible space, erosion control, restoration, and post-fire flood and mudslide prevention and response. No active projects, on an as needed basis. 05. Habitat From steelhead fish barrier removal projects Restoration to native grass restoration, the CRCD can LAFCO of Santa Barbara County 63 CHAPTER THREE: A. CACHUMA RESOURCE CONSERVATION DISTRICT assist with improving the habitat on your property. We specialize in habitat restoration for threatened and endangered species, and restoration of property damaged by flooding and erosion. We can assist with stream bank stabilization and “Arizona” crossing removals. Current Projects: Invasive weed removal in 06. Los Padres NF (currently wrapping up) & Invasive Plant non-native Limonium in Carpinteria Salt Assistance Marsh Assistance with identification and removal of invasive weeds. Currently active 07. CRCD’s Mobile Irrigation Lab (MIL) helps farmers and managers of schools and parks Irrigation save water, energy and money. We provide Evaluations onsite irrigation system analysis and technical assistance to improve water use efficiency. This service is currently free to agricultural growers and turf managers. As needed basis for individuals or projects. 08. We conduct site visits and workshops, and On-Farm produce publications on a variety of topics Technical including fertilizer, pests, irrigation and Assistance business management, in English and Spanish. No currently active projects. Assistance with 09. partner organizations with funding for climate smart ag practice implementation. CRCD has been working with farmers and Carbon Farming ranchers in Santa Barbara County to develop Carbon Farm Plans and assisting with implementation of practices that increase carbon sequestration, reduce greenhouse gas emissions and many other co-benefits. No currently active projects. 10. RCD partners in San Luis Obispo County, Upper Salinas Las Tablas RCD, created the Growing Responsible And Socially Sustainable Sustainable – Cannabis (GRASS-C) program Cannabis which is a self-assessment/third party verification program. CRCD can provide assistance to growers wanting to learn more about sustainable growing practices. Current active project: Pollinator Habitat 11. Pollinator Program. Providing technical assistance and Habitat Program funding for implementation of pollinator friendly practices. 64 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: A. CACHUMA RESOURCE CONSERVATION DISTRICT Total Staffing Personnel Per 1,000 population Full time Personnel 2 4 Emergency Operators 2 4 Administrative Personnel 1 2 Other District Staff 1 2 Cachuma Community Services has a total of two (2) employees. Contract services for individual project may be necessary Staffing Experience/Tenure (average) Years in Industry Year w/ District General Manager/CPO (1) 10 7 Water Resource Specialist (1) 17 10 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 $139,417 58.5% $152,141 59.5% Intergovernmental Revenue $321,083 38.4% $331,332 38.0% Investment income $4,703 2.0% $2,719 2.4% Miscellaneous revenue $239,147 1.1% $180,994 0.1% Revenue total $704,350 100.0% $667,186 100.0% Source: Cachuma RCD, Financial Statements, June 30, 2022 and 2023, Statement of Revenues, Expenditures and Changes in Fund Balances – All Fund types. LAFCO of Santa Barbara County 65 CHAPTER THREE: A. CACHUMA RESOURCE CONSERVATION DISTRICT F iscal Indicators S elect 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 millions. These indicators provide a measurement of the agency’s financial condition over time. CACHUMA RESOURCE CONSERVATION SERVICES Fiscal Trends-Cachuma RCD 1.2 1 0.8 0.6 0.4 0.2 0 2020-21 2021-22 2022-23 Revenue Expenditure Reserve This indicator addresses the extent to which property taxes covered Property Taxes expenses. Property taxes are not the primary funding source for RCD Districts. Represented below a ratio of one or higher indicates that 0.155 the service is self-supporting. 0.15 0.145 0.14 0.135 0.13 0.125 0.12 0.115 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 $ unk $ unk TBD 2019 $ unk $ unk TBD 0.5 2020 $ 547,992 $ 416,793 1.3 2021 $ 522,680 $ 558,188 0.9 0 2022 $ 704,350 $ 558,681 1.3 2018 2019 2020 2021 2022 2023 2023 $ 667,186 $ 691,399 0.9 66 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA snoilliM ni tnuomA CHAPTER THREE: A. CACHUMA RESOURCE CONSERVATION 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 currently operates under State, Federal grants and other intergovernmental revenue collectively, with property tax revenue as sufficient to cover costs to provide its 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. LAFCO of Santa Barbara County 67 )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) $0 $0 $0 $0 $0 $0 Net Liabilities (pension & OPEB) $0 $0 $0 $0 $0 $0 CHAPTER THREE: A. CACHUMA RESOURCE CONSERVATION DISTRICT Soil and Water Conservation-Expenditure 1.2 1.07 FB 1.06% 1.06 1 1.05% 1.05 0.8 Services 1.04 1.03% 1.03 0.6 1.02 0.4 1.01% 1.01 1 0.2 0.99 0 0.98 2020 2021 2022 2023 Asset Maintenance and Repair The District’s budget does not include improvement through a Parts/Repair Fund. This section is not applicable to the District. Capital Improvements The District does not have a Capital Improvement Plan (CIP), but does work on various projects in any given year. Long-term Liabilities and Debts The District does not have any long-term debt. Opportunities for Shared Facilities The District currently shares office space in the USDA Service Center in Santa Maria. Due to relative service nature of the District and other communities, opportunities for shared facilities are limited or not warranted. It is unlikely that a proposal would be needed or feasible in the near future. ORGANIZATION Governance Cachuma Resource Conservation District’s governance authority is established under Resource Conservation District Law Act of Division 9 of the California Public Resources Code (“principal act”) and codified under Public Resources Code Sections 9001- 9972. This principal act empowers Cachuma Resource Conservation District to provide a moderate range of municipal services. A 68 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE sdnasuohT ni tnuomA )secivres noitavresnoC retaW & lioS( erutidnepxE ycnegA stsoc gnitarepo llarevo % a sa CHAPTER THREE: A. CACHUMA RESOURCE CONSERVATION DISTRICT list comparing active and latent powers follows. Active Service Powers Latent Service Powers - All listed in Principal Act - None Governance of Cachuma Resource Conservation District is independently provided through its nine members who are appointed by the Board of Supervisors to four- year terms. The Board meets the third Tuesday of every month at Santa Maria Country Club located at 505 W. Waller Lane, Santa Maria at 1:00 pm. A current listing of Board of Directors along with respective backgrounds follows. Cachuma Resource Conservation District | Current Governing Board Roster Member Position Background Years on District Gary Cavaletto President Sports/Athletics 36 James Stollberg Vice President Vineyard (Maverick) 7 Johannah Bradley Secretary Rancher/Retired Teacher 10 Russell Chamberlin Director Rancher 1 Paul Van Leer Director Farmer/Ranch Manager 3 James Wegis Director Ag/Food (Bolthouse) 36 Ron Labastida Director Food Safety (Babé) 6 Vacant Director TBD 0 Vacant Director TBD 0 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. LAFCO of Santa Barbara County 69 CHAPTER THREE: A. CACHUMA RESOURCE CONSERVATION DISTRICT Cachuma Resource Conservation District Website Checklist website accessed 7/25/24 https:// www.rcdsantabarbara.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: Cachuma RCD is an independent board-governed District. Refer to https:// www.rcdsantabarbara.org for the required checklist items. 70 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: A. CACHUMA RESOURCE CONSERVATION DISTRICT Survey Results The table below includes a list of que stions asked of area residents by LAFCO to assess if satisfactory parks, open space, library, and facility rental services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. Cachuma Resource Conservation District Questionnaire Revenues, Types of Service, and Resources Cachuma Resource Conservation District | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of Parks & - - - Recreation, Open Space, Library and Facility Rental services? 2. Overall, are adequate staffing and equipment - - - provided with the level of Parks & Recreation, Open Space, Library and Facility Rental service? 3. Do you feel an adequate level of funding is - - - provided given the level of service? 4. Personnel arrived in a timely manner and were - - - professional? 5. Personnel was knowledgeable, answer questions, - - - and were informative? No responses were provided by the public related to Cachuma Resource Conservation District at this time. LAFCO of Santa Barbara County 71 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 72 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE B. Cuyama Valley Recreation & Park District Administrative Office: 4885 Primero Street, New Cuyama, CA 93254 Mailing Address: P.O. Box 270, New Cuyama, CA 93254-0368 Phone: 661/766-2270 Fax: none Email: cuyamarec@gmail.com Website: www.cvrd.specialdistrict.org General Manager: Amber Rahe SUMMARY The Cuyama Valley Recreation & Park District provides operation and maintenance of parks and for the community of New Cuyama to approximately 680 people throughout 170 square miles. The Cuyama Valley Recreation & Park District is located in northern Santa Barbara County encompassed almost the entire Cuyama Valley, on State Highway 33 and 166, including the town of New Cuyama. The District southern and eastern borders are along the Los Padres National Forest. 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 $198 per resident and maintains a fund balance to meet future needs. The District does not have financial procedures in place to ensure the preparation of timely agency audits. BACKGROUND The Cuyama Valley Recreation & Park District was formed in 1956. In the 1950s, the Atlantic Richfield Company settled and developed the town of New Cuyama. It built the town, funded schools, and provided all utilities except electricity. The Cuyama River runs along Highway 166 and borders Los Padres National Forest. The Cuyama Valley is an agricultural area, with some cattle grazing and oil drilling nearby. Because the Cuyama Valley is a flood basin for the Cuyama River, the majority of the original town was moved westward to New Cuyama in 1951. The Cuyama Valley Recreation & Park District overlaps the Cachuma Resource Conservation District, Cuyama Community Services District, Cuyama Basin Water District, County Service Areas 32 (Law Enforcement), Santa Barbara County Fire Protection District, Santa Barbara Mosquito and Vector Control District, and County Flood Control & Water Agency. LAFCO of Santa Barbara County 73 CHAPTER THREE: B. CUYAMA VALLEY RECREATION & PARK DISTRICT 74 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: B. CUYAMA VALLEY RECREATION & PARK DISTRICT OPERATIONS Cuyama Valley Recreation & Park District is composed of four (4) employees, including a General Manager, Maintenance Manager, and two Maintenance Workers. The District coordinates public recreation and leisure time programs including the use of a community meeting hall and a transit van for special events. 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 at District Office located at 4885 Primero Street, New Cuyama at 7:00 pm. The District is underway constructing a website in which it will include a list of members of the Board of Directors, agendas of upcoming meetings, and minutes of past meetings. OPPORTUNITIES & CHALLENGES The Cuyama Valley Recreation & Park District (CVRD) did not identify challenges related to recreation and park services. The District is undergoing construction of a website. It has been a few years without much information uploaded for public transparency. The District was unable to provide annual audits or budgets, all financial information was taken from the State Controller website. The District should fill the two (2) vacant seats to maintain a full Board of Directors as a typically Recreation and Parks District. A limited population and interest on serving on the Board could make it difficult to meet all requirements of a public agency. LAFCO of Santa Barbara County encourages the District to complete the website construction, prepare annual audits upload them to their website, and fill any vacancy seats. Governance Structure Options The opportunities for new governance structures in Cuyama 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 Cuyama Valley Recreation & Park District currently does not collaborate with other districts or agencies. LAFCO of Santa Barbara County 75 CHAPTER THREE: B. CUYAMA VALLEY RECREATION & PARK DISTRICT SPHERE OF INFLUENCE & BOUNDARIES The Sphere of Influence for the Cuyama Valley Recreation & Park District’s boundaries are coterminous with the District’s service area. The District has a few small islands within the district; however, it 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 CVRD jurisdictional boundary CVRD’s existing boundary spans approximately 170 square miles spans 170 square miles with 100% in size and covers 108,950 acres (parcels and including public being unincorporated and under the land use authority of the County of rights-of-ways) of contiguous areas, with the exception of a few Santa Barbara. small islands. All 100% of the jurisdictional service boundary is unincorporated and under the land use authority of the County of Santa Barbara. Overall, there are 462 registered voters within the jurisdictional boundary. Cuyama Valley Recreation & Park District | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters Cuyama Valley RPD 107,612 77.0% 1,107 462 Totals 107,612 100.0% 1,107 462 Cuyama Valley Recreation & Park 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 107,612 100.0% 1,107 462 Totals 107,612 100.0% 1,107 462 Total assessed value (land and structure) is set at $199 million as of April 2024, and translates to a per acre value ratio of $1,856. The former amount further represents a per capita value of $293,725 based on the estimated service population of 680. Cuyama Valley Recreation & Park District does receive annual property tax revenue generated within its jurisdictional boundary with $122,481 dollars in annual taxes. 76 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: B. CUYAMA VALLEY RECREATION & PARK DISTRICT The jurisdictional boundary is currently divided into 1,107 legal Close to 95% of the parcels and spans 108,950 acres consistin g of public right-of-way. jurisdictional boundary is under Approximately 94.5% of the parcel acreage is under private private ownership, and of this amount approximately 43.4% ownership with 43.4% 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 152 vacant parcels that collectively total 43 acres. Cuyama Valley Recreation & Park District Formation, Revenues, Attributes, Types of Service, and Resources District Formation and Duties Formation Date 1956 Recreation & Park District Act, Public Resources Code, Legal Authority section 5780 et seq. Five Directors elected to four-year terms through at-large Board of Directors elections. Agency Duties Recreation and park services. POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2020 population of New Cuyama to be 550. 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 Cuyama unincorporated population as 1,241 by 2020. Between 2010 and 2020, the population of Cuyama unincorporated area did not change. However, since 2010, the Cuyama unincorporated estimated population has decreased by 691 persons. In contrast, the County’s population increased by 5.7 percent between 2010 and 2020. Demographics for New Cuyama are based on an age characteristic report prepared by SBCAG in 2017 and American Community Surveys. These statistics are cited herein, which identified the largest age group represented in Cuyama as 18 to 64 group at 61.5 percent. Approximately 16.4 percent of the population was in the 65 or older years age group and 22.2 percent under the age of 18 group. LAFCO of Santa Barbara County 77 CHAPTER THREE: B. CUYAMA VALLEY RECREATION & PARK DISTRICT According to the 2020 U.S. Census, approximately 54.7 percent of the total population identified t hemselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic g roup in Cuyama, comprised 42.6 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 Cuyama, which faces several constraints. The following population projections within Cuyama are based on the Department of Finance Table E4 estimate and SBCAG regional forecast. Table B-1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Cuyama Valley RPD 517 533 550 567 583 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 2024, the statewide MHI was $111,300, 80 percent of that is $89,040. The MHI for Cuyama was $55,104 in 2024, 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 78 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: B. CUYAMA VALLEY RECREATION & PARK DISTRICT 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 some cases, the Cuyama Valley Recreation & Park 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. Cuyama Valley Recreation & Park District Formation, Revenues, Attributes, Types of Service, and Resources Attributes District area (est. square miles): Entire District 170 Population (2024 estimate): Entire District 680 Assessed Valuation (FY 22-23: District portion) $199,733,251 Number of Parks 1 Regular Financial Audits none Annual Revenue Per Capita, Entire District (FY21-22) $198 Average Portion of County 1% Property Tax Received 5¢/$1 Ending Total Fund Balance (June 2023) $TBD Change in Total Fund Balance (from June 2018 to June 2023) TBD% Total Fund Balance/Annual Revenue Total (FY 21-22) 44.4% 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. CUYAMA VALLEY RECREATION & PARK DISTRICT S ERVICES O verview Cuyama Valley Recreation & Park District (CVRD) provides park and recreation services. The District is staffed by four (4) full-time staff. Parks, Recreation, and Facility Rentals The District was unable to provide input or responses to LAFCOs questionnaire. The District is undergoing construction of a website and currently has limited information available. Types of Services Parks X Recreation X Open Space - Library - Facility Rental - Other - Cuyama Valley Recreation & Park District Formation, Revenues, Attributes, Types of Service, and Resources Parks & Recreation Location Amenities • BBQ Grills 01. • Benches or Picnic Tables • Group Picnic Richardson Park Areas • Hiking Trails • Playground • Restrooms Programs include soccer, basketball, volleyball, cheerleading, dance, and theatre 80 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: B. CUYAMA VALLEY RECREATION & PARK DISTRICT 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 Cuyama Valley Recreation & Park District has a total of four (4) employees. Staffing Experience/Tenure (average) Years in Industry Year w/ District General Manager/CPO (1) n/a 2 Maintenance Manager (1) n/a 29 Maintenance Worker (2) n/a 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. District Revenues 2020-2021 2021-2022 Amount % of Total Amount % of Total Property Taxes $122,816 70.3% $122,481 90.7% Rent, leases, concessions $7,469 4.3% $6,355 4.7% Charges for Services $44,320 25.3% $5,724 4.2% Investment income -$386 -0.2% $521 0.4% Other Revenue $478 0.3% $0 0% Revenue total $174,697 100.0% $135,081 100.0% Source: Cuyama Valley Recreation & Park District, Financial Statements, June 30, 2021 and 2022, Statement of Revenues, Expenditures and Changes in Fund Balances – All Fund types. LAFCO of Santa Barbara County 81 CHAPTER THREE: B. CUYAMA VALLEY RECREATION & PARK DISTRICT F iscal Indicators S elect 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. CUYAMA VALLEY RECREATION & PARK DISTRICT Fiscal Trends-CVRD 0.35 0.3 0.25 0.2 0.15 0.1 0.05 0 2018-19 2020-21 2021-22 Revenue Expenditure Reserve 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 0.14 indicates that the service is self-supporting. 0.12 0.1 0.08 0.06 0.04 0.02 0 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. 1.5 Fiscal Year Operating Operating Revenues Expenditures Ratio 1 2017 $ 211,790 $ 325,911 0.6 2018 $ 239,150 $ 261,082 0.9 0.5 2019 $ 302,526 $ 258,052 1.1 2020 $ unk $ unk TBD 0 2021 $ 174,697 $ 164,937 1.0 2017 2018 2019 2020 2021 2022 2022 $ 135,081 $ 127,874 1.0 82 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE sdnasuohT ni tnuomA sdnasuohT ni tnuomA CHAPTER THREE: B. CUYAMA VALLEY RECREATION & PARK DISTRICT 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) 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% 2022 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. Enterprise Funding The District currently collects Charges for Services and rent, as property tax revenue is not sufficient to cover costs to provide park and recreation services. The following chart shows a three-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. LAFCO of Santa Barbara County 83 )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: B. CUYAMA VALLEY RECREATION & PARK DISTRICT Parks, Capital-Expenditure 1 0.25 0.23% 0.9 0.8 0.2 0.7 0.6 0.15 Parks 0.5 0.11% 0.4 0.1 0.092% 0.3 0.2 0.05 0.1 0% 0% 0 0% 0 2017 2018 2019 2020 2021 2022 Asset Maintenance and Repair The District’s budget presumably includes improvements through its Parts/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 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. 84 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE sdnasuohT ni tnuomA % a sa )secivres krap( erutidnepxE ycnegA stsoc gnitarepo llarevo CHAPTER THREE: B. CUYAMA VALLEY RECREATION & PARK DISTRICT ORGANIZATION Governance Cuyama Valley Recreation & Park District’s governance authority is established under the Recreation & Park District Act (“principal act”) and codified under Public Resources Code Section 5780. This principal act empowers Cuyama Valley Recreation & Park District to provide a moderate range of municipal services. A list comparing active and latent powers follows. Active Service Powers Latent Service Powers - Parks and Rec - None - All others listed in Principal Act Governance of Cuyama Valley Recreation & Park District is independently provided through its five-member Board of Directors that are elected at-large to staggered four-year terms. CVRD holds meetings on the third Thursday of every month at District Office located at 4885 Primero Street, New Cuyama at 7:00 pm. A current listing of Board of Directors along with respective backgrounds follows. Cuyama Valley Recreation & Park District | Current Governing Board Roster Member Position Background Years on District Laura Price Chair Educator 8 Kim Eichert Vice Chair Ag/Food (Bolthouse) 31 Maria Medina Secretary Military/IT 8 Vacant Director TBD 0 Vacant Director TBD 0 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. LAFCO of Santa Barbara County 85 CHAPTER THREE: B. CUYAMA VALLEY RECREATION & PARK DISTRICT C uyama Valley Recreation & Park District’s website is under construction. Cuyama Valley Recreation & Park District Website Checklist website accessed 7/25/24 https://cvrd.specialdistrict.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: Cuyama R&PD is an independent board-governed District. Refer to https://cvrd.specialdistrict.org/ for the required checklist items. 86 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: B. CUYAMA VALLEY RECREATION & PARK DISTRICT Survey Results The table below includes a list of que stions asked of area residents by LAFCO to assess if satisfactory parks, open space, library, and facility rental services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. Cuyama Valley Recreation & Park District Questionnaire Revenues, Types of Service, and Resources Cuyama Valley Recreation & Park District | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of Parks & - - - Recreation, Open Space, Library and Facility Rental services? 2. Overall, are adequate staffing and equipment - - - provided with the level of Parks & Recreation, Open Space, Library and Facility Rental service? 3. Do you feel an adequate level of funding is - - - provided given the level of service? 4. Personnel arrived in a timely manner and were - - - professional? 5. Personnel was knowledgeable, answer questions, - - - and were informative? No responses were provided by the public related to Cuyama Valley Recreation & Park District at this time. LAFCO of Santa Barbara County 87 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 88 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE C. Embarcadero Municipal Improvement District Administrative Office: 224 Vereda Leyenda, Goleta, CA 93117 Phone: 805/968-5885 Fax: 805/685-1081 Email: emid@emidsb.org Website: www.emidsb.org General Manager: Susan Paxton-Koesterer Parks Manager: Vacant SUMMARY The Embarcadero Municipal Improvement District provides collection and transports wastewater in the western Goleta Valley under a Joint Powers Agreement between EMID and Goleta West Sanitary District, 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 $423 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 89 CHAPTER THREE: C. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT 90 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: C. 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 2024, it was estimated that the District serves 174 residential parcels, rural homesite, orchards, veterinary office, and the Baccara Resort. OPERATIONS Embarcadero Municipal Improvement District once provided sewage collection services under contract with Goleta West Sanitary District. This contract has expired and they no longer plan to renew. 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. 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. 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 agreement is made, in which all affected parties agree in the transfer of responsibilities, a change of organization may be considered at that point. LAFCO of Santa Barbara County 91 CHAPTER THREE: C. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT R egional Collaboration As described earlier, GWD provides water to customers within EMID. Embarcadero Municipal Improvement District had a JPA Agreement with Goleta West Sanitary District and a Recovery Contract. The Recovery Contract with GWSD expired and will not be 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 449 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% 179 449 City of Goleta 69.2 5.8% 2 0 Totals 1,200 100.0% 179 449 92 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: C. 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% 179 449 City of Goleta 69.2 5.8% 2 0 Totals 1,200 100.0% 179 449 Total assessed value (land and structure) is set at $671.2 million as of April 2024 and translates to a per acre value ratio of $649,124. The former amount further represents a per capita value of $671,194 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 All the jurisdictional boundary is parcels and spans 1,034 acres with the remaining jurisdictional under private ownership, and of acreage consists of public right-of-ways. Approximately 100% of this amount approximately 96% has been developed. the parcel acreage is under private ownership with 96% 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 18 vacant parcels that collectively total 42 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 93 CHAPTER THREE: C. 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 C-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. 94 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: C. 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 2024, the statewide MHI was $111,300, 80 percent of that is $89,040. 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 2.0 (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 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 95 CHAPTER THREE: C. 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 (2024 estimate): City of Goleta (Baccara Resort) 0 Entire District 1,000 Assessed Valuation (FY 23-24: District portion) $671,194,262 Number of Parks & Recreation activities 4 Regular Financial Audits Annual Annual Revenue Per Capita, Entire District (FY 22-23) $488 Average Portion of County 1% Property Tax Received 7¢/$1 Ending Total Fund Balance (June 2023) $1,850,471 Change in Total Fund Balance (from June 2020 to June 2023) 8.1% Total Fund Balance/Annual Revenue Total (FY 22-23) 379% 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 contract for wastewater collection, treatment, and disposal services with Goleta West Sanitary District has recently expired and the District does not plan to renew. The District is staffed by one (1) full-time General Manager and one (1) part- time park staff. Parks, Recreation, and Facility Rentals Presently the District operates and maintains the Embarcadero Municipal Improvement District Community Center, Riding Arena, Children’s Playground, and Tecolote Meadows Park. The park is an 18-acre rural parkland area with pedestrian/equestrian/dog walking trails. Sitting/relaxing and work out stations located north of Hwy 101 at Calle Real and Farren Road. Creekside walking and riding trails are also available. 96 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: C. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT The Embarcadero Municipal Improv ement District Community Center, located at 224 Vereda Leyenda, with meeting room, kitche n facilities, and outdoor courtyard area. EMID sponsors public meetings, events, fundraisers, community, youth and senior programs and classes. Adult Educational Classes, including writing and art classes, advanced flower arrangement classes, dance and exercise classes for adults and seniors are some of the programs that have been offered. Children’s activities, including Girl and Boy Scout programs and meetings, 4H programs and meetings, youth summer work programs, martial arts and exercise classes, high school community service programs. The Riding Arena provides a space for equestrian activities. The Children’s Playground provides swings, slides and imagination areas for ages 2-12. Types of Services Parks X Recreation X Open Space - Library - Facility Rental X Other X Embarcadero Municipal Improvement District Formation, Revenues, Attributes, Types of Service, and Resources Parks and Facilities Address Acquired/Built Condition Size & Amenities Tecolote Meadows Park ~ 1971 Good 18-acres, equestrian/dog walking trails, benches & work out stations EMID Community Center, 224 Unk Good Unk size, meeting room, Vereda Leyenda, Goleta kitchen facilities, and outdoor courtyard LAFCO of Santa Barbara County 97 CHAPTER THREE: C. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT 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 2020-2021 2021-2022 Amount % of Total Amount % of Total Property Taxes $394,001 87.9% $414,359 97.6% Investment income $53,664 12.0% $8,592 2.0% $772 0.1% $1,578 0.4% Other Revenue total $448,437 100.0% $424,529 100.0% Source: Embarcadero Municipal Improvement, Budget reports, FY 20-21 & 21-22, 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. 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. 98 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: C. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT EMBARCADE RO MUNICIPAL IMPROVEMENT Fiscal Trends-EMID 2 1.5 1 0.5 0 2019-20 2020-21 2021-22 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 0.5 is self-supporting. 0.4 0.3 0.2 0.1 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. 2.5 Fiscal Operating Operating 2 Year Revenues Expenditures Ratio 1.5 2017 $ 296,066 $ 211,440 1.4 1 2018 $ 312,785 $ 211,763 1.4 2019 $ 414,948 $ 252,474 1.6 0.5 2020 $ 423,115 $ 199,107 2.1 0 2021 $ 398,437 $ 222,406 1.8 2017 2018 2019 2020 2021 2022 2022 $ 424,529 $ 259,437 1.6 LAFCO of Santa Barbara County 99 snoilliM ni tnuomA snoilliM ni tnuomA CHAPTER THREE: C. 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 2019 2020 2021 2022 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% 2022 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 includes park and community center maintenance services. In FY 2021/2022, the District’s actual budget expense was $61,700 and increased in FY 2022/2023 to $87,500. 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. 100 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL 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 2016 2017 2018 2019 2020 2021 2016 2017 2018 2019 2020 2021 Agency Assets (other than capital) $4,805,721 $5,571,131 $5,177,234 $6,839,207 $12,735,813 $TBD Net Liabilities (pension & OPEB) $0 $0 $0 $0 $0 $0 CHAPTER THREE: C. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT Park & Rec-Expenditure 1 0.35 Com Center 0.9 0.32% 0.31% 0.3 0.8 0.7 0.25 0.6 0.2% 0.2 0.5 0.15 0.4 0.14% Park 0.12% 0.12% 0.3 0.1 0.2 0.05 0.1 0 0 2018 2019 2020 2021 2022 2023 Asset Maintenance and Repair The District’s budget includes property maintenance through its budget planning. In FY 2021/2022, the District budgeted $68,000 for various entrance, grounds, community center and park maintenance upgrades and increased that to approximately $80,000 for FY 2022/2023. . Specifically, Park Maintenance expenses were $30,300. 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 FY23/24  Project 1: Playground/Meadows Area Improvements $10,000  Project 2: Safety & Security Camera System including Surveying $5,000  Project 3: Infrastructure: Underground Utilities $150,000  Project 4: EMID Files Destruction, Documentation, and Digitization $10,000  Project 5: Facilities: Trellis over Grass near BBQ $35,000  Project 6: Creek and Culverts Study $25,000  Project 7: Infrastructure: Flood Mitigation - 930 VDC $90,000  Project 8: EMID Finance and Equipment IT Upgrade $5,000  Project 9: removed  Project 10: Canyon Lighting at Dangerous Night Walking Locations $15,000  Project 11: Bike Lane Study $25,000 LAFCO of Santa Barbara County 101 sdnasuohT ni tnuomA % a sa )secivres krap( erutidnepxE ycnegA stsoc gnitarepo llarevo CHAPTER THREE: C. 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 (contract with GWSD) 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. 102 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: C. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT Embarcadero Municipal Improvement | Current Governing Board Roster Member Position Background Years on District Michael Taylor President Medical Device Sales 4 Holly Duncan Vice President College Admissions 5 Peter Bohley Vice President Engineer 4 Tom Menna Financial Officer Retired Engineer 7 Filip DeFoort Secretary Software Engineering 2 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 7/25/24 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? LAFCO of Santa Barbara County 103 CHAPTER THREE: C. EMBARCADERO MUNICIPAL IMPROVEMENT 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: 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 parks, open space, library, and facility rental 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 Parks & - - - Recreation, Open Space, Library and Facility Rental services? 2. Overall, are adequate staffing and equipment - - - provided with the level of Parks & Recreation, Open Space, Library and Facility Rental service? 3. Do you feel an adequate level of funding is - - - provided given the level of service? 4. Personnel arrived in a timely manner and were - - - professional? 5. Personnel was knowledgeable, answer questions, - - - and were informative? No responses were provided by the public related to Embarcadero Municipal Improvement District at this time. 104 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE D. Isla Vista Recreation and Park District Administrative Office: 961 Embarcadero Del Mar, Isla Vista, CA 93117 Phone: 805/968-2017 Fax: 805/968-2829 Email: IVPRD@ivparks.org Website: www.ivparks.org General Manager: Kimberly Kiefer Asst. General Manager: Luis Valerio Chief Financial Officer: Katherine Feuerstine SUMMARY The Isla Vista Recreation & Park District provides operation and maintenance of parks and recreational programs for the community of Isla Vista to approximately 15,500 people throughout 0.5 square miles south of the City of Goleta. The District acquires and preserves natural open spaces and develops and maintains park land serving over 21,000 visitors. 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 $120 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 Isla Vista Recreation & Park District was formed in 1972. The District is unique in that it serves a high-density urban college town of approximately 14,000 students, 4,000 lower-income renters and a number of long-term owner occupants. Isla Vista spans 250 acres that are surrounded by the University of California Santa Barbara (UCSB) on the east, north and west sides, and bordered by the Pacific Ocean to the South. The Isla Vista Recreation & Park District overlaps the County of Santa Barbara Fire Protection District, Cachuma RCD, Isla Vista CSD, 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 105 CHAPTER THREE: D. ISLA VISTA RECREATION & PARK DISTRICT 106 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: D. ISLA VISTA RECREATION & PARK DISTRICT OPER ATIONS Isla Vista Recreation & Park District is composed of 11 full-time employees, including a General Manager, Assistant General Manager, Chief Financial Officer, Recreation Coordinator, District Clerk, Park Ranger, and five grounds maintenance. In addition, there are four (4) part-time time recreation leaders and one garden and one stewardship part time staff who facilitate a variety of recreational activities, cultural events, special projects and maintenance. The district maintains 25 District owned parks and roughly 58 acres of open space. Staff also maintains 11 County owned parks and beach access points. Recreation services include volleyball, basketball, soccer, BMX pump track, 20 free community events, and a very successful Children’s Recreation Program. The District Board of Directors is composed of five members who are elected at-large to four- year terms. The Board meets the second Thursday of every month at St. George Youth Center located at 889 Camino Del Sur, Isla Vista at 5:30 pm. The District maintains a website which includes a list of members of the Board of Directors, agendas of upcoming meetings, and minutes of past meetings. OPPORTUNITIES & CHALLENGES The Isla Vista Recreation & Park District (IVRPD) identified the following challenges related to services. Challenges/Opportunities: • Limited Budget • How to balance revenue needs without overtaxing marginalized community • ADA transition plan for aging and outdated IVRPD is in-process of developing an Operational Strategic Plan, Transportation Plan with Santa Barbara County, Clean Fleet Vehicle Transition Plan, and ADA Transition Plan. Additionally, the SLA (surplus land act) was amended by Senate Bill 747 (Caballero) and Assembly Bill 480 (Ting). In general, the amendments change the scope of the SLA, what may be declared as “exempt surplus property,” and the process for compliance with the SLA. Additionally, Senate Bill 229 (Umberg) amended the SLA to increase oversight and enforcement if the Department of Housing and Community Development (“HCD”) issues a notice of violation. The SLA applies to local agencies, including cities, counties, and all special districts, including school, sewer, water, utility, and park districts, joint powers authorities, successor agencies, housing authorities, and any “other political subdivision” of the state. Thus, all local agencies, including special districts, should carefully review the requirements of the SLA when seeking to sell or otherwise dispose of property. LAFCO of Santa Barbara County 107 CHAPTER THREE: D. ISLA VISTA RECREATION & PARK DISTRICT G overnance Structure Options T he opportunities for new governance structures in IVRPD are small. The District preforms a specific service 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 at this time. The Isla Vista community is overlapped by a number of other agencies including, Isla Vista CSD, County Service Area 11, Isla Vista Recreation and Park District that neighbors the City of Goleta. There may be potential for governance changes in the future. Regional Collaboration IVRPD collaborates and participates regularly in California Special District Association chapter meetings (CSDA). IVRPD has also participated in Santa Barbara County’s Recreation Master Plan workshop (2023). IVRPD was requested to participate on the advisory council for the Statewide Comprehensive Outdoor Recreation Plan (SCORP). IVRPD has participated in and is a stakeholder of Isla Vista Community Service District’s Mobility Plan. IVRPD partners with Goleta Valley Library for mobile book services in Isla Visa. IVRPD participates in quarterly IV Safe Meetings coordinated between various Isla Vista stakeholders such as the IVCSD, IVRPD, and IV Foot Patrol. IVRPD also participates and provides updates to the IV Community Network (IVCN) once a month. IVRPD participates in professional development conferences and special events hosted by California Special District Association (CSDA), California Association of Recreation and Park Districts (CARPD), and the California Association of Parks and Recreation Indemnity (CAPRI). IVPRD presented on the topic of houselessness at the 2021 CSDA Conference. IVRPD participates in community design workshops with other agencies like the Isla Vista Community Services District. IVRPD participates annually in Coast Clean Up Day hosted by the California Coastal Commission. IVRPD participates in the UC Santa Barbara Government Affairs luncheon. IVRPD participates at the South Coast Chamber of Commerce “State of the City” annual dinner reception. IVRPD is attending a “Greater Greener” conference hosted by the City Parks Alliance in Seattle, WA. IVRPD also participates in conferences with California Parks and Recreation Society (CPRS). SPHERE OF INFLUENCE & BOUNDARIES The Sphere of Influence for the Isla Vista Recreation & Park 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. 108 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: D. ISLA VISTA RECREATION & PARK DISTRICT BOUNDARIES Jurisdictional Boundary IVRPD jurisdictional boundary IVRPD’s existing boundary spans approximately 0.5 square miles spans 0.5 square miles with 100% in size and covers 273 acres (parcels and excluding public rights- being unincorporated and under the land use authority of the County of of-ways) of contiguous areas. All 100% of the jurisdictional Santa Barbara. service boundary is unincorporated and under the land use authority of the County of Santa Barbara. Overall, there are 7,536 registered voters within the jurisdictional boundary. Isla Vista Recreation & Park | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters IVRPD 273 100.0% 919 7,536 Totals 273 100.0% 919 7,536 Isla Vista Recreation & Park | 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 273 100.0% 919 7,536 Totals 273 100.0% 919 7,536 Total assessed value (land and structure) is set at $1.4 billion as of April 2024, and translates to a per acre value ratio of $5.2 million. The former amount further represents a per capita value of $93,058 based on the estimated service population of 15,500. Isla Vista Recreation & Park District does not receive any annual property tax revenue generated within its jurisdictional boundary and operates entirely using enterprise funding with $438,000 dollars in annual services charges. The jurisdictional boundary is currently divided into 919 legal Close to three-fourths of the parcels and spans 273 acres the remaining jurisdictional acreage jurisdictional boundary is under consists of public right-of-way. Close to three- fourths or 70.6% of private ownership, and of this amount approximately 96.3% the parcel acreage is under private ownership with 96.3% 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 21 vacant parcels that collectively total 4.9 acres. The jurisdictional boundary qualifies as a disadvantaged unincorporated community. LAFCO of Santa Barbara County 109 CHAPTER THREE: D. ISLA VISTA RECREATION & PARK DISTRICT Isla Vista Recreation & Park District Formation, Revenues, Attributes, Types of Service, and Resources District Formation and Duties Formation Date 1972 Recreation & Park District Act, Public Resources Code, Legal Authority section 5780 et seq. Five Directors elected to four-year terms through at-large Board of Directors elections. Agency Duties Recreation and park services. 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. 110 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: D. ISLA VISTA RECREATION & PARK DISTRICT According to the 2020 U.S. Census approximately 52.8 percent of the total population identified themselves as non-Hispanic white. The Hispa nic population, which is the second largest ethnic group in Isla Vista, comprised 23.3 percent of t he 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. 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 D-1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* IVRPD 23,096 26,517 27,707 30,453 31,200 County 423,895 441,963 451,840 507,564 520,011 * Assumes trend-based land use capacity within the City. SBCAG regional forecast model. ** DOF Table E4 projections. The Isla Vista area represents about 6 percent of the total County population. Disadvantaged Unincorporated Communities Senate Bill (SB) 244 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 2024, the statewide MHI was $111,300, 80 percent of that is $89,040. The MHI for Isla Vista was $24,121 in 2024, 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 LAFCO of Santa Barbara County 111 CHAPTER THREE: D. ISLA VISTA RECREATION & PARK DISTRICT disadvantaged status with other applications of the definition. CalEnviroScreen is a screening tool u sed to help identify communities disproportionately burdened by multiple sources of pollution a nd 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 most cases, under the mapping and screening tools, the Isla Vista Recreation and Park 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, park and recreation, and fire services. Isla Vista Recreation & Park District Formation, Revenues, Attributes, Types of Service, and Resources Attributes District area (est. square miles): Entire District 0.5 Population (2024 estimate): Entire District 15,500 Assessed Valuation (FY 22-23: District portion) $1,442,413,530 Number of Parks 25 Regular Financial Audits Annual Annual Revenue Per Capita, Entire District (FY22-23) $120 Average Portion of County 1% Property Tax Received 5¢/$1 Ending Total Fund Balance (June 2023) $2,101,076 Change in Total Fund Balance (from June 2019 to June 2023) 4.3% Total Fund Balance/Annual Revenue Total (FY 22-23) 113.1% Source: District area estimated utilizing County of Santa Barbara GIS Data; 112 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: D. ISLA VISTA RECREATION & PARK DISTRICT Population estimated utilizing 2020 US Census Data; Assessed Valuation and Portion of County Property Tax Receive d are from County of Santa Barbara Auditor- Controller’s Office; Fund Balance Inform ation from District Audit; Other information from District. SERVICES Overview Isla Vista Recreation & Park District’s (IVRPD) mission statement is to enhance, improve, and protect the quality of life in the community through the maintenance and improvement of parks, and the organization and administration of recreation programs. IVRPD maintains 25 parks and roughly 58 acres of open space, much of which is environmentally sensitive habitat area for wildlife and native plant species. IVRPD provides a range of activities from one-day events such as weeding, planting, trash removal or watering to on-going commitments where a specific volunteer group cares for a defined location over a period of time. The district also creates trails to draw visitors in and guide them through the parklands, with interpretive signs, provide “mutt mitt” stations to encourage people to pick up after their dogs. A staff of 11 full-time employees, four (4) part-time time and one (1) intern provide all services. Parks, Recreation, and Facility Rentals The District holds many recreational and event activities throughout the year while maintaining and improving the parks within their district boundary and County beach access areas. Below is a summary of these events and programs offered, although it is not an exhaustive list of programs and events participated in by the district. Adopt-a-block is an IVRPD program focused on keeping the streets of Isla Vista clean. The program partners with Goleta West Sanitary District, to combat litter and micro trash that collects in and around Isla Vista neighborhoods and parks. The Isla Vista Recreation and Park District manages one community garden: Estero Park. The Community Gardens in Estero Park was one of the original projects of the District. The Gardens were established in 1986 with the goal of teaching and encouraging gardeners to use organic methods to grow vegetables, herbs, and flowers. Garden plots Range in size from 760 sq. ft. to 1115.5 sq. ft. and are available to all residents, but primarily serve residents of low-to moderate- income. Plots can be rented for a modest fee of between $22 to $33 dollars per quarter (every three months). C.A.R.E.4Paws—short for Community Awareness, Responsibility & Education—works to reduce pet overpopulation, keep animals out of shelters and improve quality of life for pet families in need. Its critical services include free and low-cost spays/neuters, veterinary care and vaccine events in C.A.R.E.4Paws’ own mobile veterinary clinics; distribution of pet food and supplies; support for pet families exposed to domestic violence through Safe Haven; Paws Up For Pets LAFCO of Santa Barbara County 113 CHAPTER THREE: D. ISLA VISTA RECREATION & PARK DISTRICT humane education; and Pet Emergency Training (P.E.T.) for First Responders. C.A.R.E.4Paws has w orked in Santa Barbara County since 2009 and, in 2022, the nonprofit expanded its mobile clinic s ervices to San Luis Obispo County. Each year, after large student gatherings such as Deltopia, Isla Vista experiences an influx of trash throughout its streets and waterways. Isla Vista Recreation and Park District aims to mitigate this problem by capturing litter and waste before it reaches our oceans and beaches. In addition to the three weekly Adopt-a-Block events that we host, IVRPD believes it is of great benefit to the community to have a free-standing special Adopt-a-Block the day after Deltopia to address this major influx of trash. In 2024, IVRPD has partnered with The Isla Vista Community Services District, and the External Vice President for Local Affairs to maximize volunteer turn out. Youth Program participants often get to take field trip excursions anywhere from UCSB Reef Aquarium, over to the Goleta Home Depot to pick up supplies for the arts & crafts Kid's Workshop Club, Goleta Butterfly Reserve, UCSB Basketball Games, Stearn’s Wharf and Moxi Museum. Other fun youth programs include Children’s Park Recreation Program: Monday – Friday 3-6PM (or dark), Cultural Enrichment Program, Children’s Adopt-A-Block, The Hiking and Exploration Club, Summer Swim, Food Distribution Program, Summer Sequoia Excursion, Lake Lopez Youth Trip, Family Festivals, Home Depot Woodcraft, High School Community Service Program, After School Tutoring Program, and Community Clean-ups. Types of Services Parks X Recreation X Open Space X Library - Facility Rental X Other - Isla Vista Recreation & Park District Formation, Revenues, Attributes, Types of Service, and Resources Parks Location Amenities Amphitheater, bathrooms, 01. playground equipment, Anisq ’Oyo’ Park picnic tables, pond, drinking fountain 114 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: D. ISLA VISTA RECREATION & PARK DISTRICT Basketball courts, playground 02. equipment, disc golf course, Estero Park picnic tables, sports fields, teen center, drinking fountain 03. Little Acorn Park Picnic tables 04. People’s Park Memorial Garden 05. Perfect Park Picnic tables BBQ’s, playground 06. Children’s Park equipment, Gazebo, picnic tables, drinking fountain Basketball courts, picnic 07. Greek Park tables, Volleyball court 08. Kid’s Trail Park none 09. Pardall Gardens Picnic tables 10. Sueño Orchard Disc golf course Playground equipment, 11. Sueño Park picnic tables, drinking fountain Playground equipment, 12. Tierra De Fortuna Park Gazebo, picnic tables, drinking fountain 13. Tipi Village Disc golf course Picnic tables, drinking 14. Trigo-Pasado Park fountain, climbing rock Beach access, Ocean vistas, 15. Camino Pescadero Park picnic tables, shower, drinking fountain 16. Gaffney Park Ocean vistas 17. Rottappel Park Ocean vistas 18. Window to the Sea Ocean vistas Camino Corto Open 19. none Space 20. Del Playa Open Space Ocean vistas Del Sol Vernal Pool 21. none Reserve Anisq’Oyo’ Park – This park was the first community-instituted park in Isla Vista. The park was originally constructed by volunteers and was maintained by the District after its formation. The LAFCO of Santa Barbara County 115 CHAPTER THREE: D. ISLA VISTA RECREATION & PARK DISTRICT park is located in the heart of town and features a rustic windmill (historic landmark), a large p ond, grassy areas with picnic benches, and children’s play equipment. The freshwater pond p rovides habitat for ducks, egrets, herons, frogs, turtles, fish and other wildlife. The historic Anisq’Oyo’ Amphitheatre is available for rent by public members and student organizations and is ideal for large functions, containing restrooms, electrical outlets and a stage. Estro Park – One of the largest parks in Isla Vista, Estro Park is a large complex that runs between Camino Del Sur and Camino Corto. It provides multiple opportunities for active recreation, such as outdoor basketball courts, a playing field, a disc golf course and children’s play equipment. Yje St George Youth Center, which offers tutoring, youth activities and a meeting place to local teens, is located in the park at the corner of Estro and Camino Del Sur. Estro park also houses our all- organic Community Gardens Project where gardeners may use their plots to grow vegetables, herbs and flowers for their own use. The iconic Red Barn set among the Estro Oaks, a mature grove-preserve in the park, calls back to Isla Vista’s ranch days. Little Acorn Park - On the corner of Embarcadero Del Mar and El Embarcadero, Little Acorn is only two blocks from the ocean. Landscaped with a large grassy open area, benches, and a bocce ball court, it is the perfect place for weekend relaxation and recreation. People's Park - Just to the south of Anisq’Oyo’, alongside Embarcadero Hall, the open lawn and picnic benches of People’s Park provide the perfect place to relax between classes. It also has the practice basket for the Isla Vista Peace Disc Golf Course-where park users can perfect their putting skills. Perfect Park - This park is located at the base of the Embarcadero Loop. Completed in 1995, Perfect Park was designed and built by community volunteers. Beautifully landscaped with improved paths and native coastal plants, it was intended to be an urban getaway for nature lovers and is ideal for bird watching, contemplation, outdoor reading and picnics. In 2003, the Perfect Park Peace Monument was built to commemorate peace activism in Isla Vista from the 70’s to the present. Children's Park - Built in an area of Isla Vista densely populated with families, Children's Park contains sandy play equipment and benches. There is also a covered gazebo, a handball court, a small lawn area for group fun and BBQ for events. The Children's Recreation Program for at-risk youth meets here weekday afternoons and is also the departure location for over 300 field trips per year. Greek Park - Located on the corner of Embarcadero Del Norte and Segovia, this small park includes picnic tables, basketball courts, and volleyball courts. Many of the Greek houses in Isla Vista use this park for their fundraising events and volleyball tournaments. Kid's Trail - Running from the back of Isla Vista Elementary School alongside the nature preserve 116 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: D. ISLA VISTA RECREATION & PARK DISTRICT and past the stables, through Tierra De Fortuna Park and over to Pasado Road, Kids’ Trail provides children and teachers with a convenient car-f ree pathway to and from school as well as to the beach. Pardall Gardens - Located on Pardall, the most heavily traveled pedestrian and bicycle route to UCSB, this tiny park is surrounded by restaurants and businesses. A small oasis in the busy world, the park contains picnic tables and a grassy area with trees—perfect for lunch or study breaks Sueño Orchard - Developed by the Park District in the 80s as a demonstration project, at one time the orchard contained over 30 kinds of trees, mostly fruit bearing, which were cultivated using organic methods and available to the public for consumption. Today, the orchard still contains many varieties, although some no longer produce fruit it contains a lush collection of fruits, flowers, and greenery. The Isla Vista Peace Disc Golf Course begins here, with the first two holes winding around the center orchard area. Sueño Park - This park was upgraded in 2002 and was funded by the 2000 Parks Water Bond Act in conjunction with the Park District. The playground equipment and the picnic tables were made with recycled materials and are accessible to mobility-impaired children. Tierra De Fortuna Park - Located at the end of Fortuna Road on the far west end of Isla Vista, Tierra De Fortuna features a beautiful view of the mountains and trees, a vine-covered gazebo, picnic tables and a drinking fountain. Play options include swings, a slide, a sand pit with digger, a whirl (merry-go-round), a springy seesaw and a large dinosaur to climb on. This is one of the most-rented parks for birthday parties! The park also connects to Kids’ Trail. Tipi Village - This park is landscaped with natural plants and is located adjacent to the red barn and community gardens at Estero Park. The location was one of political and social debate when it became the site of an experiment in living sustainably in which people formed a compound of Tipis. Today, the small park houses holes 3 and 4 of the Isla Vista Peace Disc Golf Course. Trigo-Pasado Park - Serving as a pathway between Trigo and Pasado, the long stretch of lawn is perfect for a game of catch or sunbathing. The park’s best feature however, is its 11’ climbing boulder which offers pure enjoyment and physical challenge. The picnic table and drinking fountain are great for rest and refreshment between climbing sessions. Camino Pescadero Park - Completely redone in 2002, Camino Pescadero boasts new walkways and native plantings winding around park benches, picnic tables and a drinking fountain. There is a recreational lawn and interpretive signs inform park users of the historical use of Santa Barbara Channel by the Chumash. Camino Pescadero is an excellent vantage point for viewing the ocean and the outdoor shower is a favorite with surfers and beachgoers. Gaffney Park - A natural, open area adjacent to the County-owned Sea Lookout Park, Gaffney LAFCO of Santa Barbara County 117 CHAPTER THREE: D. ISLA VISTA RECREATION & PARK DISTRICT Park forms a transition between the busy park and nearby housing. R ottappel Park - This narrow open space provides another look at the ocean for residents and passersby. An adjacent county-owned lot broadens the Rottappel view. Window To The Sea - Located in a densely populated area of Isla Vista, Window to the Sea is a small gem of a park, filled with lush plantings. The park features a two-seater swing on a knoll that overlooks the ocean. Camino Corto Open Space - At 20.5 acres, this preserve borders on El Colegio and Camino Corto Roads and shares boundaries with Isla Vista Elementary School, UCSB Stables, Tierra de Fortuna Park and residential areas on Fortuna Road and Fortuna Lane. It contains restored native plants, vernal pools, Camino Corto Creek, nature trails, a bridge and educational signs. Del Playa Open Space - This 8.21-acre space is made up of both county and District owned properties. It was originally purchased to preserve open space along the densely populated blufftop. Now that it is clear that it contains a vernal pool area, it is part of the natural and educational vernal pool projects. Del Sol Vernal Pool Reserve - Bordering El Colegio and Camino Corto Roads and running along the back of residences on Abrego, Del Sol Open Space is approximately 12 acres and contains native plants, vernal pools, nature trails and educational signs. 118 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: D. ISLA VISTA RECREATION & PARK DISTRICT Tota l Staffing Personnel Per 1,000 population Full time Maintenance 5 0.32 Emergency Operators 5 0.32 Administrative Personnel 1 0.13 Other District Staff 5 0.32 Isla Vista Recreation & Park has a total of eleven (11) employees. Staffing Experience/Tenure (average) Years in Industry Year w/ District General Manager/CPO (1) 31 12 Management (1) 6 16 Management (1) 5 2 Park Ranger (1) n/a 5 Grounds Maint (5) n/a n/a Rec Casual (3) n/a n/a Administrative Personnel (1) 1 1 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. The District has three special taxes that were voted on and approved by its constituents. The first of these taxes was approved in 1984, followed by another in 1997, and the most recent in 2017. The taxes ensure that Isla Vista continues to benefit from the maintenance and improvement of parks and the organization and administration of recreation programs. All proceeds of the Special Tax levied and imposed shall be accounted for and paid into a special account designated for use of operations and maintenance of the District, pursuant to Government Code Section 50075.1(b) and (c). LAFCO of Santa Barbara County 119 CHAPTER THREE: D. ISLA VISTA RECREATION & PARK DISTRICT District Revenues 2021-2022 2022-2023 Amount % of Total Amount % of Total Property Taxes $1,121,776 44.23% $1,175,181 44.80% Special assessment $255,896 10.09% $257,089 9.80% Rent $2,412 0.10% $2,347 0.09% Intergovernmental $548,090 21.61% $571,767 21.79% Grant $327,695 12.92% $495,905 18.90% Charges for services $247,695 9.77% $57,922 2.21% Investment income $9,527 0.38% $29,069 1.11% Misc. revenue $23,123 0.91% $34,147 1.30% Revenue total $2,536,214 100.0% $2,623,427 100.0% Source: Isla Vista Recreation & Park, 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 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 millions. These indicators provide a measurement of the agency’s financial condition over time. ISLA VISTA RECREATION & PARK Fiscal Trends-IVRPD 3 2.5 2 1.5 1 0.5 0 2020-21 2021-22 2022-23 Revenue Expenditure Reserve 120 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA CHAPTER THREE: D. ISLA VISTA RECREATION & PARK DISTRICT Property & Special Taxes This indicator addresses the extent to which property and special taxes covered expenses. Property taxes are not the primary funding 1.2 source for R&P Districts. Represented below a ratio of one or higher indicates that the service is self-supporting. 1 0.8 0.6 0.4 0.2 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 $2,004,311 $1,744,225 1.1 2019 $2,009,437 $1,918,765 1.0 0.5 2020 $2,032,801 $1,892,325d 1.1 2021 $2,034,758 $1,938,972 1.0 0 2022 $2,536,214 $2,207,291 1.1 2018 2019 2020 2021 2022 2023 2023 $2,623,427 $2,928,060 0.9 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) 78.3% 79.4% 91.6% 80% Net liability, pension (plan liabilities - plan assets) $ 686,225 $ 754,038 $324,533 $423,599 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. LAFCO of Santa Barbara County 121 snoilliM ni tnuomA )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Coverage of Net Post-Employment Liabilities 2.5 0.4 2 0.3 1.5 0.2 1 0.1 0.5 0 0 2018 2019 2020 2021 2022 2023 2018 2019 2020 2021 2021 2023 Agency Assets (other than capital) $1,754,210 $1,816,654 $1,986,978 $2,106,214 $2,360,678 $1,632,060 Net Liabilities (pension (OPEB not applicable)) $640,008 $621,624 $686,225 $754,038 $324,533 $423,599 CHAPTER THREE: D. ISLA VISTA RECREATION & PARK DISTRICT Pension Obligations and Payments T he District contributes to the California Public Employee’s Retirement System (CalPERS). All full-time employees are eligible to participate in their Miscellaneous Employee Pension Plans. Eligible employees hired after January 1, 2013 that are considered new members as defined by the Public Employees’ Pension Reform Act (PEPRA) are participating in the PEPRA Miscellaneous Plan. 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, as discussed above. Members with five years of total service are eligible to retire at age 50, or 52 if in the PEPRA Miscellaneous Plan, with statutorily reduced benefits. An optional benefit regarding sick leave was adopted. Any unused sick leave accumulates at the time of retirement will be converted to credited service at a rate of 0.004 years of service for each day of sick leave. All members are eligible for non-duty disability benefits after 10 years of service. The system also provides for the Optional Settlement 2W Death Benefit, as well as the 1959 Survivor Benefit. Deferred Compensation Plan The District offers its employees a deferred compensation plan created in accordance with Internal Revenue Code Section 457. The plan, available to all District employees, permits them to defer a portion of their salary until future years. The deferred compensation is not available to employees until termination, retirement, death, or unforeseeable emergency. All amounts of compensation deferred, all property and the rights purchased, and all income, attributable to those amounts, property, or rights are (until paid or made available to the employee or other beneficiary) solely the property and rights of the employees. As of June 30, 2023, 7 employees were participating in the plan. OPEB Obligations and Payments The District does not have any post-employment obligations. Non-Enterprise Funding The District currently collects special assessments as collectively, property tax revenue is not sufficient to cover costs to provide its parks, open space services. On May 9, 2017, Isla Vista voters passed special tax Measure O. An annual fixed tax rate of $.07185 per square foot for “Non- Residential Units” and $28.75 per bedroom on a parcel for “Dwelling Units” within the District’s boundaries. 122 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: D. ISLA VISTA RECREATION & PARK DISTRICT Measure O special tax revenues are deposited into a Special Tax Proceeds Fund with a minimum 50% used exclusively for infrastructure and capital improvements such as recycled water infrastructure, safety and recreational lighting infrastructure, and repair and improvements to public park lands and facilities. The remaining balance may be used for (1) deferred park maintenance; (2) recreational and cultural programing for adults and children; (3) capital projects; and (4) to set aside as reserves, so long as the funds are planned for use within the term of the Measure and in a manner consistent with the allocations provided in the Measure. Measure O is estimated to provide $256,348 in restricted revenue per year. The following chart shows a three-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. Parks, Capital-Expenditure 1.8 0.25 1.6 0.2% 1.4 0.2 1.2 0.15 1 Capital FB 0.8 0.11% 0.1 0.092% 0.6 0.4 0.047% 0.05 0.2 0.023% 0 0% 0 2018 2019 2020 2021 2022 2023 Asset Maintenance and Repair The District’s budget includes improvement budgeting through its Parts/Repair Fund. In FY 2022/2023, the District expended $332,017 and reduced that to $187,330 for FY 2023/2024. Capital Improvements The District does not have a Capital Improvement Plan (CIP) at this time. Capital projects are considered during each budget adoption, as needed. The following CIPs are planned for upcoming years as noted. • Children's Park Renovation Project: Project completion- Summer 2026 • Pardall Garden's Renovation Project: Project completion- Summer 2025 • Sueno Park Improvements: Project completion- Summer 2025 LAFCO of Santa Barbara County 123 sdnasuohT ni tnuomA )secivres noitaerceR & skraP( erutidnepxE ycnegA stsoc gnitarepo llarevo % a sa CHAPTER THREE: D. ISLA VISTA RECREATION & PARK DISTRICT L ong-term Liabilities and Debts T he only long-term debt is Unfunded Liability. The District’s contribution to the Plan for the year ended June 30, 2022 was $119,242. Of the total contributions made for the year ended June 30, 2022, $68,432 was required contributions for the unfunded liability. Opportunities for Shared Facilities The District does share the Isla Vista Community Center facilities with other agencies. Due to relative distance and nature of services with other District and other communities, opportunities for shared facilities are limited. It is unlikely that a proposal would be feasible in the near future beyond what they already share. ORGANIZATION Governance Isla Vista Recreation & Park District’s governance authority is established under the Recreation & Park District Act (“principal act”) and codified under Public Resources Code Section 5780. This principal act empowers Isla Vista Recreation & Park District to provide a moderate range of municipal services. A list comparing active and latent powers follows. Active Service Powers Latent Service Powers - Parks and Rec - None - All others listed in Principal Act Governance of Isla Vista Recreation & Park District is independently provided through its five- member Board of Directors that are elected at-large to staggered four-year terms. IVPRD holds meetings on the second Thursday of every month at St. George Youth Center located at 889 Camino Del Sur, Isla Vista at 5:30 pm. A current listing of Board of Directors along with respective backgrounds follows. Isla Vista Recreation & Park | Current Governing Board Roster Member Position Background Years on District Pegeen Soutar Chair Activist 20 Kim DuFore Vice Chair Customer Service 4 Thea Neushul Director Student 2 Ash Valenti Director Student 3 Brendan Hutchinson Director Student 2 124 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: D. ISLA VISTA RECREATION & PARK 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 Recreation & Park District Website Checklist website accessed 7/25/24 https://www.ivparks.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: IVRPD is an independent board-governed District. Refer to https://www.ivparks.org for the required checklist items. LAFCO of Santa Barbara County 125 CHAPTER THREE: D. ISLA VISTA RECREATION & PARK DISTRICT S urvey Results T he table below includes a list of questions asked of area residents by LAFCO to assess if satisfactory parks, open space, library, and facility rental services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. Isla Vista Recreation & Park District Questionnaire Revenues, Types of Service, and Resources Isla Vista Recreation & Park | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of Parks & - - - Recreation, Open Space, Library and Facility Rental services? 2. Overall, are adequate staffing and equipment - - - provided with the level of Parks & Recreation, Open Space, Library and Facility Rental service? 3. Do you feel an adequate level of funding is - - - provided given the level of service? 4. Personnel arrived in a timely manner and were - - - professional? 5. Personnel was knowledgeable, answer questions, - - - and were informative? No responses were provided by the public related to Isla Vista Recreation & Park District at this time. 126 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE E. Los Alamos Community Services District Administrative Office: 82 North Saint Joseph Street, Los Alamos, CA 93440 Mailing Address: P.O. Box 675, Los Alamos, CA 93440 Phone: 805/344-4195 Fax: 805/344-2908 Email: jdemars@losalamoscsd.com Website: www.losalamoscsd.com General Manager: Juan Gomez SUMMARY The Los Alamos Community Services District provides water treatment and distribution, wastewater collection and treatment and public parks services for the Los Alamos area to approximately 1,634 people throughout one square mile in west-central Santa Barbara County between 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 $1,638 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 Community Services District was formed in 1956. It was formed under Division 4 of the Street and Highway Code for the purpose of providing water service to the Community of Los Alamos utilizing the 1915 Act for a special assessment District. Water service began in 1958. In 1985, the District was awarded a Federal EPA Grant and a grant from the California State Water Resources for the design and construction of the Los Alamos Wastewater Collection and Treatment Project. The project was completed in 1988 and sewer service was provided to the community. The District provides public park services for Ferrini Park. The Los Alamos Community Plan defines the limits of the District’s potential for geographic expansion (approximately 16 large parcel’s, 3- 5 acres each zoned to accommodate 22 residential units) within the remaining Urban Boundary Line. The Los Alamos Community Services District overlaps the 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 the Los Alamos Cemetery District. LAFCO of Santa Barbara County 127 CHAPTER THREE: E. LOS ALAMOS COMMUNITY SERVICES DISTRICT 128 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: E. LOS ALAMOS COMMUNITY SERVICES DISTRICT The District estimated it serves a populatio n of 1,634 people. The District anticipates a growth rate of less than one (1) percent a year within its boundaries in the coming years. In 2020, it was estimated that the District serves 742 parc els, and serves 614 water and wastewater connections. OPERATIONS Los Alamos CSD is composed of seven (7) employees, including a General Manager/Chief Plant Operator, an Office Manager/Treasurer, four (4) Operators of all grade levels and a part-time Customer Service Representative. All District operators are trained and certified with the State Water Resources Board. The District currently operates and maintains the Ferrini Park. The District Board of Directors is composed of five Members who are elected at-large to four- year terms. The Board meets the fourth Wednesday of every month at District Board Room located at 82 North Saint Joseph Street, Los Alamos at 6:00 pm. The District maintains a website which includes a list of members of the Board of Directors and agendas of upcoming meetings. OPPORTUNITIES & CHALLENGES The Los Alamos CSD indicates it is concerned with State Water Regional Quality Control Board (SWRCB) regulations to increase new sewer permit from $7500 to $30,000. This rising cost posse’s challenges to the district and its customers. Under the CSD’s General Waste Discharge Requirements Order, the current WWTP process does not meet pending effluent water quality limits which will go into effect in August 2024. The District has elected to improve the wastewater process to meet permit requirements. For the WWTP to meet the limits of the General Permit, significant process improvements will be required. In an analysis conducted by MNS Engineers, serving as the District Engineer, several alternatives were investigated as potential means to improve the system. A preliminary opinion of the probable cost of construction for the proposed improvements is estimates to be $6 million. The CSD is seeking external funding to help offset the costs of the proposed improvements. The rising cost for services, coupled with regulatory requirements cumulatively, create a significant disincentive to development. The LACSD contracted with Raftelis Financial Consultants, Inc. (RFC) to prepare its 2016 Water and Wastewater Capacity Fee Study. The analysis modified the Water Capacity Fee to $8,153 for a ¾" Meter or less and the Wastewater Capacity Fee to $7,903 per EDU. Effective, November 1, 2022 the Water Capacity Fee is $10,339 for a ¾" Meter and the Wastewater Capacity Fee is $10,024 based on a ¾” Meter. LAFCO of Santa Barbara County 129 CHAPTER THREE: E. LOS ALAMOS COMMUNITY SERVICES DISTRICT T he District has no capacity issues with park service to serve future growth. L AFCO of Santa Barbara County encourages the District to continue to keep pace with capacity needs and evaluate every three to five years appropriate funding for capital projects and improve the WWTP system to meet general permit requirements. Governance Structure Options The District is isolated from most other local agencies, limiting the potential for governmental structure options. Consideration in the past was given to consolidate with the Los Alamos Cemetery District, but concluded that it was not a cost-effective change, nor are they compatible principal acts allowing for joint operations. A legislative fix would be required. 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 District to assume responsibilities within this area. Therefore, LAFCO staff recommends that the District continue to discuss possible partnerships with the Cemetery District and find a legislator who would allow for joint services. 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 In addition to the Los Alamos Community Services District collaborating with the San Antonio Basin Water District through the San Antonio Basin Groundwater Sustainability Agency as discussed in the 2023 MSR, the Santa Ynez CSD and Los Alamos CSD has a Memorandum of Understanding for use of field personnel in case of an emergency. SPHERE OF INFLUENCE & BOUNDARIES The Sphere of Influence for the Los Alamos Community Services District’s boundaries are coterminous with the 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 Los Alamos CSD jurisdictional Los Alamos CSD’s existing boundary spans approximately one boundary spans 1 square miles with 100% being unincorporated and square miles in size and covers 652 acres (parcels and excluding under the land use authority of the public rights-of-ways) of contiguous areas. All 100% of the County of Santa Barbara. jurisdictional service boundary is unincorporated and under the land use authority of the County of Santa Barbara. Overall, there are 1,130 registered voters within 130 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: E. LOS ALAMOS COMMUNITY SERVICES DISTRICT the jurisdictional boundary. Los Alamos Community 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 CSD 652 100.0% 797 1,130 Totals 652 100.0% 797 1,130 Los Alamos Community 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 652 100.0% 797 1,130 Totals 652 100.0% 797 1,130 Total assessed value (land and structure) is set at $312.5 million as of April 2024, and translates to a per acre value ratio of $479,290. The former amount further represents a per capita value of $191,247 based on the estimated service population of 1,634. Los Alamos Community Services District receives $0.1 million dollars in annual property tax revenue and mostly operates using enterprise funding through $0.5 million dollars in annual services charges generated within its jurisdictional boundary. The jurisdictional boundary is currently divided into 797 legal Close to 88% of the parcels and spans 652 acres. The remaining jurisdictional acreage jurisdictional boundary is under consists of public right-of-ways. Approximately 88% of the parcel private ownership, and of this amount approximately 41% has acreage is under private ownership with 41% 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 115 vacant parcels that collectively total 50 acres. LAFCO of Santa Barbara County 131 CHAPTER THREE: E. LOS ALAMOS COMMUNITY SERVICES DISTRICT Los Alamos Community Services District Formation, Revenues, Attributes, Types of Service, and Resources District Formation and Duties Formation Date 1956 Division 4 of 1931 Act, Street and Highway Code, section Legal Authority 2800 et seq. Transition to Community Services District Act, Government Code, section 61000 et seq. Five Directors elected to four-year terms through at-large Board of Directors elections. Agency Duties Retail water delivery, the collection, treatment and disposal of wastewater, and public parks. POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2020 population of Los Alamos to be 1,275. 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 are based on an age characteristics report prepared by SBCAG in 2017 and American Community Surveys. These statistics are cited herein, which identified the largest age group represented in Los Alamos as 18 to 64 group at 51.1 percent. Approximately 23.7 percent of the population was in the 65 or older years age group and 25.3 percent in the under the age of 18 group. According to the 2020 U.S. Census, approximately 49.2 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic group in Los Alamos, comprised 28.3 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. 132 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: E. LOS ALAMOS COMMUNITY SERVICES DISTRICT The current County of Santa Barbara Housing Element (2023-2031) identifies an estimated growth rate of less than one (1) percent w ithin Los Alamos Community Plan area. The following population projections are based on the Department of Finance Table E4 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 CSD 1,890 1,800 1,634 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. 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 2024, the statewide MHI was $111,300, 80 percent of that is $89,040. The MHI for Los Alamos was $46,930 in 2024, 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 most cases, the Los Alamos LAFCO of Santa Barbara County 133 CHAPTER THREE: E. LOS ALAMOS COMMUNITY SERVICES DISTRICT C ommunity Services District’s Sphere of Influence does not qualify under the definition of d isadvantaged community for the present and probable need for public facilities and services nor a re the areas contiguous to the Sphere of Influence qualify as a disadvantaged community. The MHI values however do indicate the community meets the definition. Los Alamos Community Services District Formation, Revenues, Attributes, Types of Service, and Resources Attributes District area (est. square miles): Entire District 1.0 Population (2024 estimate): Entire District 1,634 Assessed Valuation (FY 22-23: District portion) $312,497,675 Number of Parks 1 Regular Financial Audits Annual Annual Revenue Per Capita, Entire District (FY 20-21) $1,638 Average Portion of County 1% Property Tax Received 4¢/$1 Ending Total Fund Balance (June 2023) $8,319,004 Change in Total Fund Balance (from June 2018 to June 2023) 18.7% Total Fund Balance/Annual Revenue Total (FY 22-23) 578% 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 Community Services District (LACSD) provides water, wastewater, and parks services. The District is staffed by seven (7) full-time and one (1) part-time staff. Parks Presently the District operates and maintains the Arthur Ferrini Park. The park is centrally located in the downtown at 267 Bell Street on a half-acre site. Ferrini Park is a day use park only with limited water and electricity available. There are no public restrooms or BBQs, however there is a Dog Waste Station with bags and receptacle. Organizations or individuals are welcome to use the park for events and special occasions, but will be required to complete a Use Agreement that 134 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: E. LOS ALAMOS COMMUNITY SERVICES DISTRICT is subject to approval by the District. The District also requires a Certificate of Liability Insurance for the event. The community occasionall y holds music in the park events during the summer months. Facility Rentals The Event Application to rent the park requires a Use Agreement. A $200 non-refundable application review fee is due with each application and a 50% discount is given to 501 (c) (3) non- profit groups. Types of Services Parks X Recreation - Open Space - Library - Facility Rental X Other X Los Alamos Community Services District Formation, Revenues, Attributes, Types of Service, and Resources Parks Address Acquired/Built Condition Size 267 Bell Street, Ferrini Park 1969 Good 0.5-acre lawn and dog receptacle Total Staffing Personnel Per 1,000 population Full time Personnel 5 3.0 Emergency Personnel 5 3.0 Administrative Personnel 2 1.22 Other District Staff 0 n/a Los Alamos Community Services has a total of seven (7) permanent employees and one (1) part-time employee. LAFCO of Santa Barbara County 135 CHAPTER THREE: E. LOS ALAMOS COMMUNITY SERVICES DISTRICT Staffing Experience/Tenure (average) Years in Industry Year w/ District General Manager/CPO (1) 19.5 3 Office Manager/Treasurer (1) 28 28 Operator II (1) 27 27 Operator I (1) 5 5 Operator I =T (1) 1 1 Operator I-T (1) 6 months 6 months Administrative Personnel (1) 1 1 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 $97,042 6.6% $105,580 6.6% Investment income $1,624 0.1% $3,061 0.1% Charges for services $1,346,961 92.1% $1,336,603 92.1% Contributions & grants $16,895 1.2% $1,231,804 1.2% Revenue total $1,462,522 100.0% $2,677,048 100.0% Source: Los Alamos Community Services, Financial Statements, June 30, 2022 and 2023, Statement of Revenues, Expenditures and Changes in Fund Balances – All Fund types. 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 millions. These indicators provide a measurement of the agency’s financial condition over time. 136 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: E. LOS ALAMOS COMMUNITY SERVICES DISTRICT LOS ALAMOS COMMUNITY SERVICES Fiscal Tre nds-Los Alamos CSD 3 2.5 2 1.5 1 0.5 0 2020-21 2021-22 2022-23 Revenue Expenditure Reserve This indicator addresses the extent to which property taxes covered Property Taxes expenses for parks. Property tax is the primary funding source for recreation and parks services. Represented below a ratio of one or 0.12 higher indicates that the service is self-supporting. 0.1 0.08 0.06 0.04 0.02 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 operating expenditures. 2 Fiscal Year Operating Operating 1.5 Revenues Expenditures Ratio 2018 $ 1,317,956 $ 1,045,520 1.2 1 2019 $ 1,290,904 $ 1,298,499 0.9 0.5 2020 $ 1,389,592 $ 1,530,093 0.9 2021 $ 1,527,828 $ 1,349,324 1.1 0 2022 $ 1,462,522 $ 1,304,316 1.1 2018 2019 2020 2021 2022 2023 2023 $ 2,677,048 $ 1,517,775 1.7 LAFCO of Santa Barbara County 137 snoilliM ni tnuomA snoilliM ni tnuomA CHAPTER THREE: E. LOS ALAMOS COMMUNITY SERVICES 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) 75.2% 75% 88.3% 76.6% Net liability, pension (plan liabilities - plan assets) $ 303,707 $ 328,471 $ 96,405 $ 425,959 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 is part of the California Public Employees’ Retirement System (CalPERS). All qualified employees are eligible to participate in the District’s Miscellaneous Employee Pension Plan. Eligible employees hired after January 1, 2013, that are considered new members as defined by the Public Employees’ Pension Reform Act (PEPRA), participate in the PEPRA Miscellaneous Plan. 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, as discussed above. All members are eligible for non-duty disability benefits after 10 years of service. The system also provides for the Optional Settlement 2W Death Benefit, or the 1957 Survivor Benefit. The District had $66,696 outstanding contributions to the pension plan as of June 30, 2023. OPEB Obligations and Payments The District does not provide Other Post-Employment Benefits (OPEB). Employees who retire from active service are not offered any medical, dental, vision, or prescription drug coverage. 138 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Coverage of Net Post-Employment Liabilities 3.5 0.25 3 0.2 2.5 2 0.15 1.5 0.1 1 0.05 0.5 0 0 2018 2019 2020 2021 2022 2023 2018 2019 2020 2021 2022 2023 Agency Assets (other than capital) $1,782,173 $1,351,812 $1,315,808 $1,559,963 $1,189,681 $2,898,524 Net Liabilities (pension & OPEB) $301,830 $280,133 $303,707 $328,471 $96,405 $425,959 CHAPTER THREE: E. LOS ALAMOS COMMUNITY SERVICES DISTRICT Governmental Activities Fund ing 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. Parks & Recreation-Expenditure 14 1 0.9 12 0.8 10 0.7 8 0.6 6 0.5 0.4 4 0.3 2 ParkFB 0.2 0 0.1 2018 2019 2020 20210% 20220% 20230% -2 0% 0% 0% 0 Asset Maintenance and Repair The District’s budget includes Renewal and Replacement (R&R) funds. The assets are identified below along with Capital Improvements. Capital Improvements The District does not have a Capital Improvement Plan (CIP) at this time. The District adopts project expenses from Capital and Renewal and Replacement (R&R) funds. For FY 2023-2024 the following projects were listed: Projects Budgeted or Estimated 2023 to 2024  5-Year Facilities Planning Studies Water/Sewer $20,000  Ongoing Water Valve Replacement $50,000  500,000 Gallon Reservoir improvement LAFCO of Santa Barbara County 139 sdnasuohT ni tnuomA )secivres noitaerceR & skraP( erutidnepxE ycnegA stsoc gnitarepo llarevo % a sa CHAPTER THREE: E. LOS ALAMOS COMMUNITY SERVICES DISTRICT Long-term Liabilities and Debts The District entered into a lease agreement with the Municipal Finance Corporation for $610,000 to be used for the Well #6 project. Future payments will be paid over 10 years, financed at 2.8%. Opportunities for Shared Facilities The District does not currently share facilities with other agencies. It has been identified by staff or in the preparation of this report that Los Alamos Community Services District may have the opportunity to coordinate efforts with the San Antonio Basin Water District. The use of Wastewater Treatment Facility for recycled water and reuse in lieu of groundwater pumping or indirect potable reuse could benefit the local groundwater. Due to relative distance between the District’s and some of the infrastructure needs and other communities, opportunities for shared facilities may be limited. ORGANIZATION Governance Los Alamos Community Services District’s governance authority is established under the Community Services District Act (“principal act”) and codified under Government Code Sections 61000. This principal act empowers Los Alamos Community Services District to provide a moderate range of municipal services. A list comparing active and latent powers follows. Active Service Powers Latent Service Powers - Water - Fire Protection - Wastewater - Transportation - Parks and Rec - All others listed in Principal Act Governance of Los Alamos Community Services District is independently provided through its five-member Board of Directors that are elected at-large to staggered four-year terms. Los Alamos Community Services District holds meetings on the fourth Wednesday of every month at District Board Room located at 82 North Saint Joseph Street, Los Alamos, CA at 6:00 pm. A current listing of Board of Directors along with respective backgrounds follows. 140 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: E. LOS ALAMOS COMMUNITY SERVICES DISTRICT Los Alamos Community Services | Current Governing Board Roster Member Position Background Years on District Brad Vidro President Retired City Manager 4 Charles Gonzales Vice President Restaurant Owner 3.5 Pete Kopcrak Director Construction Engineer 1.5 Kristy Williams Director TBD < 1 Barbara Landon Director Retired Teacher 1.5 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. Los Alamos Community Services District Website Checklist website accessed 7/25/24 http://www.losalamoscsd.com Required Yes No Government Code Agency maintains a website with current contact §53087.8 information? (required for independent Special Districts by 1/1/2020) X Government Code Agency has created an Enterprise System Catalog and X §6270.5 posted it to website? Government Code Agency has current agenda posted to website §54954.2 homepage and is accessible through a prominent, X direct link? Government Code Agency’s website provides information on compensation of §53908 elected officials, officers and X employees or has link to State Controller’s Government Compensation website? LAFCO of Santa Barbara County 141 CHAPTER THREE: E. LOS ALAMOS COMMUNITY SERVICES 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: Los Alamos CSD is an independent board-governed District. Refer to http://www.losalamoscsd.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 parks, open space, library, and facility rental services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. Los Alamos Community Services District Questionnaire Revenues, Types of Service, and Resources Los Alamos Community Services | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of Parks & - - - Recreation, Open Space, Library and Facility Rental services? 2. Overall, are adequate staffing and equipment - - - provided with the level of Parks & Recreation, Open Space, Library and Facility Rental service? 3. Do you feel an adequate level of funding is - - - provided given the level of service? 4. Personnel arrived in a timely manner and were - - - professional? 5. Personnel was knowledgeable, answer questions, - - - and were informative? No responses were provided by the public related to Los Alamos CSD at this time. 142 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE F. Isla Vista Community Services District District: 970 Embarcadero Del Mar Ste 101 Isla Vista, CA 93117 Phone: 805/770‐2752 Fax: N/A Email: generalmanager@islavistacsd.com Websites: https://islavistacsd.ca.gov/ General Manager: Jonathan Abboud Community Programs and Engagement: Myah Mashhadialireza 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 0.468 square miles and includes an estimated 15,000 residents. The District provides community facility rental space and open space maintenance services within District boundaries. The District’s expenditure for these services is approximately $718,846 per year for Community Programs. The District receives financial support at a rate of approximately $104 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, and no additional expansion areas are being considered at this time. BACKGROUND The Isla Vista Community Services District was formed in 2017, by a vote of the voters of Isla Vista in 2016 approved Measure E2016 under the authority of Assembly Bill 3 which amended 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 County both appoint the remaining two members. The Board of Supervisors appoint is for a four‐year term, and the Chancellor of University of California, Santa Barbara for a term of four years. 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 143 CHAPTER THREE: F. ISLA VISTA COMMUNITY SERVICES DISTRICT 144 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. ISLA VISTA COMMUNITY SERVICES DISTRICT OPERATIONS IVCSD was established under Government Code 61250 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). For services evaluated under this Municipal Service Review covering community facility and open space related services the following examples of services provided by the IVCSD are as follows: Since formation in 2017, the IVCSD signed a lease agreement with the County of Santa Barbara to operate the IV Community Room and manage site operations for the Isla Vista Community Resources Building (970 Embarcadero del Mar). The IVCSD holds an operations agreement, at no cost for either party, for the Isla Vista Community Center with the County of Santa Barbara since LAFCO of Santa Barbara County 145 CHAPTER THREE: F. ISLA VISTA COMMUNITY SERVICES DISTRICT 2019. IVCSD leases office space on the second floor of the Isla Vista Community Resources Building as well. These two facilities were purchased by the Isla Vista Redevelopment Agency before it was dissolved in 2011. The County retained the facilities for public use in 2014 as the Successor Agency to the IVRDA, but it had no plan to operate them. The IVCSD began its formation process shortly afterwards and the power to operate community facilities was included to provide a pathway to operate the facilities locally with local dollars. Opening a community center in Isla Vista had been a community goal for over 50 years. In the three years since the IV Community Center and Community Room reopened to public following COVID‐19 there have been over 2,000 events, with 1,000 in the last year alone. Over 4,000 residents attended events in 2023. The top months in 2023 were February, April and May. July and August are the slowest as majority of college students are away. 61% of events were free and open to the public. 71% of attendees were college students, lower than their overall makeup of the local population. 15% of attendees are local Isla Vista families and 11% are families nearby, some recently displaced from IV. Community Facility Rentals This includes two community spaces: Isla Vista Community Center and Isla Vista Community Room. IVCSD allows Isla Vista residents and non‐profits to reserve any of their community spaces for free and allows non‐Isla Vista residents to reserve at a low cost of $350 per 8 hours. These rates have changed now in 24‐25 with an updated fee schedule. Rental open to the community, providing a community benefit, or during non‐prime hours remain free or low cost ($8/hr for the room, $20/hr for the center). Private/closed events, events that generate funds, or events during prime hours pay a higher rate $10/hr for the room, $25/hr for the center. Facility rentals range from family celebrations, student organization banquets, alumni reunions, cultural events, vendor markets, community meetings, and more. Individuals or groups can make reservations online through their website's community calendar page on a first come first serve basis. Both residents and non‐residents make an event request by submitting an event to the calendar. The Community Spaces project manager reviews the reservation requests and ensures it has all required information and has paid their rental fee: name of group or individual hosting the group, description, and whether the event is public or private. If there are no calendar conflicts with other reservations, the individual will receive a follow up email with instructions on how to use the lockbox, general rules and regulations, and an agreement form to sign and return. Once all required forms are singed and returned, the individual will receive their own unique lock box code for the duration of their reservation. Individuals are required to take trash out to the dumpster, clean the space, submit photos of the space on a check out form, and ensure the space is locked before leaving. 146 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. ISLA VISTA COMMUNITY SERVICES DISTRICT Community Facility Programs The IVCSD provides for regular programming through various vendors to meet community needs, these programs have included: i. Madre A Madre, a mother support group ii. Musical Journey of Song Guitar Lessons iii. Permaculture Classes iv. Comedy Classes v. Groove Nights vi. Become a Dancer Classes vii. Zumba Class viii. Yoga Class The District support ed the following events at the spaces through time or funding: • Community Yard Sale • Fix‐It Fairs  Vegan Food Fairs  Farmer’s Market Collaboration Project  Fairy Garden Collaboration  Party Safety For All  Survivor & Ally Self Care Retreat  Survivor Education Event Series Health and Safety Vending Machine On the Community Center patio, the District is collaborating with Aegis, County Behavioral Wellness, and Pacific Pride Foundation to operate a vending machine that distributes Narcan to combat opioid and fentanyl overdoses. Other products will be distributed through the machine as community demand is assessed. Community Festivals As a public safety initiative, the IVCSD operates two community festivals per year during weekends with historically high levels of activity. In 2024 the IVCSD organized a Spring Festival attended by 5,000 people during Deltopia at Little Acorn Park. IVCSD also deployed restrooms and water stations across the community as well as signage. The festival included free tacos, local Isla Vista bands, and local artists. Community Gardens Since 2018 the IVCSD has provided a grant to the University Methodist Church to operate a community garden, open to the public, as a community facility on their land. This is done in partnership with UCSB’s Edible Campus Program. In 2023 this expanded to include a community LAFCO of Santa Barbara County 147 CHAPTER THREE: F. ISLA VISTA COMMUNITY SERVICES DISTRICT garden on the patio and perimeter of the Isla Vista Community Center. Right now, there are plans to build a new community garden in the open space bordering the Isla Vista Community Center. The grant hires core operational interns to manage the garden and direct volunteers, but our program really blossoms through the many volunteers that support the gardens. In the past year alone, we have engaged 551 volunteers and engaged 1,699 community members including long term residents as well as students. Survivor Resources Center 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. Community Composting Facilities IVCSD currently operates two community composting facilities at two churches in Isla Vista, University Methodist Church and St Michaels Church. These facilities work alongside the community gardens. They are being refocused as hands on educational and volunteer opportunities for residents to learn about food, composting, and gardening. The weekly food scrap collection program is discontinued, but residents may still drop off at either site. Open Space Maintenance The District maintains the open space area around the community center which is about 0.22 acres consisting of lawn and community garden space. OPPORTUNITIES & CHALLENGES In the area of Community Facilities, Library, and Open Space the District has adopted the following goals: Board Goals 1.1 Take all actions necessary towards transferring ownership of 970 Embarcadero Del Mar, 976 Embarcadero Del Mar, and Solar Parking Lot to the District from the County of Santa Barbara. 1.2 Establish an affordable and accessible rental fee system for Isla Vista Community Spaces, generating $30,000 of revenue (to meet janitorial costs). 1.3 Fully utilize the Community Resource Building & Community Center in partnership with their wide range of stakeholders for the community’s benefit. 148 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. ISLA VISTA COMMUNITY SERVICES DISTRICT 1.4 Develop a facilities maintenance and management system to offer safe and enjoyable spaces for the public to gather. 1.5 Prioritize the creation of artistic, cultural, and musical programming that contributes to safe nightlife. 1.6 Ensure Isla Vista library funds are used to maximize in person services located in Isla Vista 1.7 Work with the County of Santa Barbara and building tenants at the Isla Vista Community Resource Building and Isla Vista Community Center to install improved signage for the facilities. Staff Objectives • Provide safe and accessible spaces for community members to gather and celebrate the diversity of interests in our community • Offer accessible, diverse, and free programming, events, and facility rentals to all members of our community regardless of economic status • Empower residents to celebrate the art and culture in our community • Create safe spaces for community members to gather in the evening as an alternative • Celebrate our community's artists and diverse culture • Give back to our community through volunteer events and food donations through our community gardens' edible produce • Increase bilingual programming for families in our area to reduce obstacles to receiving services • Provide services to our houses neighbors through food distribution and partnering with county coordinated entry programs Future needs • Embedded lighting and sound equipment for theater and music productions • Improvements to ADA accessibility • Equipment to rent out to community members for free Other Opportunities • Library services in our spaces ‐ the District has been in constant contact with the City of Goleta and County of Santa Barbara to transfer library per capita funding to the IVCSD in order to provide local control of library services. The IVCSD has a long‐term goal to operate a library reading room and library of things service within its facilities. • Live music venue • Renting space as a wedding venue LAFCO of Santa Barbara County 149 CHAPTER THREE: F. ISLA VISTA COMMUNITY SERVICES DISTRICT The District has indicated the following areas of deficiencies that they would like to see addressed in the future: a. The two facilities while adjacent to each other have no cohesive layout or connection to each other or to other nearby facilities. It is difficult to travel between them. b. Open space landscaping needed to level out the area behind our back patio to reduce tripping hazards c. Expand our community garden into the plot of land next to the community center to increase volunteer opportunities, produce to circulate back into the community, and to beautify the area. d. Expanding regular programming to include more bilingual programing and skill enhancement for our community. e. Offer a physical library in addition to the mobile book van to expand our offerings to the community. f. Facilities needs new flooring ‐ several tripping hazards. g. Improvement to ADA accessibility is needed. h. Our current kitchen is not optimal for any use besides reheating food. i. The Isla Vista Community Center parking lot is owned partially by the County and partially by the IV Recreation and Park District, which has led to some logistical challenges operating the lot for public use. The IVCSD has sent the County Board of Supervisors a letter outlining their concerns regarding the loss of the community center in the event the County owned parcel is included for workforce housing opportunities. The District believes the loss of such resource would impact the community, unless any potential housing projects could include space for a community center, neighborhood clinic, and counseling rooms for continuation of these services. Even then, construction timelines would severely interrupt community services. Governance Structure Options The IVCSD has not considered consolidating with any additional local agencies outside of CSA 31 as outlined in the 2023 Transportation MSR and 2021 Public Safety MSR. LAFCO staff sees value in local agencies collaborating and exploring opportunities to improve delivery of municipal services. It is still unknown whether it is feasible for the County or another local service provider to assume responsibilities within these areas. Therefore, LAFCO staff recommends that the District continue to discuss possible partnerships with the County and other neighboring agencies. If an agreement is made, in which all affected parties agree in the transfer of responsibilities, a change of organization may be considered at that point. Regional Collaboration The Isla Vista CSD collaborates with the Santa Barbara Sheriff’s Office and UCPD who operates 150 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. ISLA VISTA COMMUNITY SERVICES DISTRICT the Isla Vista Foot Patrol station. UCPD has a separate station. Both stations are not within the boundaries of the District as both sit on property owned by the University of California, but operate within the District. The District have MOUs with UCPD to provide services for the Safety Stations & Interpersonal Violence Investigator. The District operate two composting community facilities under an agreement with two churches to manage compost piles on their property. On the Community Center patio, the District is collaborating with Aegis, County Behavioral Wellness, and Pacific Pride Foundation to operate a vending machine that distributes Narcan to combat opioid and fentanyl overdoses. Other products will be distributed through the machine as community demand is assessed. 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 2022. SPHERE OF INFLUENCE & BOUNDARIES The Isla Vista Community Services District has no Sphere of Influence beyond District boundaries. The District’s SOI is considered coterminous. The District did not request expansion to their Sphere of Influence because the legislation restricts University of California land from being within the District boundaries. However, the District provides some services outside of their service boundary and these areas are under consideration for Sphere expansion so an out‐of‐ agency service agreement can be authorized. A map of the District’s Sphere of Influence and boundaries can be seen at the beginning of this profile. BOUNDARIES Jurisdictional Boundary Isla Vista CSD’s jurisdictional Isla Vista Community Services District’s existing boundary spans boundary spans 0.468 square miles with 100% being unincorporated approximately 0.468 square miles in size and covers 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 LAFCO of Santa Barbara County 151 CHAPTER THREE: F. ISLA VISTA COMMUNITY SERVICES DISTRICT under the land use authority of the County of Santa Barbara. The University of California Santa Barbara (UCSB) is adjacent and under its own use authority. Overall, there are 7,536 registered voters within the jurisdictional boundary. Isla Vista Community Services District | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters IVCSD 270 100.0% 911 7,536 Totals 270 100.0% 911 7,536 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 7,536 Totals 270 100.0% 911 7,536 Total assessed value (land and structure) is set at $1.4 billion as of April 2024, and translates to a per acre value ratio of $5.3 million. The former amount further represents a per capita value of $96,160 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 71.4% 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 21 vacant parcels that collectively total 4.9 acres. The jurisdictional boundary qualifies as a disadvantaged unincorporated community. 152 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. 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, compost, 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 153 CHAPTER THREE: F. 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. 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 F‐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. 154 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. 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 2024, the statewide MHI was $111,300, 80 percent of that is $89,040. The MHI for Isla Vista was $23,121 in 2024, 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 2.0 (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 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. In 2024‐2025, the District anticipates future revenue from Community Center rentals, along with pass through funds for the 970 Embarcadero Del Mar agreement with the County. LAFCO of Santa Barbara County 155 CHAPTER THREE: F. ISLA VISTA COMMUNITY SERVICES DISTRICT Under the Community Programs the District manages, operates, and establishes programming of the Community Center each year. All other programs are evaluated in separate MSR reporting. Isla Vista Community Services District Formation, Revenues, Attributes, Types of Service, and Resources Attributes District Area (est. square miles) 0.468 Population (2024 estimated) 15,000 Assessed Valuation (FY 23‐24) $1,442,413,530 2 facilities Number of facilities, 1 mobile library in Library Goleta Regular Financial Audits Every Year Average Annual Revenue Per Capita (FY 22‐23) $104 Average Portion of County 1% Property Tax Received N/A Ending General Fund Balance (June 2023) $2,051,659 Change in General Fund Balance (from June 2019 to June 2023) 675% Total Fund Balance/Annual Revenue Total (FY 22‐23) 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 Parks ‐ Recreation ‐ Open Space X Library ‐ Facility Rental X Other X 156 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. ISLA VISTA COMMUNITY SERVICES DISTRICT Isla Vista Community Services District Formation, Revenues, Attributes, Types of Service, and Resources Community Facilities & Open Space Address Acquired/Built Condition Size/Amenities 976 Embarcadero Del Mar 1958 Fair Community Space Isla Vista Community Center 970 Embarcadero Del Mar unk Fair IV Community Room Isla Vista Community Resources IVCSD Conference Space Building Survivor Safe Space IVCSD Office Open Space around Community unk Fair 0.22 ac lawn Center Total Staffing Personnel Per 1,000 population Full time Managers 5 0.33 Temporary Help 25 1.6 Part time personnel 1 0.06 Isla Vista CSD provides eight (8)‐full time staff with three dedicated to Community Programs and Engagement. There are 15 temporary staff for various programs in coordination with the MSR services. There is a Community Programs and Engagement Director that oversees operations at our community facilities and the District’s community outreach. Reporting to them is a Community Spaces Project Manager that handles daily interaction with rentals and the Community Engagement Project Manager that deploys outreach materials. The District also is working with a local Isla Vista based event production company for event support during large events. The Community Engagement Department is dedicated to connecting residents of Isla Vista with vital resources and fostering strong community partnerships. In 2023, we achieved significant milestones, including collaboration with 103 community partners, responding to 154 inquiries through our contact us requests, and delivering 19 presentations that enhanced community awareness. Our outreach efforts included 18 events, accumulating 217 tabling hours and 108 canvassing hours, further bridging knowledge gaps and engaging with residents. Our efforts have not gone unnoticed, as evidenced by 51 mentions of IVCSD in the news and the issuance of 14 press releases. We reached 37,000 unique users on our website and grew our newsletter LAFCO of Santa Barbara County 157 CHAPTER THREE: F. ISLA VISTA COMMUNITY SERVICES DISTRICT subscriber base to 1,610, sending out 129 targeted emails. Our social media campaigns were particularly successful, with 22 campaigns resulting in 1,457 new Instagram followers and reaching 79,000 Instagram accounts, along with 8,000 new Facebook accounts. Through these collaborative and strategic outreach initiatives, we empower Isla Vista to thrive as a well‐ informed, connected, and engaged community. Staffing Experience/Tenure Years in Industry Year w/ District General Manager 7 7 Assistant General Manager 3 3 Community Programs and 2.5 2.5 Engagement Director Compost Collective Program 3 3 Manager Isla Vista Beautiful Program 3 2 Manager Compost Collective Project Manager 1 1 Community Spaces Project Manager 1 1 Community Engagement Project 2 1 Manager FINANCES The District prepares an annual budget and financial statement, which includes details for each of its government activities funds. District Revenues 2021-2022 2022-2023 Amount % of Total Amount % of Total Utility user taxes $1,149,241 82.6% $1,351,199 82.6% Interest $7,593 0.5% $0 0.5% UCSB contribution $215,242 15.5% $96,774 15.5% Other Revenue (grants) $3,247 0.2% $107,772 0.2% Charges for services $16,850 1.2% $15,100 1.2% Unrealized gain on ‐$480 ‐0.0% $0 ‐0.0% investments – Use of money Revenue total $1,391,693 100.0% $1,570,845 100.0% 158 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. ISLA VISTA COMMUNITY SERVICES DISTRICT Fiscal Indicators Select fiscal indicators are shown graphically below. Over the past three fiscal years, the district’s expenditures have increased in line with its revenues. The increase in expenditures was primarily due to increased spending in programs. The district’s reserve balances have sufficient funds to absorb relatively small revenue imbalances. The line graph below shows the current financial trend in millions. These indicators provide a measurement of the agency’s financial condition over time. Fiscal Trends-Isla Vista CSD 2.5 2 1.5 1 0.5 0 2020-21 2021-22 2022-23 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 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. 2.5 Fiscal Operating Operating 2 Year Revenues Expenditures Ratio 1.5 2018 $ 147,868 $ 90,088 1.6 2019 $ 993,040 $ 475,058 2.1 1 2020 $ 1,208,150 $ 711,476 1.7 0.5 2021 $ 1,272,289 $ 714,582 1.7 0 2022 $ 1,391,693 $ 1,115,274 1.2 2023 $ 1,570,845 $ 1,468,101 1.0 2018 2019 2020 2021 2022 2023 LAFCO of Santa Barbara County 159 snoilliM ni tnuomA snoilliM ni tnuomA CHAPTER THREE: F. 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 2020 2021 2022 2023 Trend Funded ratio (plan assets as a % of plan liabilities) 73% 72% 70% 70% Liability, compensated absences (liabilities) $ 5,452 $ 14,583 $ 22,068 $ 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. 160 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL 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: F. 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, 2020 was $5,452. Opportunities for Shared Facilities The IVCSD shares the 970 Embarcadero del Mar facility with the Santa Barbara Neighborhood Clinic and the UCSB Counseling Program. 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 LAFCO of Santa Barbara County 161 CHAPTER THREE: F. ISLA VISTA COMMUNITY SERVICES DISTRICT protection services, parking, mediation, street beautification (shall only supplement level of 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 District Marcos Aguilar President Library Professional 4 Carrie Topliffe Vice President CPA, Retired Co Exec 3 Spencer Brandt Director Legislative Analyst 8 Olivia Craig Director Student (Political Science) 2 Jay Freeman Director Software Developer 8 Ela Schulz Director Student (Political Science) 2 Kristen Deshler Director Government Relations 4 162 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: F. 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 7/25/24 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 163 CHAPTER THREE: F. ISLA VISTA COMMUNITY SERVICES DISTRICT Survey Results The table below includes a list of questions asked of area residents to assess if satisfactory parks, open space, library, and facility rental 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 Parks ‐ ‐ ‐ & Recreation, Open Space, Library and Facility Rental services? 2. Overall, are adequate staffing and equipment ‐ ‐ ‐ provided with the level of Parks & Recreation, Open Space, Library and Facility Rental service? 3. Do you feel an adequate level of funding is ‐ ‐ ‐ provided given the level of service? 4. Personnel arrived in a timely manner and were ‐ ‐ ‐ professional? 5. Personnel was knowledgeable, answer ‐ ‐ ‐ questions, and were informative? No responses were provided by the public related to Isla Vista Community Services District at this time. 164 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE G. County Service Area 3 (Goleta Valley) Administrative Office: 123 East Anapamu, Santa Barbara, CA 93101 Phone: 805/568-2467 Fax: 805/568-2459 Email: pwweb@countyofsb.org Website: www.countyofsb.org/184/Public-Works Public Works Director: Chris Sneddon Division Deputy: Mostafa Estaji SUMMARY The County Service Area 3 (Goleta Valley) provides parks and open space, library, and street lighting for about 31,700 people throughout 10 square miles in southern Santa Barbara County that largely encompasses the Goleta Valley Planning Area and unincorporated Santa Barbara. The CSA 3 provides 1,367 streetlights and maintains approximately 535 acres of open space 148 acres of parks, and 10 miles of multi-use trails. Revenues consist primarily of property taxes and benefit assessments, which is approximately $1.4 million per year. 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 $55.47 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 County Service Area 3 (Goleta Valley) was formed in 1962. The District is managed by the County Public Works and Community Services Departments by utilizing a small portion of the time of current employees. CSA 3 included most of the Goleta Valley, but the area within the City of Goleta was automatically detached from the District and its service obligations transferred to the City when the incorporation was completed in 2002. County Service Area 3 overlaps the Santa Barbara Mosquito and Vector Control District, Santa Barbara Metropolitan Transit District, Cachuma RCD, County of Santa Barbara Fire Protection District, portion of Goleta Sanitary District, Goleta West Sanitary District, Goleta Water District, County Service 32 (Law Enforcement), County Flood Control & Conservation District, the County Water Agency, and Goleta Cemetery District. LAFCO of Santa Barbara County 165 CHAPTER THREE: G. COUNTY SERVICE AREA 3 166 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: G. COUNTY SERVICE AREA 3 OPERATIONS County Service Area 3 provides 1,367 streetlights and maintains approximately 535 acres of open space and 148 acres of parks. The County through land use development conditions and decisions determine when and where to acquire parks and open space or to energize streetlights. Most of the District’s general revenues come from revenues consist primarily of property taxes and benefit assessments. Rates are based on administration, operation and maintenance, and capital reserve costs. Property taxes generate approximately $1.1 million annually and library generates $222,000 in assessments for services in County Service Area 3 assessments are set by the Board of Supervisors, last approved on May 9, 2023 and are reviewed annual. The District Board of Directors is composed of five Board of Supervisor Members who are elected by supervisorial Districts to four- year terms. The Board meets on Tuesdays of every month at Board Chambers. The District maintains a website which includes a list of Board members and agendas for upcoming Board meetings. OPPORTUNITIES & CHALLENGES County Service Area 3 did not identify challenges or opportunities at this time. However, the County is undergoing a Recreation Master Plan. Plan will guide development of new parks, trails, and recreational facilities in your community and address recreation needs throughout Santa Barbara County and plan for parks, sports fields and courts, trails, campgrounds, aquatic and community centers, bike paths, equestrian facilities, and much more in your community. The Recreation Master Plan will take shape through 2021 – 2024. Governance Structure Options A small portion of CSA 3 boundary is included in the City of Santa Barbara’s Sphere of Influence. The service boundary includes most of Goleta Valley, but the area within the City of Goleta was detached and the service obligations were transferred to the City when they incorporated. There are no obvious opportunities for structural changes in governance of the District. However, 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 either City to assume responsibilities within portions of this area. Therefore, LAFCO staff recommends that CSA 3 continues to discuss partnerships or transfer of service with either City. 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. LAFCO of Santa Barbara County 167 CHAPTER THREE: G. COUNTY SERVICE AREA 3 R egional Collaboration C ounty Service Area 3 currently collaborates with Channel Islands Restoration for maintenance and restoration work at San Marcos Foothills Preserve. SPHERE OF INFLUENCE & BOUNDARIES The Sphere of Influence for the CSA 3 (Goleta Valley) boundaries are coterminous with the 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 CSA 3 jurisdictional boundary County Service Area 3’s existing boundary spans approximately spans 10.07 square miles with 100% 10.07 square miles in size and covers 9,601 acres (parcels and being unincorporated and under the land use authority of the County of excluding public rights-of-ways) of non-contiguous areas with Santa Barbara. 100% of the jurisdictional service boundary is unincorporated and under the land use authority of the County of Santa Barbara. Overall, there are TBD registered voters within the jurisdictional boundary. CSA 3 (Goleta Valley) | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters CSA 3 9,601 100.0% 19,450 TBD Totals 9,601 100.0% 19,450 TBD CSA 3 (Goleta Valley) | 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 9,601 100.0% 19,450 TBD Totals 9,601 100.0% 19,450 TBD Total assessed value (land and structure) is set at $15.3 billion, and translates to a per acre value ratio of $1.5 million. The former amount further represents a per capita value of $481,625 based on the estimated service population of 31,700. County Service Area 3 receives $205,900 in annual benefit assessments, $1,130,000 in property taxes, and $222,000 in library assessments billed on the tax roll in revenue generated within its jurisdictional boundary to use for transportation related services. The CSA revenue shares a portion of property taxes for library, parks, and open space services. 168 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: G. COUNTY SERVICE AREA 3 The jurisdictional boundary is currently divided into 19,45 0 legal Close to 48% of the parcels and spans 9,601 acres including jurisdictional a creage jurisdictional boundary is under consists of public right-of-way. Approximately 48% of the parcel private ownership, and of this amount approximately four- acreage is under private ownership with 79% having already been fifths having 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 213 vacant parcels that collectively total 640 acres. County Service Area 3 (Goleta Valley) Formation, Revenues, Attributes, Types of Service, and Resources District Formation and Duties Formation Date 1962 County Service Area Law, Government Code Sections Legal Authority 25210–25217.4. Five Supervisors elected to four-year terms through Board of Directors supervisorial Districts. Agency Duties Parks and open space, library, and street lighting. POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2020 population of Goleta Valley to be 2,649. Santa Barbara County Association of Governments prepared a Regional Growth Forecast for 2010-2040 in 2012. The Forecast for 2050 in 2019 forecasted projections 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 projected population of Goleta Valley at buildout is approximately 2,731 persons. Goleta Valley’s current population is estimated at 2,649 persons. Between 2010 and 2020, the population of CSA 3 area increased by 268 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 CSA 3 are based on an age characteristic report American Community Survey. Goleta Valley statistics are cited herein, which identified the largest age group represented in CSA 3 as 18 to 64 group at 63.1 percent. Approximately 26 percent of the population was in the 65 or older and 11.2 percent in the under the age of 18 group. LAFCO of Santa Barbara County 169 CHAPTER THREE: G. COUNTY SERVICE AREA 3 A ccording to the 2020 U.S. Census, approximately 82.2 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic g roup in Goleta Valley, comprised 8.7 percent of the total population. Projected Growth and Development The City/County of Santa Barbara Specific Plan serves as the common vision for long-term land use, development and growth, and provides the vision within its Goleta Valley Planning Area. The Community Plan was adopted in 1984, although the County updated a Community Plan in 2014. The Housing Element is updated every 8 years in accordance with state regulations and spans the 2023-2031 planning period. The County’s Housing Element and Community Plan does not anticipate significant growth in the Goleta Valley Area. The County’s Housing Element (2023-2031) estimates less than one percent growth in the surrounding unincorporated Goleta Valley area. The following population projections within the area are based on the Department of Finance Table E4 estimate and SBCAG regional forecast. Table G-2. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* County Service Area 3 unk unk 31,700 unk unk 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 2024, the statewide MHI was $111,300, 80 percent of that is $89,040. The MHI for Eastern Goleta Valley was $133,263 in 2024, 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 170 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: G. COUNTY SERVICE AREA 3 Mapping Tool Version 2.0 (EJScreen) that provides nationally consistent data combining environmental and demographic data related to the pr otection 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 County Service Area 3 (Goleta Valley)’s Sphere of Influence does not qualify under the definition of disadvantaged community for the present and probable need for public facilities and services. A small area was identified in the County IRWMP that includes Hollister Ave/State Street and Modoc triangle that are contiguous to the Sphere of Influence qualify as a disadvantaged community. County Service Area 3 (Goleta Valley) Formation, Revenues, Attributes, Types of Service, and Resources Attributes District area (est. square miles): Entire District 10.07 Population (2024 estimated): Entire District 31,700 Assessed Valuation (FY 22-23: District portion) $15,267,529,717 Number of Parks, OS trails 20 Regular Financial Audits Annual Annual Revenue Per Capita, Entire District (FY 22-23) $55.47 Average Portion of County 1% Property Tax Received 2¢/$1 Ending Total Fund Balance (June 2023) $1,874,791 Change in Total Fund Balance (from June 2018 to June 2023) 39.1% Total Fund Balance/Annual Revenue Total (FY 22-23) 106% Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing 2024 DOF E-1 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 171 CHAPTER THREE: G. COUNTY SERVICE AREA 3 S ERVICES Overview Parks, Open Space, and Trails County Service Area 3 (Goleta Valley) provides parks and open space, library, trails, landscaping, and street lighting in the Goleta Valley area. Streetlights used in public road rights of way are owned and operated by the Southern California Edison Company (SCE) in the south county. Revenue to fund the parks, open space, trails, landscaping, and library operational costs comes from the County property taxes. CSA 3 currently maintains approximately 535 acres of open space and 148 acres of parks. Types of Services Parks X Recreation X Open Space X Library X Facility Rental - Other X County Service Area 3 (Goleta Valley) Formation, Revenues, Attributes, Types of Service, and Resources Parks, Trails & Open Spaces Location Amenities Convenient beach access / 01. parking Bus Stop / bike trail Restaurant / Snack Bar Restrooms / showers Swimming / Seasonal Lifeguards Goleta Beach Pier fishing / boat launch 4 Group Picnic Areas Day use picnic sites with grills Volleyball, horseshoes, bird watching Tot lot playground 02. Wavecrest Court Park 03. N. Campus OS 172 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: G. COUNTY SERVICE AREA 3 04. Coal Oil Point Reserve • 16 acres 05. • BBQ Grills • Benches or Picnic Tables • Bike Trails • Equestrian Trails Tucker Grove Park • 8 Group Picnic Areas • Hiking Trails • Horseshoes • 2 tot lot Playground • 2 Restrooms • Off leash dog park • 0.92 acre 06. Thunderbird Park • Lawn area • Benches 07. Kellogg OS & Courts • 3 tennis courts • 4 pickleball courts 300-acre parcel (the 08. Preserve), and 3 parcels San Marcos totaling 10 acres for a future passive park 09. More Mesa • 5.3 acres 10. • Benches or picnic Calle Barquero OS tables • Playground • 0.70-acre 11. Town & Country • Lawn area • Benches • 1.54-acre 12. • Ball backstop • Benches University Circle • Lawn area • Picnic tables • Playground • 1.52-acre 13. Tarragona • Benches • Hilltop LAFCO of Santa Barbara County 173 CHAPTER THREE: G. COUNTY SERVICE AREA 3 • Lawn area 14. Teardrop • Lawn area • 1.06 acres 15. • Lawn area Rhoads • Playground • Benches • 1.19 acres 16. • Benches • Enclosed off-leash dog Tabano Hollow park • Lawn area • Water for dogs • Benches 17. Lassen • Picnic Tables • 1.64 acres 18. Patterson • Lawn area 19. San Antonio Cyn Park • Riding and hiking trail Total Staffing Personnel Per 1,000 population Full time Operators N/A N/A Emergency Operators N/A N/A Management Personnel 1 0.4 Other District Staff 19 n/a CSA 3 (Goleta Valley) is managed by both the Public Works Department for streetlighting and Community Services Department for Parks and Library services. Staffing Experience/Tenure (average) Years in Industry Year w/ District General Manager (1) n/a n/a Civil Engineer (1) n/a n/a Fiscal Analyst (1) n/a n/a Other District Staff (17) n/a n/a 174 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: G. COUNTY SERVICE AREA 3 FINANCES The District prepares an annual budget and financial report as part of the County annual review, 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. A separate assessment may be charged to properties remaining on septic systems in order to provide septic performance tracking. District Revenues 2021-2022 2022-2023 Amount % of Total Amount % of Total Property Tax $1,212,173 73.9% $1,303,513 74.1% Library Assessment $213,826 13.1% $221,967 12.6% $205,300 12.5% $205,966 11.7% Benefit Assessment Investment income $8,850 0.5% $27,187 1.6% Unrealized gains -$533 -0.0% $0 0.0% Revenue total $1,639,616 100.0% $1,758,633 100.0% Source: CSA 3 (Goleta Valley), Budget Report, 21-22 and 22-23, 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 other funded projects. The District’s reserve balances have decreased in funds to absorb revenue imbalances. Monitoring of this trend is likely. The line graph below shows the current financial trend in millions. These indicators provide a measurement of the agency’s financial condition over time. CSA 3 (GOLETA VALLEY) Fiscal Trends-CSA 3 2 1.5 1 0.5 0 2020-21 2021-22 2022-23 Revenue Expenditure Reserve LAFCO of Santa Barbara County 175 snoilliM ni tnuomA CHAPTER THREE: G. COUNTY SERVICE AREA 3 Financing Sources This indicator addresses the extent to which charges for service covered expenses. Assessments and Property tax is the 1.6 primary funding source for CSA services. Represented below a 1.4 ratio of one or higher indicates that the service is self- supporting 1.2 1 Property Tax 0.8 0.6 0.4 0.2 Assessments 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 operating expenditures. 1.5 Fiscal Operating Operating Year Revenues Expenditures Ratio 1 2018 $ 1,398,351 $ 1,321,951 1.0 2019 $ 1,454,349 $ 1,275,204 1.1 0.5 2020 $ 1,526,843 $ 1,288,268 1.1 2021 $ 1,545,318 $ 1,541,801 1.0 0 2022 $ 1,639,616 $ 1,845,432 0.8 2018 2019 2020 2021 2022 2023 2023 $ 1,758,633 $ 1,240,168 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) 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. 176 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE snoilliM 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 2018 2019 2020 2021 2022 2023 2018 2019 2020 2021 2022 2023 Agency Assets (other than capital) $0 $0 $0 $0 $0 $0 Net Liabilities (pension & OPEB) $0 $0 $0 $0 $0 $0 $ $ $ $ $ CHAPTER THREE: G. COUNTY SERVICE AREA 3 Pension Obligations and Payments CSA 3 is part of the Santa Barbara County Employees’ Retirement System. General employees are members of General Plan 5A. The District maintains sufficient liquidity to ensure its ability to meet short-term obligations, while also providing for long-term needs of the District. CSA 3 is not separated from the other County pension liabilities; therefore, CSA 3 portion is unknown. At June 30, 2021, the County, including its discretely presented component unit, reported a liability of $981,008 for its proportionate share of the net pension liability. Public Works staff manages various utility cost centers such as CSA 3, Laguna County Sanitation District, etc. Staff time for CSA 3 work is billed to CSA 3. Deferred Compensation Plan The County offers its employees a deferred compensation plan created in accordance with Internal Revenue Code Section 401(a) & 457. Employer-only annual contributions are calculated based upon a percentage of employee compensation under annual agreements with employee bargaining groups and unions. The plan, available to all employees bargaining groups and unions, permits them to defer a portion of their salary until future years. The 457 deferred compensation plan is not available to employees until termination, retirement, death, or unforeseeable emergency. All amounts of compensation deferred, all property and the rights purchased, and all income, property, or rights are (until paid or made available to the employee or other beneficiary) held in trust for the exclusive benefit of the participants and their beneficiaries. OPEB Obligations and Payments The District has adopted a pay-as-you-go basis for funding retiree medical benefits. The County’s agent multiple-employer defined benefit postemployment healthcare plan (OPEB Plan) is administered by the Santa Barbara County Employees’ Retirement System (SBCERS). The OPEB plan is funded by the County and other plan sponsors, and is administered in accordance with §401(h) of the Internal Revenue Code (IRC). It was established on September 16, 2008, by the County Board of Supervisors who created a 401(h) Medical Trust. The OPEB Plan offers healthcare, vision, and dental benefits to eligible County retirees and their dependents. Benefits are provided by third party providers. Retirees are offered the same health plans as active County employees, as well as enhanced senior plans for retirees on Medicare. Retiree premiums are rated separately from active County employees; as such, the County does not have a retiree premium implicit rate subsidy. LAFCO of Santa Barbara County 177 CHAPTER THREE: G. COUNTY SERVICE AREA 3 T he County provides a monthly insurance premium subsidy of $15 (whole dollars) per year of credit service from the 401(h) account for Eligible Retired Participants participating in a sponsored health insurance plan. If the monthly premium for the health plan selected is less than $15 times the member’s years of service, the subsidy is limited to the entire premium. The health plans include coverage for eligible spouses and dependents. After the member’s death, a beneficiary is eligible to continue health plan coverage. The subsidy benefit will be equal to $15 per year of service times the survivor continuation percentage applicable for pension benefits. Retirees who choose not to participate in the County-sponsored health insurance plan receive a monthly benefit of $4 per year of service. This benefit, known as a Healthcare Reimbursement Arrangement, reimburses qualified health care expenses through a health savings account. On March 1, 2016, the County adopted a resolution approving an OPEB (401(h) Account) Funding Policy. This policy provides for funding the OPEB Plan at 4% of Covered Payroll for the 401(a) Pension Plan. Employees are not required to contribute to the OPEB Plan. Enterprise Funding The District budget includes parks, open space and library services for Funds #7650. In FY 2021/2022, the District’s actual budget expense was $25.00 and maintained that at $25.00 for FY 2022/2023. 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. Parks, Open Space & Library-Expenditure 0.6 0.5 0.5 0.39 0.4 0.4 0.3 0.3 0.2 0.2 0.17 0.15 0.15 0.15 0.13 0.1 0.1 0 0 2018 2019 2020 2021 2022 2023 Parks Open Space Library % Note: CSA funds in some cases are classified as “enhanced services” and as defined may only to be used for enhanced services in the CSA. Enhanced services are distinguished between parks that existed prior to establishment of the CSA and those that came after. 178 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE sdnasuohT ni tnuomA )secivres yrarbiL & ,SO ,skraP( erutidnepxE ycnegA stsoc gnitarepo llarevo % a sa CHAPTER THREE: G. COUNTY SERVICE AREA 3 Asset Maintenance and Repair The District’s budget includes improvement budgeting th rough its finance uses #7901. In FY 2021/2022, the District budgeted $507,223 while no other funding was provided in preceding and later years. Finance uses for #7862 covers library contributions. In FY 2021/2022, the District budgeted $213,101 and increased that to $220,980 in FY 22-23. An annual total expenditure for open space maintenance averages $25. The Districts operation and maintenance activities Obern Trail, Blueberry Hill, Thunderbird, Kellogg Tennis Court, San Marcos. Capital Improvements The County adopts the County Service Area 3 (Goleta Valley) Capital Improvement Program (CIP) for budgeting and reserve balance purposes. CSA 3 completed anticipated improvements over the next few years include $1M - Obern Trail Reserves; $190,000 Median enhancements. Long-term Liabilities and Debts The District has no long-term debt. Opportunities for Shared Facilities There are no obvious opportunities for shared facilities in the operations of the District other than current expenses to support community library services. ORGANIZATION Governance County Service Area 3’s governance authority is established under the County Service Area Law, (“principal act”) and codified under Government Code Sections 25210–25217.4. The governing body, which is established by law to administer the operation of a County Service Area, is the Board of Supervisors. The intent of the County Service Area law is to give an alternative method for providing governmental services by counties within unincorporated areas, many of which have had large population growth as well as commercial and industrial development. It also provides for services to be provided in small rural communities. This principal act empowers CSA 3 to provide a range of municipal services. A list comparing active and latent powers follows. Active Service Powers Latent Service Powers - Street Lighting All other powers listed under (GC 25213) - Parks & Open Space Maintenance - Library - Street Tree and Median Maintenance LAFCO of Santa Barbara County 179 CHAPTER THREE: G. COUNTY SERVICE AREA 3 G overnance of CSA 3 is dependently provided by the County of Santa Barbara and through its five-member Board of Supervisors that are elected by supervisorial division to staggered four-year terms. County Service Area 3 holds meetings as needed and as part of regular meetings held by the Board of Supervisors. A current listing of Board of Supervisors along with respective backgrounds follows. County Service Area 3 | Current Governing Board Roster Member Position Background Years on District Das Williams, 1st District Chair Legislator 7 Laura Capps 2nd District Supervisor Public affairs 2 Joan Hartmann, 3rd District Supervisor Educator/ government 7 Bob Nelson 4th District Supervisor Educator 3 Steve Lavagnino, 5th District Supervisor Aerospace/ government 13 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. CSA 3 (Goleta Valley) District Website Checklist website accessed 7/23/24 www.countyofsb.org/184/Public-Works 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? 180 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: G. COUNTY SERVICE AREA 3 The following criteria are recommended for agency we bsites by a number of governance associations and organiza tions. Yes No Description of services? X Service area map? X Board meeting schedule? X Budgets (past 3 years)? X Audits (past 3 years)? X List of elected officials and terms of office? X List of key agency staff with contact information? X Meeting agendas/minutes (last six months)? X Notes: County Service Area 3 is a dependent governed District. Refer to www.countyofsb.org/184/Public-Works for the required checklist items. Survey Results The table below includes a list of questions asked of area residents to assess if satisfactory parks, open space, library, and facility rental services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. County Service Area 3 (Goleta Valley) Questionnaire Revenues, Types of Service, and Resources CSA 3 (Goleta Valley) | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of Parks & - - - Recreation, Open Space, Library and Facility Rental services? 2. Overall, are adequate staffing and equipment - - - provided with the level of Parks & Recreation, Open Space, Library and Facility Rental service? 3. Do you feel an adequate level of funding is - - - provided given the level of service? 4. Personnel arrived in a timely manner and were - - - professional? 5. Personnel was knowledgeable, answer questions, - - - and were informative? No responses were provided by the public related to County Service Area 3 (Goleta Valley) at this time. LAFCO of Santa Barbara County 181 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 182 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE H. County Service Area 4 (North Lompoc) Administrative Office: 300 Goodwin Road, Santa Maria, CA 93455 Phone: 805/568-2467 Fax: 805/568-2459 Email: jarmas@countyofsb.org Website: www.countyofsb.org/323/Community-Services CSD Director: Jesús Armas Division Deputy: Jeff Lindgren SUMMARY The County Service Area 4 (North Lompoc) provides open space maintenance for about 10,160 people throughout 3.04 square miles in northern Santa Barbara County that largely encompasses the Mission Hills and Vandenberg Village. The CSA 4 provides approximately 22 acres of open space maintenance. Revenues consist primarily of property taxes, which is approximately $50,550 per year. 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 $5.88 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 County Service Area 4 (North Lompoc) was formed in 1962. The District is managed by the County Community Services Department by utilizing a small portion of the time of current employees. CSA 4 included most of the North Lompoc, including the developed portions of the Mission Hills and Vandenberg Village communities. County Service Area 4 overlaps the Santa Barbara Mosquito and Vector Control District, Santa Barbara Metropolitan Transit District, Cachuma RCD, County of Santa Barbara Fire Protection District, Lompoc Valley Medical Center, North County Lighting District, County Service 32 (Law Enforcement), Mission Hills CSD, Vandenberg CSD, County Flood Control & Conservation District, the County Water Agency, and Lompoc Cemetery District. LAFCO of Santa Barbara County 183 CHAPTER THREE: H. COUNTY SERVICE AREA 4 184 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: H. COUNTY SERVICE AREA 4 OPERATIONS County Service Area 4 provides 22-acres of open space maintenance. The County through land use development conditions and decisions determine when and where to acquire new open spaces. Most of the District’s general revenues come from revenues consist primarily of property taxes. The District Board of Directors is composed of five Board of Supervisor Members who are elected by supervisorial Districts to four- year terms. The Board meets on Tuesdays of every month at Board Chambers. The District maintains a website which includes a list of Board members and agendas for upcoming Board meetings. OPPORTUNITIES & CHALLENGES County Service Area 4 has not listed any challenges or opportunities at this time. However, during the review of this study, LAFCO staff had a difficult time finding adequate information either from the County website of other sources. The general public may find it difficult to separate the County service function of the CSA 4 and those of Community Services Department. Although annual audits are completed by the County researching specific related materials for County Service Areas is a challenge. Greater transparency in identifying the types of services, locations, contact information and financial related documents would assist the general public. Governance Structure Options The service boundary includes most of North Lompoc, but the boundary does not align exactly with the neighboring Community Services Districts, with a small parcel off Hwy 246 included in the district. There are no obvious opportunities for structural changes in governance of the District. However, 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 either CSD’s to assume responsibilities within portions of this area. Therefore, LAFCO staff recommends that CSA 4 continues to discuss partnerships or transfer of service with either CSD. 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 County Service Area 4 currently does not require collaboration. LAFCO of Santa Barbara County 185 CHAPTER THREE: H. COUNTY SERVICE AREA 4 SPHERE OF INFLUENCE & BOUNDARIES The Sphere of Influence for the CSA 4 (North Lompoc) boundaries are coterminous with the 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 CSA 4 jurisdictional boundary County Service Area 4’s existing boundary spans approximately spans 3.04 square miles with 100% 3.04 square miles in size and covers 1,947 acres (parcels and being unincorporated and under the land use authority of the County of public rights-of-ways) of non-contiguous areas with 100% of the Santa Barbara. jurisdictional service boundary is unincorporated and under the land use authority of the County of Santa Barbara. Overall, there are 8,477 registered voters within the jurisdictional boundary. CSA 4 (North Lompoc) | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters CSA 4 1,617 100.0% 3,946 8,477 Totals 1,617 100.0% 3,946 8,477 CSA 4 (North 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 County of Santa Barbara 1,617 100.0% 3,946 8,477 Totals 1,617 100.0% 3,946 8,477 Total assessed value (land and structure) is set at $1.4 billion, and translates to a per acre value ratio of $877,867. The former amount further represents a per capita value of $139,715 based on the estimated service population of 10,160. County Service Area 4 receives $50,550 in annual property taxes billed on the tax roll in revenue generated within its jurisdictional boundary to use for open space maintenance related services. The jurisdictional boundary is currently divided into 3,946 legal Close to 84% of the parcels and spans 1,947 acres including jurisdictional acreage jurisdictional boundary is under consists of public right-of-way. Approximately 84% of the parcel private ownership, and of this amount approximately four- acreage is under private ownership with 82% having already been fifths having been developed. developed and/or improved to date, albeit not necessarily at the 186 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: H. COUNTY SERVICE AREA 4 highest density as allowed under zoning. The remainder of private acreage is entirely undeveloped and consists of 34 vacant parcels that collectively total 71.5 a cres. County Service Area 4 (North Lompoc) Formation, Revenues, Attributes, Types of Service, and Resources District Formation and Duties Formation Date 1962 County Service Area Law, Government Code Sections Legal Authority 25210–25217.4. Five Supervisors elected to four-year terms through Board of Directors supervisorial Districts. Agency Duties Open space maintenance. POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2020 population of North Lompoc to be 10,880. Santa Barbara County Association of Governments prepared a Regional Growth Forecast for 2010-2040 in 2012. The Forecast for 2050 in 2019 forecasted projections 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. The projected population of Lompoc unincorporated at buildout is approximately 3,297 additional persons. North Lompoc’s current population is estimated at 10,160 persons. Between 2010 and 2020, the population of CSA 4 area did not change. In contrast, the County’s population increased by 5.7 percent between 2010 and 2020. Demographics for the CSA 4 are based on an age characteristic report American Community Survey. North Lompoc statistics are cited herein, which identified the largest age group represented in CSA 4 as 18 to 64 group at 58.8 percent. Approximately 19.4 percent of the population was in the 65 or older and 21.6 percent in the under the age of 18 group. According to the 2020 U.S. Census, approximately 54.1 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic group in North Lompoc, comprised 32.1 percent of the total population. LAFCO of Santa Barbara County 187 CHAPTER THREE: H. COUNTY SERVICE AREA 4 P rojected Growth and Development T he County of Santa Barbara General Plan and Lompoc Area Guidelines serves as the common vision for long-term land use, development and growth, and provides the vision within its Lompoc Planning Area. The County’s General Plan and Guidelines were adopted in 1999 and 2016, although Housing Element is updated every 8 years in accordance with state regulations and spans the 2023-2031 planning period. The County’s Housing Element and Community Plan does not anticipate significant growth in the North Lompoc Area. The County’s Housing Element (2023-2031) estimates less than one percent growth in the surrounding unincorporated North Lompoc area. The following population projections within the area 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* County Service Area 4 15,652 15,652 15,652 18,652 18,949 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 2024, the statewide MHI was $111,300, 80 percent of that is $89,040. The MHI for North Lompoc average was $97,920 in 2024, 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 2.0 (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 188 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: H. COUNTY SERVICE AREA 4 in collaboration with EJScreen that overlays geospatial data and other resources related to ecosystem services, their chemical and non-chemical stre ssors, 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 County Service Area 4 (North Lompoc)’s Sphere of Influence does not qualify under the definition of disadvantaged community for the present and probable need for public facilities and services. County Service Area 4 (North Lompoc) Formation, Revenues, Attributes, Types of Service, and Resources Attributes District area (est. square miles): Entire District 3.04 Population (2024 estimated): Entire District 10,160 Assessed Valuation (FY 22-23: District portion) $1,419,511,433 Number of Open Space acres 22 Regular Financial Audits Annual Annual Revenue Per Capita, Entire District (FY 22-23) $5.88 Average Portion of County 1% Property Tax Received 0.4¢/$1 Ending Total Fund Balance (June 2023) $335,082 Change in Total Fund Balance (from June 2018 to June 2023) 59.7% Total Fund Balance/Annual Revenue Total (FY 22-23) 560% 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 Open Space County Service Area 4 (North Lompoc) provides open space maintenance in the Mission Hills and Vandenberg area. Revenue to fund the operational costs of maintenance comes from property taxes. CSA 4 currently provides for 52 acres of open space maintenance and serves the unincorporated area north of the City of Lompoc. LAFCO of Santa Barbara County 189 CHAPTER THREE: H. COUNTY SERVICE AREA 4 Types of Services Parks - Recreation - Open Space X Library - Facility Rental - Other - County Service Area 4 (North Lompoc) Formation, Revenues, Attributes, Types of Service, and Resources Open Space Location Acres Vandenberg Village, Falcon, & 01. 22 Mission Hills Total Staffing Personnel Per 1,000 population Full time Operators N/A N/A Emergency Operators N/A N/A Management Personnel 1 0.4 Other District Staff 19 n/a CSA 4 (North Lompoc) is managed by Community Services Department. Staffing Experience/Tenure (average) Years in Industry Year w/ District General Manager (1) n/a n/a Civil Engineer (1) n/a n/a Fiscal Analyst (1) n/a n/a Other District Staff (17) n/a n/a 190 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: H. COUNTY SERVICE AREA 4 FINANCES The District prepares an annual budget and financial report as part of the County annual review, 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. A separate assessment may be charged to properties remaining on septic systems in order to provide septic performance tracking. District Revenues 2021-2022 2022-2023 Amount % of Total Amount % of Total Property Tax $50,646 97.4% $54,864 91.7% Investment income $1,186 2.3% $4,776 8.0% Fines & Penalties $190 0.3% $188 0.3% Revenue total $52,022 100.0% $59,828 100.0% Source: CSA 4 (North Lompoc), Budget Report, 21-22 and 22-23, 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 other funded projects. The District’s reserve balances have decreased in funds to absorb revenue imbalances. Monitoring of this trend is likely. The line graph below shows the current financial trend in millions. These indicators provide a measurement of the agency’s financial condition over time. CSA 4 (NORTH LOMPOC) Fiscal Trends-CSA 4 4 3.5 3 2.5 2 1.5 1 0.5 0 2020-21 2021-22 2022-23 Revenue Expenditure Reserve LAFCO of Santa Barbara County 191 snoilliM ni tnuomA CHAPTER THREE: H. COUNTY SERVICE AREA 4 Financing Sources This indicator addresses the extent to which charges for service covered expenses. Property tax is the primary funding 0.6 source for CSA services. Represented below a ratio of one or higher indicates that the service is self-supporting 0.5 0.4 0.3 Property Tax 0.2 0.1 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 operating expenditures. 8 Fiscal Operating Operating 6 Year Revenues Expenditures Ratio 2018 $ 43,794 $ 7,179 6.1 4 2019 $ 47,554 $ 14,497 3.2 2 2020 $ 49,182 $ 10,551 4.6 2021 $ 46,759 $ 10,384 4.5 0 2022 $ 51,950 $ 10,633 4.8 2018 2019 2020 2021 2022 2023 2023 $ 59,828 $ 9,074 6.6 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) 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% 2022 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. 192 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE 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: H. COUNTY SERVICE AREA 4 Pension Obligations and Payments CSA 4 is part of the Santa Barbara County Employees’ Retirement System. General employees are members of General Plan 5A. The District maintains sufficient liquidity to ensure its ability to meet short-term obligations, while also providing for long-term needs of the District. CSA 4 is not separated from the other County pension liabilities; therefore, CSA 4 portion is unknown. At June 30, 2021, the County, including its discretely presented component unit, reported a liability of $981,008 for its proportionate share of the net pension liability. Public Works staff manages various utility cost centers such as CSA 4, Laguna County Sanitation District, etc. Staff time for CSA 3 work is billed to CSA 4. Deferred Compensation Plan The County offers its employees a deferred compensation plan created in accordance with Internal Revenue Code Section 401(a) & 457. Employer-only annual contributions are calculated based upon a percentage of employee compensation under annual agreements with employee bargaining groups and unions. The plan, available to all employees bargaining groups and unions, permits them to defer a portion of their salary until future years. The 457 deferred compensation plan is not available to employees until termination, retirement, death, or unforeseeable emergency. All amounts of compensation deferred, all property and the rights purchased, and all income, property, or rights are (until paid or made available to the employee or other beneficiary) held in trust for the exclusive benefit of the participants and their beneficiaries. OPEB Obligations and Payments The District has adopted a pay-as-you-go basis for funding retiree medical benefits. The County’s agent multiple-employer defined benefit postemployment healthcare plan (OPEB Plan) is administered by the Santa Barbara County Employees’ Retirement System (SBCERS). The OPEB plan is funded by the County and other plan sponsors, and is administered in accordance with §401(h) of the Internal Revenue Code (IRC). It was established on September 16, 2008, by the County Board of Supervisors who created a 401(h) Medical Trust. The OPEB Plan offers healthcare, vision, and dental benefits to eligible County retirees and their dependents. Benefits are provided by third party providers. Retirees are offered the same health plans as active County employees, as well as enhanced senior plans for retirees on Medicare. Retiree premiums are rated separately from active County employees; as such, the County does not have a retiree premium implicit rate subsidy . LAFCO of Santa Barbara County 193 CHAPTER THREE: H. COUNTY SERVICE AREA 4 The County provides a monthly insurance premium subsidy of $15 (whole dollars) per year of credit service from the 401(h) account for Eligible Retired Participants participating in a sponsored health insurance plan. If the monthly premium for the health plan selected is less than $15 times the member’s years of service, the subsidy is limited to the entire premium. The health plans include coverage for eligible spouses and dependents. After the member’s death, a beneficiary is eligible to continue health plan coverage. The subsidy benefit will be equal to $15 per year of service times the survivor continuation percentage applicable for pension benefits. Retirees who choose not to participate in the County-sponsored health insurance plan receive a monthly benefit of $4 per year of service. This benefit, known as a Healthcare Reimbursement Arrangement, reimburses qualified health care expenses through a health savings account. On March 1, 2016, the County adopted a resolution approving an OPEB (401(h) Account) Funding Policy. This policy provides for funding the OPEB Plan at 4% of Covered Payroll for the 401(a) Pension Plan. Employees are not required to contribute to the OPEB Plan. Non-Enterprise Funding The District budget includes open space services for Fund #2130. In FY 2020/2021, the District’s actual budget expense was $10,384 and increased that to $10,633 for FY 2021/2022. FY 2022/2023 decreased to $9,074. 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. Open Space-Expenditure 0.8 0.7 0.71% 0.6 0.57% 0.5% 0.5 0.55% 0.46% 0.48% 0.4 0.3 0.2 0.1 0 2018 2019 2020 2021 2022 2023 OS % Asset Maintenance and Repair The District’s budget includes improvement budgeting through its finance uses #7901. In FY 2020/2021, the District budgeted $4,806 and increased that to $5,314 for FY 2021/2022 and in FY 22-23 total expenditures for financing uses were budgeted at $4,318. The Districts operation and maintenance. 194 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE sdnasuohT ni tnuomA )secivres ecapS nepO( erutidnepxE ycnegA stsoc gnitarepo llarevo % a sa CHAPTER THREE: H. COUNTY SERVICE AREA 4 Capital Improvements The County adopts the County Service Area 4 (North Lompoc) Capital Improvement Program (CIP) for budgeting and reserve balance purposes. CSA 4 completed anticipated improvements over the next few years include $1M - Obern Trail Reserves; $190,000 Median enhancements. Long-term Liabilities and Debts The District has no long-term debt. Opportunities for Shared Facilities There are no obvious opportunities for shared facilities in the operations of the District other than current expenses to support community library services. ORGANIZATION Governance County Service Area 4’s governance authority is established under the County Service Area Law, (“principal act”) and codified under Government Code Sections 25210–25217.4. The governing body, which is established by law to administer the operation of a County Service Area, is the Board of Supervisors. The intent of the County Service Area law is to give an alternative method for providing governmental services by counties within unincorporated areas, many of which have had large population growth as well as commercial and industrial development. It also provides for services to be provided in small rural communities. This principal act empowers CSA 4 to provide a range of municipal services. A list comparing active and latent powers follows. Active Service Powers Latent Service Powers - Parks & Open Space Maintenance All other powers listed under (GC 25213) Governance of CSA 4 is dependently provided by the County of Santa Barbara and through its five-member Board of Supervisors that are elected by supervisorial division to staggered four-year terms. County Service Area 4 holds meetings as needed and as part of regular meetings held by the Board of Supervisors. A current listing of Board of Supervisors along with respective backgrounds follows. LAFCO of Santa Barbara County 195 CHAPTER THREE: H. COUNTY SERVICE AREA 4 County Service Area 4 | Current Governing Board Roster Member Position Background Years on District Das Williams, 1st District Chair Legislator 7 Laura Capps 2nd District Supervisor Public affairs 2 Joan Hartmann, 3rd District Supervisor Educator/ government 7 Bob Nelson 4th District Supervisor Educator 3 Steve Lavagnino, 5th District Supervisor Aerospace/ government 13 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. CSA 4 (North Lompoc) District Website Checklist website accessed 7/23/24 http://www.countyofsb.org/323/Community-Services 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? 196 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: H. COUNTY SERVICE AREA 4 The following criteria are recommended for agency we bsites by a number of governance associations and organiz ations. Yes No Description of services? X Service area map? X Board meeting schedule? X Budgets (past 3 years)? X Audits (past 3 years)? X List of elected officials and terms of office? X List of key agency staff with contact information? X Meeting agendas/minutes (last six months)? X Notes: County Service Area 4 is a dependent governed District. Refer to http://www.countyofsb.org/323/Community- Services for the required checklist items. Survey Results The table below includes a list of questions asked of area residents to assess if satisfactory parks, open space, library, and facility rental services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. County Service Area 4 (North Lompoc) Questionnaire Revenues, Types of Service, and Resources CSA 4 (North Lompoc) | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of Parks & - - - Recreation, Open Space, Library and Facility Rental services? 2. Overall, are adequate staffing and equipment - - - provided with the level of Parks & Recreation, Open Space, Library and Facility Rental service? 3. Do you feel an adequate level of funding is - - - provided given the level of service? 4. Personnel arrived in a timely manner and were - - - professional? 5. Personnel was knowledgeable, answer questions, - - - and were informative? No responses were provided by the public related to County Service Area 4 (North Lompoc) at this time. LAFCO of Santa Barbara County 197 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 198 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE I. County Service Area 5 (Orcutt) Administrative Office: 300 Goodwin Road, Santa Maria, CA 93455 Phone: 805/568-2467 Fax: 805/568-2459 Email: jarmas@countyofsb.org Website: www.countyofsb.org/323/Community-Services CSD Director: Jesús Armas Division Deputy: Jeff Lindgren SUMMARY The County Service Area 5 (Orcutt) provides parks and open space for about 31,353 people throughout 3.75 square miles in northern Santa Barbara County that largely encompasses the Orcutt Planning Area and unincorporated Santa Maria. The CSA 5 provides extended park and open space activities. Extending from Waller Park, to just south of Rice Ran ch Road, CSA #5 encompasses approximately 136 acres of parkland (Waller Park) and 359 acres of open space. Revenues consist primarily of property taxes, which is approximately $180 thousand per year. The District’s Sphere of Influence is larger than its boundary and there are no proposals for expansion. The District receives financial support at a rate of approximately $5.94 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 County Service Area 5 (Orcutt) was formed in 1962. The District is managed by the County Public Works and Community Services Departments by utilizing a small portion of the time of current employees. CSA 5 included most of the Orcutt, but pockets and neighborhoods are outside of the districts service boundary but within the Shere of Influence. County Service Area 5 overlaps the Santa Barbara Mosquito and Vector Control District, Laguna County Sanitation District, Cachuma RCD, County of Santa Barbara Fire Protection District, portion of North County Lighting District, Santa Maria Airport District, County Service 32 (Law Enforcement), County Flood Control & Conservation District, the County Water Agency, and Santa Maria Cemetery District. LAFCO of Santa Barbara County 199 CHAPTER THREE: I. COUNTY SERVICE AREA 5 200 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: I. COUNTY SERVICE AREA 5 OPERATIONS County Service Area 5 provides extended park and open space activities. Extending from Waller Park, to just south of Rice Ranch Road, CSA 5 encompasses approximately 136 acres of parkland (Waller Park) and 359 acres of open space. Most of the District’s general revenues come from revenues consist primarily of property taxes. The District Board of Directors is composed of five Board of Supervisor Members who are elected by supervisorial Districts to four- year terms. The Board meets on Tuesdays of every month at Board Chambers. The District maintains a website which includes a list of Board members and agendas for upcoming Board meetings. OPPORTUNITIES & CHALLENGES County Service Area 5 has no challenges or opportunities at this time. Governance Structure Options A large portion of CSA 5 boundary is included in the City of Santa Maria’s Sphere of Influence. The service boundary includes most of community of Orcutt. There are no obvious opportunities for structural changes in governance of the District. The primary services from CSA 5 are parks and open space maintenance. However, 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 either City, Laguna County Sanitation, or CSA 5 to assume responsibilities within this area. Therefore, LAFCO staff recommends that CSA 5, Laguna Sanitation and City of Santa Maria continues to discuss partnerships, transfer, or expansion of services within the boundaries. If an agreement is made, in which all affected parties agree in the transfer of responsibilities, a change of organization, activation of latent powers may be considered at that point. Regional Collaboration County Service Area 5 currently does not require collaboration. SPHERE OF INFLUENCE & BOUNDARIES The Sphere of Influence for the CSA 5 (Orcutt) boundaries are larger than the District service area. The District currently has a Sphere of Influence that’s 3,616-acres 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 201 CHAPTER THREE: I. COUNTY SERVICE AREA 5 B OUNDARIES Jurisdictional Boundary CSA 5 jurisdictional boundary County Service Area 5’s existing boundary spans approximately spans 3.75 square miles with 100% 3.75 square miles in size and covers 4,094 acres (parcels and being unincorporated and under the land use authority of the County of excluding public rights-of-ways) of non-contiguous areas with Santa Barbara. 100% of the jurisdictional service boundary is unincorporated and under the land use authority of the County of Santa Barbara. Overall, there are TBD registered voters within the jurisdictional boundary. CSA 5 (Orcutt) | Boundary Breakdown By Service Area Total % of Total Total Number of Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters CSA 5 4,094 100.0% 10,440 TBD Totals 4,094 100.0% 10,440 TBD CSA 5 (Orcutt) | 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 4,094 100.0% 10,440 TBD Totals 4,094 100.0% 10,440 TBD Total assessed value (land and structure) is set at $3.95 billion, and translates to a per acre value ratio of $966,345. The former amount further represents a per capita value of $126,183 based on the estimated service population of 31,353. County Service Area 5 receives $60,000 in property taxes billed on the tax roll in revenue generated within its jurisdictional boundary to use for parks and open space related services. The jurisdictional boundary is currently divided into 10,440 legal Close to 90% of the parcels and spans 4,094 acres including jurisdictional acreage jurisdictional boundary is under consists of public right-of-way. Approximately 90% of the parcel private ownership, and of this amount approximately three- acreage is under private ownership with 75% having already been quarters having 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 446 vacant parcels that collectively total 282 acres. 202 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: I. COUNTY SERVICE AREA 5 County Service Area 5 (Orcutt) Formation, Revenues, Attributes, Types of S ervice, and Resources District Formation and Duties Formation Date 1962 County Service Area Law, Government Code Sections Legal Authority 25210–25217.4. Five Supervisors elected to four-year terms through Board of Directors supervisorial Districts. Agency Duties Parks and open space. POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2020 population of Orcutt to be 31,353. Santa Barbara County Association of Governments prepared a Regional Growth Forecast for 2010-2040 in 2012. The Forecast for 2050 in 2019 forecasted projections 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 Maria unincorporated population as 32,751. Between 2010 and 2020, the population of Santa Maria unincorporated area increased by 14 people (less than 1 percent per year). However, since 2010, the City of Santa Maria’s estimated population has increased by 7,854 persons. There are approximately 11,093 households within Orcutt. In contrast, the County’s population increased by 5.7 percent between 2010 and 2020. Overall, north county represents about 90 percent of the County’s population. Demographics for the CSA 5 are based on an age characteristic report American Community Survey. Orcutt statistics are cited herein, which identified the largest age group represented in CSA 5 as 18 to 64 group at 60.4 percent. Approximately 17.9 percent of the population was in the 65 or older years age group and 21.7 percent in the under the age of 18 group. According to the 2020 U.S. Census, approximately 62 percent of the total population identified themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic group in Orcutt, comprised 28.4 percent of the total population. Projected Growth and Development The County’s General Plan and Orcutt Community Plan serves as the area’s vision for long-term land use, development and growth, and provides the vision within its Planning Area. The County’s Orcutt Community Plan was adopted in 1997 and last amended in 2020, although the Housing LAFCO of Santa Barbara County 203 CHAPTER THREE: I. COUNTY SERVICE AREA 5 E lement 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 less than 1.5 percent within the County. The City of Santa Maria’s Housing Element, covering the same period estimates 1.8 percent growth in the surrounding incorporated areas. The County’s General Plan covers the Orcutt and surrounding agricultural areas. The following population projections within the District are based on the Department of Finance Table E4 estimate and SBCAG regional forecast. Table I-2. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* County Service Area 5 17,733 18,246 32,000 33,900 34,100 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 2024, the statewide MHI was $111,300, 80 percent of that is $89,040. The MHI for Orcutt was $108,225 in 2024, 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 2.0 (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, 204 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: I. COUNTY SERVICE AREA 5 which provides benefits such as clean water, clean air, and protection from natural hazards. In combination a stronger representation of underserved comm unities can be identified that may be a leading indicator to health and well-being or precursor to DUC. In most cases, the County Service Area 5 (Orcutt)’s Sphere of Influence does not qualify under the definition of disadvantaged community for the present and probable need for public facilities and services. A small area was identified in the DAC Mapping and EJ Screen includes State Hwy 1 (Orcutt Expressway) and Union Valley Parkway and Del Cielo Mobile Estates that are contiguous to the Sphere of Influence qualify as a disadvantaged community. County Service Area 5 (Orcutt) Formation, Revenues, Attributes, Types of Service, and Resources Attributes District area (est. square miles): Entire District 3.75 Population (2024 estimated): Entire District 31,353 Assessed Valuation (FY 22-23: District portion) $3,956,218,267 Number of Parks & Open Space 1 & 359-acres Regular Financial Audits Annual Annual Revenue Per Capita, Entire District (FY 22-23) $5.94 Average Portion of County 1% Property Tax Received 0.4¢/$1 Ending Total Fund Balance (June 2023) $323,655 Change in Total Fund Balance (from June 2018 to June 2023) 75.3% Total Fund Balance/Annual Revenue Total (FY 22-23) 173.6% 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 Parks & Open Space County Service Area 5 (Orcutt) provides parks and open space, library, and street lighting in the Orcutt area. Streetlights used in public road rights of way are owned and operated by the Pacific Gas & Electric Company (PG&E) in the north county. Revenue to fund the parks and open space operational costs comes from the County property taxes and benefit assessments. CSA 5 currently provides approximately 136 acres of parkland (Waller Park) and 359 acres of open space. LAFCO of Santa Barbara County 205 CHAPTER THREE: I. COUNTY SERVICE AREA 5 Types of Services Parks X Recreation - Open Space X Library - Facility Rental - Other - County Service Area 5 (Orcutt) Formation, Revenues, Attributes, Types of Service, and Resources Open Space Location Identification 01. Waller Park 136ac Oak Knolls, Patterson Park, Orcutt 02. Community Park, May Grisham, Legacy park, Domino OS, Highland 359ac Dr. Rice Ranch OS, Lee West, Stonebrook Total Staffing Personnel Per 1,000 population Full time Operators N/A N/A Emergency Operators N/A N/A Management Personnel 1 0.4 Other District Staff 19 n/a CSA 5 (Orcutt) is managed by Community Services and Public Works Departments. Staffing Experience/Tenure (average) Years in Industry Year w/ District General Manager (1) n/a n/a Civil Engineer (1) n/a n/a Fiscal Analyst (1) n/a n/a Other District Staff (17) n/a n/a 206 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: I. COUNTY SERVICE AREA 5 FINANCES The District prepares an annual budget and financial report as part of the County annual review, which includes details for each of its government and capital project and replacement funds. District Revenues 2021-2022 2022-2023 Amount % of Total Amount % of Total Property Tax $163,081 98.9% $180,814 97.0% Investment income $1,174 0.7% $4,891 2.6% Fines & penalties $618 0.4% $626 0.4% Revenue total $164,765 100.0% $186,331 100.0% Source: CSA 5 (Orcutt), Budget Report, 21-22 and 22-23, 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 other funded projects. The District’s reserve balances have decreased in funds to absorb revenue imbalances. Monitoring of this trend is likely. The line graph below shows the current financial trend in millions. These indicators provide a measurement of the agency’s financial condition over time. CSA 5 (ORCUTT) Fiscal Trends-CSA 5 0.35 0.3 0.25 0.2 0.15 0.1 0.05 0 2020-21 2021-22 2022-23 Revenue Expenditure Reserve LAFCO of Santa Barbara County 207 sdnasuohT ni tnuomA CHAPTER THREE: I. COUNTY SERVICE AREA 5 Financing Sources This indicator addresses the extent to which property taxes covered expenses. Property tax is the primary funding source 0.2 for CSA services. Represented below a ratio of one or higher indicates that the service is self-supporting 0.15 0.1 Property Tax 0.05 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 operating expenditures. 8 Fiscal Operating Operating 6 Year Revenues Expenditures Ratio 2018 $ 129,416 $ 19,519 6.6 4 2019 $ 133,893 $ 116,281 1.1 2 2020 $ 143,100 $ 102,223 1.4 2021 $ 148,713 $ 107,271 1.4 0 2022 $ 164,819 $ 107,039 1.5 2018 2019 2020 2021 2022 2023 2023 $ 186,331 $ 100,131 1.8 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) 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% 2022 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 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE 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: I. COUNTY SERVICE AREA 5 Pension Obligations and Payments CSA 5 is part of the Santa Barbara County Employees’ Retirement System. General employees are members of General Plan 5A. The District maintains sufficient liquidity to ensure its ability to meet short-term obligations, while also providing for long-term needs of the District. CSA 5 is not separated from the other County pension liabilities; therefore, CSA 5 portion is unknown. At June 30, 2021, the County, including its discretely presented component unit, reported a liability of $981,008 for its proportionate share of the net pension liability. Public Works staff manages various utility cost centers such as CSA 5, Laguna County Sanitation District, etc. Staff time for CSA 3 work is billed to CSA 3. Deferred Compensation Plan The County offers its employees a deferred compensation plan created in accordance with Internal Revenue Code Section 401(a) & 457. Employer-only annual contributions are calculated based upon a percentage of employee compensation under annual agreements with employee bargaining groups and unions. The plan, available to all employees bargaining groups and unions, permits them to defer a portion of their salary until future years. The 457 deferred compensation plan is not available to employees until termination, retirement, death, or unforeseeable emergency. All amounts of compensation deferred, all property and the rights purchased, and all income, property, or rights are (until paid or made available to the employee or other beneficiary) held in trust for the exclusive benefit of the participants and their beneficiaries. OPEB Obligations and Payments The District has adopted a pay-as-you-go basis for funding retiree medical benefits. The County’s agent multiple-employer defined benefit postemployment healthcare plan (OPEB Plan) is administered by the Santa Barbara County Employees’ Retirement System (SBCERS). The OPEB plan is funded by the County and other plan sponsors, and is administered in accordance with §401(h) of the Internal Revenue Code (IRC). It was established on September 16, 2008, by the County Board of Supervisors who created a 401(h) Medical Trust. The OPEB Plan offers healthcare, vision, and dental benefits to eligible County retirees and their dependents. Benefits are provided by third party providers. Retirees are offered the same health plans as active County employees, as well as enhanced senior plans for retirees on Medicare. Retiree premiums are rated separately from active County employees; as such, the County does not have a retiree premium implicit rate subsidy . LAFCO of Santa Barbara County 209 CHAPTER THREE: I. COUNTY SERVICE AREA 5 T he County provides a monthly insurance premium subsidy of $15 (whole dollars) per year of c redit service from the 401(h) account for Eligible Retired Participants participating in a sponsored health insurance plan. If the monthly premium for the health plan selected is less than $15 times the member’s years of service, the subsidy is limited to the entire premium. The health plans include coverage for eligible spouses and dependents. After the member’s death, a beneficiary is eligible to continue health plan coverage. The subsidy benefit will be equal to $15 per year of service times the survivor continuation percentage applicable for pension benefits. Retirees who choose not to participate in the County-sponsored health insurance plan receive a monthly benefit of $4 per year of service. This benefit, known as a Healthcare Reimbursement Arrangement, reimburses qualified health care expenses through a health savings account. On March 1, 2016, the County adopted a resolution approving an OPEB (401(h) Account) Funding Policy. This policy provides for funding the OPEB Plan at 4% of Covered Payroll for the 401(a) Pension Plan. Employees are not required to contribute to the OPEB Plan. Enterprise Funding The District budget includes park services for Fund #2140. In FY 2020/2021, the District’s actual budget expense was $107,271 and decreased that to $107,039 for FY 2021/2022. FY 2022-2023 was $100,131. 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. Parks & Open Space-Expenditure 1 0.8 0.83% 0.8% 0.76% 0.76% 0.82% 0.83% 0.6 0.4 0.2 0 2018 2019 2020 2021 2022 2023 Park & OS % Asset Maintenance and Repair The District’s budget includes improvement budgeting through its finance uses #7901. In FY 2020/2021, the District budgeted $82,000 and has maintained that into FY 22-23. 210 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE sdnasuohT ni tnuomA )secivres SO & skrap( erutidnepxE ycnegA stsoc gnitarepo llarevo % a sa CHAPTER THREE: I. COUNTY SERVICE AREA 5 Capital Improvements The County adopts the County Service Area 5 (Orcutt) Ca pital Improvement Program (CIP) for budgeting and reserve balance purposes. CSA 5 does not contemplate anticipated improvements over the next few years. Long-term Liabilities and Debts The District has no long-term debt. Opportunities for Shared Facilities There are no obvious opportunities for shared facilities in the operations of the District other than current expenses to support community library services. ORGANIZATION Governance County Service Area 5’s governance authority is established under the County Service Area Law, (“principal act”) and codified under Government Code Sections 25210–25217.4. The governing body, which is established by law to administer the operation of a County Service Area, is the Board of Supervisors. The intent of the County Service Area law is to give an alternative method for providing governmental services by counties within unincorporated areas, many of which have had large population growth as well as commercial and industrial development. It also provides for services to be provided in small rural communities. This principal act empowers CSA 3 to provide a range of municipal services. A list comparing active and latent powers follows. Active Service Powers Latent Service Powers - Parks & Open Space Maintenance All other powers listed under (GC 25213) Governance of CSA 5 is dependently provided by the County of Santa Barbara and through its five-member Board of Supervisors that are elected by supervisorial division to staggered four-year terms. County Service Area 5 holds meetings as needed and as part of regular meetings held by the Board of Supervisors. A current listing of Board of Supervisors along with respective backgrounds follows. LAFCO of Santa Barbara County 211 CHAPTER THREE: I. COUNTY SERVICE AREA 5 County Service Area 5 | Current Governing Board Roster Member Position Background Years on District Das Williams, 1st District Chair Legislator 7 Laura Capps 2nd District Supervisor Public affairs 2 Joan Hartmann, 3rd District Supervisor Educator/ government 7 Bob Nelson 4th District Supervisor Educator 3 Steve Lavagnino, 5th District Supervisor Aerospace/ government 13 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. CSA 5 (Orcutt) District Website Checklist website accessed 7/7/24 http://www.countyofsb.org/323/Community-Services 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? 212 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: I. COUNTY SERVICE AREA 5 The following criteria are recommended for agency we bsites by a number of governance associations and organiza tions. Yes No Description of services? X Service area map? X Board meeting schedule? X Budgets (past 3 years)? X Audits (past 3 years)? X List of elected officials and terms of office? X List of key agency staff with contact information? X Meeting agendas/minutes (last six months)? X Notes: County Service Area 3 is a dependent governed District. Refer to http://www.countyofsb.org/323/Community- Services for the required checklist items. Survey Results The table below includes a list of questions asked of area residents to assess if satisfactory parks, open space, library, and facility rental services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. County Service Area 5 (Orcutt) Questionnaire Revenues, Types of Service, and Resources CSA 5 (Orcutt) | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of Parks & - - - Recreation, Open Space, Library and Facility Rental services? 2. Overall, are adequate staffing and equipment - - - provided with the level of Parks & Recreation, Open Space, Library and Facility Rental service? 3. Do you feel an adequate level of funding is - - - provided given the level of service? 4. Personnel arrived in a timely manner and were - - - professional? 5. Personnel was knowledgeable, answer questions, - - - and were informative? No responses were provided by the public related to County Service Area 5 (Orcutt) at this time. LAFCO of Santa Barbara County 213 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 214 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE J. County Service Area 11 (Summerland & Carpinteria) Administrative Office: 123 East Anapamu, Santa Barbara, CA 93101 Phone: 805/568-2467 Fax: 805/568-2459 Email: pwweb@countyofsb.org Website: www.countyofsb.org/184/Public-Works Public Works Director: Chris Sneddon Division Deputy: Mostafa Estaji SUMMARY The County Service Area 11 (Summerland & Carpinteria) provides open space maintenance, road & bike maintenance, and street lighting services for about 1,584 people throughout 0.45 square miles in southern Santa Barbara County that largely encompasses the Summerland & Carpinteria Planning Area. The CSA 11 lighting system serves approximately 114 street lights and maintains Lookout Park, Ocean View Park, Greenwell Preserve, and Loon Point parks. Approximately 14 miles of roadway and 5 miles of bike path are maintained. Ad Valorem is assessed on the tax roll for operation and maintenance of the district in an amount to cover its costs, which is approximately $69,000 per year and includes a reserve to meet future needs. 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 $44 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 County Service Area 11 (Summerland & Carpinteria) was formed in 1962. It was formed to fund streetlighting for part of the southern coastal area of the County. The district is located generally between Foothill Road and Highway 101 southerly of Toro Canyon Road, west of and adjacent to Santa Monica Road, north of Camino Real in the Summerland & Carpinteria area. County Service Area 11 overlaps the Santa Barbara Mosquito and Vector Control District, Santa Barbara Metropolitan Transit District, Cachuma RCD, Carpinteria-Summerland Fire Protection District, portion of Summerland & Carpinteria Sanitary Districts, portion of Montecito & Carpinteria Valley Water Districts, County Service 32 (Law Enforcement), Carpinteria Cemetery District, County Flood Control & Conservation District, County Water Agency, and a single small parcel with the City of Carpinteria. LAFCO of Santa Barbara County 215 CHAPTER THREE: J. COUNTY SERVICE AREA 11 216 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: J. COUNTY SERVICE AREA 11 OPERATIONS County Service Area 11 provides street lighting to approximately 114 street lights and maintains Lookout Park, Ocean View Park, Greenwell Preserve, and Loon Point parks. Approximately 14 miles of roadway and 5 miles of bike path are maintained. CSA 11 is managed by the County of Santa Barbara Public Works Department parks are maintained by the Community Services Department. The District’s general revenues come from property taxes collected on the tax roll and interest earnings. Over the years revenues have exceeded expenditures such that the district has accumulated a fund balance in excess of its annual needs by approximately $226,500, which is due primarily to interest on unexpended funds. The District Board of Directors is composed of five Board of Supervisor Members who are elected by supervisorial Districts to four- year terms. The Board meets on Tuesdays of every month at Board Chambers. The District maintains a website which includes a list of Board members and agendas for upcoming Board meetings. OPPORTUNITIES & CHALLENGES The County Public Works Department has not identified challenges or opportunities at this time. Governance Structure Options Most of CSA 11 boundary is outside of agencies that are authorized to provide the needed services that CSA 11 provides. The single parcel within the City of Carpinteria contains a residence. The residential area adjacent includes Venice Lane and Santa Monica Road totaling 18.4 acres is also within the City’s Sphere of Influence. While these properties currently within CSA 11 are being served for road maintenance by CSA 11, at some point the City should be the service provider. Annexation of the area should include conversations with the residents and maintenance planning discussed before such actions are considered. 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 City to assume responsibilities within this area. Therefore, LAFCO staff recommends that CSA 11 have discussions with the City. 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 County Service Area 3 currently does not require collaboration. LAFCO of Santa Barbara County 217 CHAPTER THREE: J. COUNTY SERVICE AREA 11 SPHERE OF INFLUENCE & BOUNDARIES The Sphere of Influence for the CSA 11 (Summerland & Carpinteria) 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 CSA 11 jurisdictional boundary County Service Area 11’s existing boundary spans approximately spans 0.45 square miles with 99.9% 0.45 square miles in size and covers 1,319 acres (parcels and being unincorporated and under the land use authority of the County of public rights-of-ways) of non-contiguous areas with slightly less Santa Barbara. The remainder of the jurisdictional boundary lies within than five-one hundreds in City of Carpinteria. Nearly 99.9% of the City of Carpinteria. 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 0.1% of the total is incorporated and under the land use authority of the City of Carpinteria. Overall, there are TBD registered voters within the jurisdictional boundary. CSA 11 (Summerland & 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 0.36 0.1% 1 TBD CSA 11 1,318.64 99.9% 5,538 TBD Totals 1,319 100.0% 5,539 TBD CSA 11 (Summerland & 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 County of Santa Barbara 1,318.64 99.9% 5,538 TBD City of Carpinteria 0.36 0.1% 1 TBD Totals 1,319 100.0% 5,539 TBD Total assessed value (land and structure) is set at $3.4 billion, and translates to a per acre value ratio of $2.6 million. The former amount further represents a per capita value of $2.1 million based on the estimated service population of 1,584. County Service Area 11 receives $55,000 in annual property taxes in revenue generated within its jurisdictional boundary. 218 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: J. COUNTY SERVICE AREA 11 The jurisdictional boundary is currently divided into 5,5 39 legal parcels and spans 1,319 acres including jurisdictional acreage Close to 82% of the jurisdictional boundary is under consists of public right-of-way. Approximately 82% of th e parcel private ownership, and of this amount approximately 77% acreage is under private ownership with 77% having already been having 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 53 vacant parcels that collectively total 27 acres. County Service Area 11 (Summerland & Carpinteria) Formation, Revenues, Attributes, Types of Service, and Resources District Formation and Duties Formation Date 1962 County Service Area Law, Government Code Sections Legal Authority 25210–25217.4. Five Supervisors elected to four-year terms through Board of Directors supervisorial Districts. Agency Duties Recreation & open space, street lighting & landscaping, and roadway and bicycle maintenance. POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 2020 population of Summerland & Carpinteria to be 1,584. Santa Barbara County Association of Governments prepared a Regional Growth Forecast for 2010-2040 in 2012. The Forecast for 2050 in 2019 forecasted projections for the Cities while the 2012 report included unincorporated communities by sub regions. That report used a conservative trend-base allocation methodology estimating the Carpinteria unincorporated population to be 4,700 by 2020. The projected population of Summerland & Carpinteria at buildout is approximately 5,000 persons. Between 2010 and 2020, the population of Carpinteria unincorporated area increased by 11 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 CSA 11 are based on an age characteristic report American Community Survey. Summerland & Toro Canyon statistics are cited herein, which identified the largest age group represented in the area as 18 to 64 group at 39.8 percent. Approximately 54.8 percent of the population was in the 65 or older and 5.3 percent in the under the age of 18 group. LAFCO of Santa Barbara County 219 CHAPTER THREE: J. COUNTY SERVICE AREA 11 According to the 2020 U.S. Census, approximately 88.9 percent of the total population identified t hemselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic g roup in Summerland & Toro Canyon, comprised 11.1 percent of the total population. Projected Growth and Development The County of Santa Barbara Planning Area Plans serves as the common 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 Community Plan in 2014. The Toro Community Plan was adopted in 2002 and updated in 2004. The Housing Element is updated every 8 years in accordance with state regulations and spans the 2023-2031 planning period. The County’s HE and Community Plan does not anticipate significant growth in the Summerland, Toro Canyon & Carpinteria Area. The current County’s Housing Element (2023-2031) identifies an estimated growth rate of less than one (1) percent within the unincorporated area. The following population projections within the area are based on the Department of Finance Table E4 estimate and SBCAG regional forecast. Table J-2. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Carpinteria unincorporated 4,689 4,689 4,700 4,865 4,996 includes CSA 11 City of Carpinteria 88,410 92,305 93,511 94,876 96,000 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 2024, the statewide MHI was $111,300, 80 percent of that is $89,040. The MHI for Summerland & Toro Canyon average was $151,620 in 2024, 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 220 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: J. COUNTY SERVICE AREA 11 for the Central Coast Funding Area for which a disadvantaged communities’ assessment was conducted based on requirements for water and wastewat er 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 most cases, the County Service Area 11 (Summerland & Carpinteria)’s Sphere of Influence does not qualify under the definition of disadvantaged community; however, a small neighborhood area was identified in the EnviroAtlas and EJ Screen includes a portion of Summerland Heights that are contiguous to the Sphere of Influence qualify as a disadvantaged community. County Service Area 11 (Summerland & Carpinteria) Formation, Revenues, Attributes, Types of Service, and Resources Attributes District area (est. square miles): City of Carpinteria 0.0005 Entire District 0.45± Population (2024 estimate): 2 City of Carpinteria Entire District 1,584 Assessed Valuation (FY 21-22: District portion) $3,439,285,459 4 parks Number of parks & OS Regular Financial Audits Annual Annual Revenue Per Capita, Entire District (FY 21-22) $44 Average Portion of County 1% Property Tax Received 1¢/$1 Ending Total Fund Balance (June 2022) $313,257 Change in Total Fund Balance (from June 2017 to June 2022) -11% Total Fund Balance/Annual Revenue Total (FY 21-22) 448% 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 221 CHAPTER THREE: J. COUNTY SERVICE AREA 11 S ERVICES O verview County Service Area 11 (Summerland & Carpinteria) provides open space maintenance, road & bike maintenance, and street lighting services. Administration of CSA 11 operations performed by twenty (20) staff in the County Public Works Department. Park Maintenance County Service Area 11 currently provides for landscape maintenance with annual operation and administrative costs are approximately $14,000. Types of Services Parks X Recreation - Open Space X Library - Facility Rental - Other X County Service Area 11 (Summerland & Carpinteria) Formation, Revenues, Attributes, Types of Service, and Resources Parks, Trails & Open Spaces Location Amenities 3.4-acres • BBQ Grills • Beach Access • Benches or Picnic Tables • Bird Watching 01. Lookout Park • Group Picnic Areas • Hiking Trails • Horseshoes • Playground • Restrooms • Surfing 3.4-acres • Benches or Picnic 02. Ocean View Park Tables • Bird Watching • Hiking Trails 03. Greenwell Preserve 2.0-acres 222 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: J. COUNTY SERVICE AREA 11 en vironmentally sensitive ha bitat, including wetlands 3.4-acres 04. Loon Point • Beach access & parking Total Staffing Personnel Per 1,000 population Full time Operators N/A N/A Emergency Operators N/A N/A Management Personnel 1 0.4 Other District Staff 19 n/a CSA 11 (Summerland & Carpinteria) is managed by Public Works and Community Services Departments. Staffing Experience/Tenure (average) Years in Industry Year w/ District General Manager (1) 34 24 Civil Engineer (1) 5 5 Fiscal Analyst (1) 7 6 Other District Staff (17) n/a n/a FINANCES The District prepares an annual budget and financial report as part of the County annual review, 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. A separate assessment may be charged to properties remaining on septic systems in order to provide septic performance tracking. District Revenues 2021-2022 2022-2023 Amount % of Total Amount % of Total Property Tax $60,063 97.8% $65,261 93.5% $1,395 2.3% $4,576 6.5% Investment income Unrealized gains -$91 -0.1% $0 0% Revenue total $61,367 100.0% $69,837 100.0% Source: CSA 11 (Summerland & Carpinteria), Budget Report, 21-22 and 22-23, Statement of Revenues, LAFCO of Santa Barbara County 223 CHAPTER THREE: J. COUNTY SERVICE AREA 11 Expenditures and Changes in Fund Balances – All Fund types. F iscal 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 maintenance needs. 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. CSA 11 (SUMMERLAND & CARPINTERIA) Fiscal Trends-CSA 11 0.35 0.3 0.25 0.2 0.15 0.1 0.05 0 2020-21 2021-22 2022-23 Revenue Expenditure Reserve This indicator addresses the extent to which charges for Property Tax service covered expenses. Property tax is the primary funding source for CSA 11 services. Represented below a ratio of one or 0.07 higher indicates that the service is self-supporting 0.06 0.05 0.04 0.03 0.02 0.01 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 operating expenditures. 2.5 Fiscal Operating Operating 2 Year Revenues Expenditures Ratio 1.5 2018 $ 54,042 $ 168,643 0.3 1 2019 $ 61,159 $ 54,287 1.1 2020 $ 60,443 $ 141,024 0.4 0.5 2021 $ 54,450 $ 25,207 2.1 0 2022 $ 61,366 $ 74,426 0.8 2018 2019 2020 2021 2022 2023 2023 $ 69,837 $ 46,823 1.5 224 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE sdnasuohT ni tnuomA sdnasuohT ni tnuomA CHAPTER THREE: J. COUNTY SERVICE AREA 11 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 CSA 11 is part of the Santa Barbara County Employees’ Retirement System. General employees are members of General Plan 5A. The District maintains sufficient liquidity to ensure its ability to meet short-term obligations, while also providing for long-term needs of the District. CSA 11 is not separated from the other County pension liabilities; therefore, CSA 11 portion is unknown. At June 30, 2021, the County, including its discretely presented component unit, reported a liability of $981,008 for its proportionate share of the net pension liability. Public Works staff manages various cost centers such as CSA 11, Laguna County Sanitation District, etc. Staff time for CSA 11 work is billed to CSA 11. LAFCO of Santa Barbara County 225 )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) $0 $0 $0 $0 $0 $0 Net Liabilities (pension & OPEB) $0 $0 $0 $0 $0 $0 $ $ $ $ $ CHAPTER THREE: J. COUNTY SERVICE AREA 11 Deferred Compensation Plan The County offers its employees a deferred compensation plan created in accordance with Internal Revenue Code Section 401(a) & 457. Employer-only annual contributions are calculated based upon a percentage of employee compensation under annual agreements with employee bargaining groups and unions. The plan, available to all employees bargaining groups and unions, permits them to defer a portion of their salary until future years. The 457 deferred compensation plan is not available to employees until termination, retirement, death, or unforeseeable emergency. All amounts of compensation deferred, all property and the rights purchased, and all income, property, or rights are (until paid or made available to the employee or other beneficiary) held in trust for the exclusive benefit of the participants and their beneficiaries. OPEB Obligations and Payments The District has adopted a pay-as-you-go basis for funding retiree medical benefits. The County’s agent multiple-employer defined benefit postemployment healthcare plan (OPEB Plan) is administered by the Santa Barbara County Employees’ Retirement System (SBCERS). The OPEB plan is funded by the County and other plan sponsors, and is administered in accordance with §401(h) of the Internal Revenue Code (IRC). It was established on September 16, 2008, by the County Board of Supervisors who created a 401(h) Medical Trust. The OPEB Plan offers healthcare, vision, and dental benefits to eligible County retirees and their dependents. Benefits are provided by third party providers. Retirees are offered the same health plans as active County employees, as well as enhanced senior plans for retirees on Medicare. Retiree premiums are rated separately from active County employees; as such, the County does not have a retiree premium implicit rate subsidy. The County provides a monthly insurance premium subsidy of $15 (whole dollars) per year of credit service from the 401(h) account for Eligible Retired Participants participating in a sponsored health insurance plan. If the monthly premium for the health plan selected is less than $15 times the member’s years of service, the subsidy is limited to the entire premium. The health plans include coverage for eligible spouses and dependents. After the member’s death, a beneficiary is eligible to continue health plan coverage. The subsidy benefit will be equal to $15 per year of service times the survivor continuation percentage applicable for pension benefits. Retirees who choose not to participate in the County-sponsored health insurance plan receive a monthly benefit of $4 per year of service. This benefit, known as a Healthcare Reimbursement Arrangement, reimburses qualified health care expenses through a health savings account. 226 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: J. COUNTY SERVICE AREA 11 On March 1, 2016, the County adopted a resolution approvi ng an OPEB (401(h) Account) Funding Policy. This policy provides for funding the OPEB Plan at 4% of Covered Payroll for the 401(a) Pension Plan. Employees are not required to contribute to the OPEB Plan. Enterprise Funding The District budget includes landscape maintenance (#7460, #7510), road & bike maintenance (#7655), parks (#7901), and street lighting (#7664) services for various Funds. In FY 2020/2021, the District’s actual budget expense was $25,207 and increased that to $35,435 for FY 2021/2022. 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. CSA 11-Expenditure 0.05 0.04 0.03 0.02 0.01 0 2018 2019 2020 2021 2022 2023 Landscape Road&Bike Street Lights Asset Maintenance and Repair The District’s budget includes improvement budgeting through its finance uses. Streetlights and HWY 101 high occupancy vehicle (HOV) parallel projects. Lookout Park Site Improvements in Summerland which includes a new host area at the west end of the park. Via Real bike path and median maintenance. Capital Improvements The County adopts the County Service Area 11 Summerland & Carpinteria Capital Improvement Program (CIP) as a long-term tool for budgeting and reserve balance purposes. Long-term Liabilities and Debts The District has no long-term debt. LAFCO of Santa Barbara County 227 sdnasuohT ni tnuomA % a sa )secivres( erutidnepxE ycnegA stsoc gnitarepo llarevo CHAPTER THREE: J. COUNTY SERVICE AREA 11 Opportunities for Shared Facilities No 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. ORGANIZATION Governance County Service Area 11’s governance authority is established under the County Service Area Law, (“principal act”) and codified under Government Code Sections 25210–25217.4. The governing body, which is established by law to administer the operation of a County Service Area, is the Board of Supervisors. The intent of the County Service Area law is to give an alternative method for providing governmental services by counties within unincorporated areas, many of which have had large population growth as well as commercial and industrial development. It also provides for services to be provided in small rural communities. This principal act empowers CSA 11 to provide a range of municipal services. A list comparing active and latent powers follows. Active Service Powers Latent Service Powers - Recreation All other powers listed under (GC 25213) - Street Lighting & Landscaping - Road & Bicycle Maintenance Governance of CSA 11 is dependently provided by the County of Santa Barbara and through its five-member Board of Supervisors that are elected by supervisorial division to staggered four-year terms. County Service Area 11 holds meetings as needed and as part of regular meetings held by the Board of Supervisors. A current listing of Board of Supervisors along with respective backgrounds follows. County Service Area 11 | Current Governing Board Roster Member Position Background Years on District Das Williams, 1st District Vice-Chair Legislator 7 Laura Capps 2nd District Supervisor Public affairs 2 Joan Hartmann, 3rd District Chair Educator/ government 7 Bob Nelson 4th District Supervisor Educator 3 Steve Lavagnino, 5th District Supervisor Aerospace/ government 13 228 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: J. COUNTY SERVICE AREA 11 Website Transparency The table below is not an exhaustive inventory of websit e 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. CSA 11 (Summerland & Carpinteria) District Website Checklist website accessed 7/25/24 http://www.countyofsb.org/323/Community-Services 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: County Service Area 11 is a dependent governed District. Refer to http://www.countyofsb.org/323/Community- Services for the required checklist items. LAFCO of Santa Barbara County 229 CHAPTER THREE: J. COUNTY SERVICE AREA 11 Survey Results The table below includes a list of questions asked of area residents to assess if satisfactory parks, open space, library, and facility rental services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. County Service Area 11 (Summerland & Carpinteria) Questionnaire Revenues, Types of Service, and Resources CSA 11 (Summerland & Carpinteria) | Responses by Respondence Questions Satisfactory Unsatisfactory Undecided 1. Overall, are you satisfied with the level of Parks & - - - Recreation, Open Space, Library and Facility Rental services? 2. Overall, are adequate staffing and equipment - - - provided with the level of Parks & Recreation, Open Space, Library and Facility Rental service? 3. Do you feel an adequate level of funding is - - - provided given the level of service? 4. Personnel arrived in a timely manner and were - - - professional? 5. Personnel was knowledgeable, answer questions, - - - and were informative? No responses were provided by the public related to County Service Area 11 (Summerland & Carpinteria) at this time. 230 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE K. 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 Parks Director: TBD Recreation Center: Kristen Thomsen 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 4,970 residents (source: 2024 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 231 of Santa Barbara County CHAPTER THREE: K. CITY OF BUELLTON 6 232 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. 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 parks and recreations 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. 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 LAFCO of Santa Barbara County 233 CHAPTER THREE: K. CITY OF BUELLTON 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 (UGB) that is co‐terminus with the City limits. The UGB requires that all annexations and all extensions of public services outside the City limits go to a vote of the people within the City of 234 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. CITY OF BUELLTON 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. BOUNDARIES Jurisdictional Boundary The City’s existing boundary spans approximately 1.6 square City of Buellton’s jurisdictional miles in size and covers 1,025 acres (parcels and public rights‐of‐ boundary spans 1.6 square miles with 99.0% being incorporated and ways) in one contiguous area. Nearly all of the jurisdictional under the land use authority of the service boundary, approximately 99.0%, is incorporated and City. under the land use authority of the City. The remaining portion of served land approximately 1.0% of the total is unincorporated and under the land use authority of the County of Santa Barbara. The City serves one area outside of its jurisdictional service area under out‐of‐agency‐service agreement. Overall, there are 3,822 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 99.0% 2,170 3,822 OASA – Zaca Creek 2.86 0.1% 1 0 (099‐600‐042) Totals 840.86 100.0% 2,171 3,822 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 99.0% 2,170 3,822 Co of Santa Barbara 2.86 0.1% 1 0 Totals 840.86 100.0% 2,171 3,822 Total assessed value (land and structure) is set at $1.02 billion as of April 2024 and translates to LAFCO of Santa Barbara County 235 CHAPTER THREE: K. CITY OF BUELLTON a per acre value ratio of $1.2 million. The former amount further represents a per capita value of $206,309 based on the estimated service population of 4,970. City of Buellton receives $1,751,216 in annual property taxes revenue and recreation and park program revenue for charges for services and grants with approximately annual $51,154 generated within its jurisdictional boundary and operates as an enterprise for other services. The jurisdictional boundary is currently divided into 2,170 legal More than four‐fifths of the parcels and spans 838 acres the remaining jurisdictional acreage jurisdictional boundary is under consists of public right‐of‐ways. Close to 97% of the parcel acreage private ownership, and of this amount approximately 80% has is under private ownership with 80% 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 13 vacant parcels that collectively total 37.45 acres. The jurisdictional boundary does not qualify as 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‐4 for 236 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. CITY OF BUELLTON 2024 estimates the City of Buellton to be 4,970. Between 20 10 and 2020, the population of Buellton increased by 448 people (8.5 percent; or less than 1 percent per year). There are approximately 2,049 households within the City. In contrast, th e 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. According to the 2020 U.S. Census, approximately 71.8 percent of the total population identified themselves as non‐Hispanic white. The Hispanic population, which is the second largest ethnic group in Buellton, comprised 23.5 percent of the total population. 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 K‐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. LAFCO of Santa Barbara County 237 CHAPTER THREE: K. CITY OF BUELLTON 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 2024, the statewide MHI was $111,300, 80 percent of that is $89,040. The MHI for Buellton was $102,361 in 2024, 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 2.0 (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 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 2024 review qualifying as a disadvantaged community. SERVICES Overview The City of Buellton’s Recreation Department is dedicated to building a strong, interconnected community and improving the quality of life for the residents of Buellton. The mission of Buellton Recreation is to create and implement activities, programs, and events that engage people of all ages enriching lives through recreational pursuits. The City has full‐time staff, including a Recreation Supervisor and (2) Recreation Coordinators. All other services provided by the City are not the primary focus of this report and will be discussed in greater detail under the 238 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. CITY OF BUELLTON appropriate future MSR Study. Parks Types of Services Parks X Recreation X Open Space X Library ‐ Facility Rental X Other ‐ Parks Location Amenities 1 Upper age playground, 1 Swing Set, 1 tot lot, 2 River View Park (8.99 Acres) basketball courts, 4 BB pits & picnic areas 2 playground equipment Village Park (1.81 acres) structures & 1 swing set Golf, Footgolf, Cart Zaca Creek Golf Course rentals, lessons and clinics Oak Park (2 acres) 1 Multi‐age playground structure Paws Park (3.35 acres) 1 large dog area & 1 small dog area Santa Ynez Valley Botanic Garden Amphitheater & nature (2.04 acres) exhibits Recreation The City of Buellton’s Recreation department provides various programs and trips for members of the community. They include everything from adult fitness classes and afterschool enrichment at the Buellton Community Recreation Center to day trips and cultural excursions both near and far to large annual community events. Adult Programs • Basketball LAFCO of Santa Barbara County 239 CHAPTER THREE: K. CITY OF BUELLTON • Pickleball • Various Dance Classes (Country, Ballroom/Swing, and Folk) • Various Workout Classes (Step, Cardio, Yoga, Aerobics, Spin, and Strength Training) • First Aid & CPR • Knitting • Pressure Canning • Woodworking • Archery Youth Programs • Golf • Knitting • Various Tiny Tot Classes (Cooking, Music, Movement & Play) • Soccer Camp • The Zone (After school program) • Golf Trips & Events • Trips to various locations (Collette Travel) • Lunch Buddies (lunch outings to various restaurants • Movie screenings • Family Fun Nights Facility Rental The City of Buellton offers group area reservations at the following park facilities: • River View Park The Buellton Community Recreation Center is jointly operated by the City of Buellton and the Buellton Union School District. The Center is located at the corner of Second Street and La Lata Drive on the Jonata Middle School Campus. The facility is available to rent for ceremonies, meetings, fundraisers, and more. 240 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. CITY OF BUELLTON Library Services The City of Buellton contracts with the City of Goleta to provid e library services within Zone 4 areas in the Santa Ynez Valley. Goleta’s costs to manage the Buellton library are recouped using a full cost recovery approach. The City of Buellton oversees the library facility at 140 West Highway 246, and earlier this month provided a notice of closure to the City of Goleta (Buellton’s Library Services Provider) at its current location. The Buellton Library’s last day of in‐person service at its current location was on August 14, 2024. Its new home will be on the historic Willemsen property located at 202 Dairyland Road. Renovations are still underway and will cost an estimated $2.4 million. Updates on the project and when the library will open at its new location will be provided to the community as information is available. The location of the old library will be transitioned into a senior center. Following the COVID pandemic, the Buellton Library continued to successfully return to pre‐ COVID numbers in terms of visitors and circulation. The Buellton Library circulated 28,248 hard copy materials annually. The Library Department provides a wide slate of programs for all ages, a variety of materials in all formats for borrowing by its users, and day‐to‐day customer service to its patrons. General areas of focus include: 1. Administration 2. Materials 3. Circulation 4. Reference 5. Digital Services 6. Adult Programs 7. Youth Programs The Friends of the Buellton Library advocate and fundraise for the Buellton Library. They sponsor programs and materials for all ages year‐round at the library. The Friends of the Library for the City of Buellton work closely with Goleta Library staff and the Goleta Valley Library’s Council‐ appointed Library Advisory Commission. LAFCO of Santa Barbara County 241 CHAPTER THREE: K. CITY OF BUELLTON Library Staffing Position Full‐time Part‐time (Positions/FTEs) Senior Library Technician 1 ‐ Library Technician ‐ 2 (.75) Library Assistant ‐ 2 (.75) Total FTE 1 1.5 City of Buellton Incorporation, Revenues, Attributes, Types of Service, and Resources Attributes City Limits (est. square miles) 1.58 Population (2024 estimated) 4,970 Assessed Valuation (FY 22‐23: Includes City only) $1,025,359,562 6 parks Number of parks, 19 programs recreation programs 1 library libraries, 1 rental spot rental facilities 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 2023) $13,768,082 Change in General Fund Balance (from June 2018 to June 2023) 30.3% Total Fund Balance/Annual Revenue Total (FY 22‐23) 83.4% 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 Parks X Recreation X Open Space X Library X Facility Rental X Other X 242 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. CITY OF BUELLTON Parks & Recreation Staffing Experience/Tenure (averag e) Years in Industry Year w/ District Recreation Supervisor 31 11 Recreation Coordinator Recreation Coordinator Buellton has a total of 21 permanent employees. 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 2021-2022 2022-2023 Amount % of Total Amount % of Total Property tax $1,751,216 11.3% $1,886,905 11.4% Sales & use tax $3,286,448 21.2% $3,615,000 21.9% TOT tax $4,292,382 27.7% $4,220,959 25.6% Franchise fees $356,836 2.3% $377,541 2.3% Other taxes $67,863 0.4% $24,788 0.2% Fines $12,089 0.1% $9,254 0.1% Charges for services $4,243,404 27.4% $4,143,885 25.1% Grants & contributions $1,759,751 11.3% $1,910,424 11.6% Interest ‐$276,842 ‐1.8% $287,613 1.7% Other revenue $20,225 0.1% $15,316 .1% Revenue total $15,513,372 100.0% $16,491,685 100.0% 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. LAFCO of Santa Barbara County 243 CHAPTER THREE: K. CITY OF BUELLTON Fiscal Trends-City of Buellton 18 16 14 12 10 8 6 4 2 0 2020-21 2021-22 2022-23 Revenue Expenditure Reserve CITY OF BUELLTON Property Tax & Charges for Service Funds This indicator addresses the extent to which special revenue 1 funds covered expenses. Property Tax and Charges for services as the primary funding source for parks and recreation services. Represented below a ratio of one or higher indicates 0.8 that the service is self‐supporting. 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 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 2018 $ 12,244,104 $ 9,660,768 1.3 1.2 2019 $ 13,307,341 $ 10,433,930 1.2 1.1 2020 $ 13,715,453 $ 11,510,609 1.3 2021 $ 13,817,072 $ 12,133,968 1.1 1 2022 $ 15,513,372 $ 12,159,951 1.2 2018 2019 2020 2021 2022 2023 2023 $ 16,491,685 $ 12,093,634 1.3 244 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA snoilliM ni tnuomA CHAPTER THREE: K. CITY OF BUELLTON Post-Employment Liab ilities 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) 75.2% 75.1% 88.2% 76.6% Net liability, pension (plan liabilities ‐ plan assets) $ 2,255,555 $ 2,411,265 $ 1,252,299 $ 2,888,246 Other Post‐Employment Benefits (OPEB) Funded ratio (plan assets as a % of plan liabilities) Net 0% 2023 year of OPEB reporting liability, OPEB (plan liabilities ‐ plan assets) $ 2,732,118 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 $2,888,246. LAFCO of Santa Barbara County 245 )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 2018 2019 2020 2021 2022 2023 2018 2019 2020 2021 2022 2023 Agency Assets (other than capital) $15,342,937 $18,584,036 $17,270,589 $22,390,089 $24,389,400 $26,214,877 Net Liabilities (pension & OPEB) $3,862,931 $4,016,642 $4,588,042 $5,060,554 $4,378,527 $5,620,364 tnuomA CHAPTER THREE: K. 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 $2,732,118. As of the June 30, 2022 measurement date, the following current and former employees were covered by the benefit terms under the plan: ‐ Retired employees – 27 ‐ Active employees – 21 Park, Recreation & Library Funding The District budget includes library and recreation funding through property taxes and grants and contributions from Governmental and Business Type activities. In FY 2020/2021, the City’s actual expenses for recreation and library services were $967,345 and slightly decreased that to $951,626 for FY 2021/2022. FY 2022‐2023 actual expenditures were $860,180, while FY 2023‐2024 was budgeted as $ 946,757. 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 net position over time. Culture & Leisure Expenditures 1.2 0.085 Culture & Leisure 1 8.2% 0.08 7.9% 0.8 7.8% 7.7% 0.6 0.075 0.4 7.2% 7.1% 0.07 0.2 0 0.065 2018 2019 2020 2021 2022 2023 Culture & Leisure % 246 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA )secivres noitaerceR & yrarbiL( erutidnepxE ycnegA stsoc gnitarepo llarevo % a sa CHAPTER THREE: K. CITY OF BUELLTON Asset Maintenance and Repair The City budget includes expenditures for Maintenance and Repair of Recreation Department 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 $21,000 for FY 2023/2024, and $21,630 for FY 2024/2025. Other park and recreation funds budgeted in FY 2024/2025 include: Fund # 001‐552‐ 60255 Maintenance & Repair‐Golf Course ($50,000), Fund # 001‐552‐60256 Maintenance & Repair‐Oak Park ($15,000), Fund #001‐552‐60257 Maintenance & Repair‐ Paws Park ($35,000), Fund # 001‐552‐60268 Maintenance & Repair‐ River View Park ($50,000), Fund # 001‐552‐ 60259 Maintenance & Repair‐Botanic Garden ($30,000), and Fund 001‐552‐60059 Maintenance & Repair – Village Park ($3,000). 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 2024‐25 includes circulation improvements, road maintenance, storm drain retrofits, water treatment plant and sanitary sewer system improvements, as well as parks and facilities improvements. In total, the City’s 2024‐25 CIP budget was about $10.1 million. These capital improvements along with future identified improvements will be considered in further detail under the pertinent MSR study. For FY 24‐25 the following projects were identified related to parks and facilities:  Santa Ynez River Trail  River View Park Basketball Court Resurfacing  Miscellaneous River View Park Improvements  Willemsen House Renovation  Willemsen Parking Lot Long-term Liabilities and Debts As of June 30, 2023, the City had about $9.85 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 LAFCO of Santa Barbara County 247 CHAPTER THREE: K. CITY OF BUELLTON 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 $5,208 at June 30,2023. 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 $9,748 at June 30,2023. 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 $28,828 at June 30, 2023. 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 248 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. CITY OF BUELLTON 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 o versee 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. City of Buellton| Current Governing Council Roster Member Position Background Years on Council David King Mayor Retired CHP 8 Officer John Sanchez Council Member Retired City 6 Employee (PW) Hudson Hornick Council Member District 1 Attorney 2 David Silva Vice Mayor Non‐Profit Admin 2 Elysia Lewis Council Member Finance 4 Officer/Legal 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 LAFCO of Santa Barbara County 249 CHAPTER THREE: K. CITY OF BUELLTON website checklist. However, agencies should address these criteria to comply with current website requirements. City of Buellton Website Checklist website accessed 7/25/24 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? The following criteria are recommended for agency websites by a number of governance associations and organizations. Yes No Description of services? X Service area map? X Board meeting schedule? X Budgets (past 3 years)? X Audits (past 3 years)? X List of elected officials and terms of office? X List of key agency staff with contact information? X Meeting agendas/minutes (last six months)? X Notes: Buellton is a Council-governed agency it overlays. Refer to https://cityofbuellton.com/ for the required checklist items. 250 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: K. CITY OF BUELLTON Survey Results The table on the next page includes a list of questions ask ed of area residents to assess if satisfactory parks, open space, library, and facility rental 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 ‐ ‐ ‐ Parks & Recreation, Open Space, Library and Facility Rental services? 2. Overall, are adequate staffing and equipment ‐ ‐ ‐ provided with the level of Parks & Recreation, Open Space, Library and Facility Rental service? 3. Do you feel an adequate level of funding is ‐ ‐ ‐ provided given the level of service? 4. Personnel arrived in a timely manner and were ‐ ‐ ‐ professional? 5. Personnel was knowledgeable, answer ‐ ‐ ‐ questions, and were informative? No responses were provided by the public related to City of Buellton at this time. LAFCO of Santa Barbara County 251 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 252 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE L. 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 Asst City Manager: Michael Ramirez Parks, Rec, & CS: Jeanette Gant Librarian: Jody Thomas 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 12,744 (source: 2024 Department of Finance). The City’s revenues are supported at a rate of approximately $1,851 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 is located in southern Santa Barbara County. 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 253 CHAPTER THREE: L. CITY OF CARPINTERIA 6 254 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF CARPINTERIA OPERATIONS The City employs approximately 43 full-time equivalent employees and 61 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. 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 Community 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. Public Works The City operates and maintains the City’s public infrastructure and facilities including bridges, buildings, parks/grounds, parking lots, shorelines, storm drainage, streets/roadways, and urban forestry. The City provides contract solid waste hauling and street sweeping services. The City also provides contract law enforcement services through the Santa Barbara County Sheriff’s Department and fire protection services through the Carpinteria-Summerland Fire Protection District. Finally, the City provides contract paratransit services through Easy Lift Transportation and Help of Carpinteria, respectively. The Carpinteria community is provided utility services including water by the Carpinteria Valley Water District, wastewater collection and treatment by the Carpinteria Sanitary District, electrical service by Southern California Edison, telecommunication by Cox Communications and Frontier Communications, and natural gas by Southern California Gas Company. Transit services are provided by the Santa Barbara Metropolitan Transit District and Ventura County Transportation Commission, respectively. A greater discussion of these services and operation can be found under the respective Agency Profiles. OPPORTUNITIES & CHALLENGES The City of Carpinteria continues to face the ongoing challenges of budgetary restrictions, and recruitment and retention difficulties within its Parks, Recreation and Community Services LAFCO of Santa Barbara County 255 CHAPTER THREE: L. CITY OF CARPINTERIA D epartment. With the Community Library now being managed by the City of Carpinteria, there is the opportunity to create programs, collections, and service hours tailored to the community in a more specific way. The City has been doing that for nearly two years and usage has increased. The challenge for this Library is that the space is wholly insufficient in size to offer the programs and collections the City would like to offer. With more space, more educational and enrichment programs could be offered and the collections could be expanded. With more funding, the Library could hire additional staff and be open additional hours. The Library’s service area (SB County Library Zone 5) extends to the east side of Toro Canyon Road. The PRCS department continues to face numerous challenges including limited and reduced budget, limited facility availability, aging facilities that have years of deferred maintenance needed. Other challenges include the removal of a free of charge shuttle provided by MTA which allowed the non-driving community members to attend various PRCS programs offered. 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 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 256 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. 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. County of Santa Barbara, Cities of Carpinteria, Buellton, Goleta, Lompoc, Santa Barbara, and Solvang for cost sharing of Santa Barbara County Regional SB 1383 Food Recovery Plan Extension. Joint Power Authorities/Agreements with California Joint Powers Insurance Authority; Beach Erosion Authority for Clean Oceans and Nourishment (BEACON); Santa Barbara County Association of Governments (SBCAG). 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). The Community Library participates in the Black Gold Cooperative Library System, which shares resources with member libraries including Santa Maria, Lompoc, and Goleta Valley Libraries in Santa Barbara County. 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. BOUNDARIES Jurisdictional Boundary Carpinteria’s jurisdictional Carpinteria’s existing boundary spans approximately 2.6 square boundary spans 2.6 square miles of land with 100% being incorporated miles of land and 4.7 square miles of tidelands. The land area and under the land use authority of includes 1,664 acres (parcels and public rights-of-ways) along the the City. The Carpinteria Valley Water and Carpinteria Sanitary coastline in one contiguous area with 100% of the jurisdictional Districts also serves the boundary incorporated and under the land use authority of the surrounding area. City. The City does not provide any out-of-agency service agreements to any property. The LAFCO of Santa Barbara County 257 CHAPTER THREE: L. CITY OF CARPINTERIA s urrounding lands are unincorporated under the land use authority of the County of Santa Barbara. Overall, there are 9,087 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 1,187 100.0% 5,146 9,087 Totals 1,187 100.0% 5,146 9,087 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 1,187 100.0% 5,146 9,087 Totals 1,187 100.0% 5,146 9,087 Total assessed value of land and improvements are set at $3.03 billion as of April 2024, and translates to a per acre value ratio of $2.5 million. The former amount further represents a per capita value of $238,296 based on the estimated service population of 12,744. City of Carpinteria receives $123,00 in annual recreation and park program revenue for charges for services revenue and $5.5 million in property taxes generated within its jurisdictional boundary and the City operates as an enterprise for other services. The jurisdictional boundary is currently divided into 5,146 legal Approximately 74% of the parcels and spans 1,187 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 81% has been is under private ownership with 81% 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 39 vacant parcels that collectively total 25 acres with some areas not developable. The jurisdictional boundary does not qualify as a disadvantaged incorporated community. 258 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. 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, 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-4 for 2024 estimates the City of Carpinteria to be 12,744. Between 2010 and 2022, the population of Carpinteria decreased by 81 people (less than 1-percent per year). There are approximately 5,063 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 Santa Barbara County 259 CHAPTER THREE: L. 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 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 E4 estimate and SBCAG regional forecast. Table L-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 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 2024, the statewide MHI was $111,300, 80 percent of that is $89,040. The MHI for Carpinteria was $103,879 in 2024, 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 2.0 (EJScreen) that provides nationally consistent data combining 260 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF CARPINTERIA environmental and demographic data related to the pro tection 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 The City of Carpinteria’s Parks, Recreation, and Community Services Department is responsible for several activities including oversight of the City’s Recreation Programs, Parks, Open Spaces declared as Nature Preserves, a Community Garden, an Agricultural parcel, a Library, Senior Services, an Aquatic Center, a City beach, and Veteran’s Memorial Building with community rental capabilities. All other services provided by the City are not the primary focus of this report and will be discussed in greater detail under the appropriate future MSR Study. Park System Maintenance The City of Carpinteria contains a total of (11) recreation parks, pocket parks, neighborhood parks, and open space/nature preserves. The City of Carpinteria provides Parks Location Amenities Children’s play area, passive 01. Monte Vista Park recreation area, 3 barbecue (3.66-acres) sites, a fenced dog park and a restroom facility 2 Natural Climbing 02. structures, 5 picnic tables, Carpinteria Creek Park passive recreation turf, (1.0-acre) sculpture of a steelhead trout with interpretive signage LAFCO of Santa Barbara County 261 CHAPTER THREE: L. CITY OF CARPINTERIA 5.6 acres of active turf area to 03. Viola Fields be used for softball, and other (5.6-acres) activities, a restroom facility Carpinteria Bluffs Nature Scenic overlook areas and 04. Preserve (21.65-acres) trails Playground, passive 05. Memorial Park recreation area, 2 barbecue (2.10=acres) sites, large turf area Salt Marsh Nature Park Walking trails with 06. (El Estero) (8.6-acres) interpretive signage Tar Pits Park Hiking and biking trails, 07. (1.4-acres) benches Playground, passive 08. Heath Ranch Park recreation area, 1 picnic table (2.40-acres) and ruins of old adobe home 2 Large turf areas, baseball 09. El Carro Park fields, soccer field, (9.75-acres) playground, 3 barbecue sites, restroom facilities Franklin Creek Park 10. Swing set and turf area (0.95-acres) Tomol Interpretive Play Playground equipment, 11. Area (unk-acres) drinking fountain Skating Structures, picnic 12 Carpinteria Skate Park tables, restrooms and drinking fountain RECREATION Overview The Parks, Recreation and Community Services Department conducts a variety of special programs intended to help promote recreation in the Community of Carpinteria. The expenses of these programs are offset by the revenue generated from participants or by donations. Community Pool: Carpinteria residents and visitors have benefitted immensely over the years as they enjoy access to a beautiful pool with high-quality programming available to patrons of all ages. All users pay entry fees or tuition for programs that provide revenue to partially offset the pool’s operational costs. Pool Programs: • Triton Swim & Water Polo Club 262 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF CARPINTERIA • Masters Swimming • Aqua Aerobics Junior Lifeguard Program: Carpinteria offers calm waters and a premiere location for youth to learn beach safety and competition in the Carpinteria Junior Lifeguard Program. Senior Programs: The City of Carpinteria Age Well offer programs and services to promote successful healthy aging. Registration for the program is free and becoming a member allows seniors to access a variety of classes, lectures, excursions, interest clubs, Special Speakers Series, and social events. Members can learn new skills, make friends, attend special events and stay healthy. Lunchtime Café provides hot, nutritious meals in a social setting to anyone 60 years of age or older Free of cost. The spouse of an eligible diner is also eligible. Lunch time café meals are sponsored by the Central Coast Commission for Senior Citizens. Reservations are required three days in advance. LIBRARY The Goal of the Library program is to plan and deliver responsive, inclusive, and accessible library services that support the informational and enrichment needs of those of all ages living and working in the Carpinteria Community Library service area, using City staff, community partnerships, and volunteers. Opened in 1910, Carpinteria’s is the oldest branch library in California, and it operated under the umbrella of its parent Santa Barbara Public Library until June 30, 2022. The City of Carpinteria took over the management and operation of the library on July 1, 2022. The Friends of the Library formed in 1967 and aids the Carpinteria Community Library in meeting the needs of the community through volunteerism and fundraising efforts. The Friends group has recently assisted with some of the following improvements: • Supports Library programs • Collection purchasing • Supports Artensenía para la familia in local cultural events The Library Advisory Commission consists of five members, appointed by the City Council. They meet monthly to serve as a conduit to the community, providing advice and feedback to the Library Board of Trustees and the City Librarian. The Commission reviews Library programs and LAFCO of Santa Barbara County 263 CHAPTER THREE: L. CITY OF CARPINTERIA s ervices and makes recommendations with the goal of increased Library patronage and citizen participation. Plans for this year include a community assessment, recommending updates to library policies, initiating a strategic plan, and developing a mission statement. Programs Programs offered at the Carpinteria Community Library for all ages: • Baby and Me Meet-up For children 0-2 and their significant adult. Introducing young families to songs, rhymes, board books, and sensory exploration in a drop-in setting, enabling parents and caregivers to make friends and develop community. • Early Literacy Story Time Exposure to new vocabulary words, word play, poetry, and language repetition which reinforce the five early literacy practice: sing, talk, read, write, and play. • Homework Help for students Provide homework support, computers, printing, and expert help, seven days a week through an educational platform using tutors who are subject area experts. • Summer Reading Program for all ages Designed to prevent “summer slide” in reading skills for children, this program is a fun way to encourage reading, knowledge of library offerings, information literacy, and familiarity with library staff and environment. There are options for participation in person, in English and Spanish. • Spanish Language Conversation Group This informal program promotes Spanish language learning and practice in a nonjudgmental and encouraging environment. • English Language Learning/Adult Literacy The Adult Literacy Program provides one-to-one tutoring for adults who want to improve reading, writing, and spelling skills in English, improve their ability to speak and understand English, work towards a General Education Diploma, and/or study to become a naturalized citizen. Volunteers are matched with learners who want support in reaching their English language goals. • Computer Literacy classes in Spanish The Library offers computer literacy courses, in Spanish, taught to small groups in 6–8-week sessions through the year. • Tech help, public computers, WiFi, printing, and scanning Free public computers available with tech help for Library computers or personal devices. WiFi is free. Printing and scanning services are available and printing homework is free to students. 264 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF CARPINTERIA • Volunteer Program The volunteer program engages adult and student volunteers for processing and organizing library materials, running some of the community programs offered, and providing tutoring to English language learners. • Carpinteria Reads Program A Community Reads program encourages the whole community to read and/or listen to the same book and participate in topical programs and activities. Goals include building a sense of community and promoting literacy. This is a program that takes place over the course of several weeks. • Book-to-Action Carpinteria Book to Action pairs the library with community partners to provide book-themed programming and related opportunities for lifelong learning and volunteering. Book to Action initiatives tackle important issues in the community and encourage reading, community discussion, and action through a series of events. • Programs for All Ages In person and virtual programs based on current affairs, seasonal activities, and community interest. Some programs offered by volunteers and/or community groups. • Outreach Events In partnership with local non-profits, the Carpinteria Unified School District, and other City Departments, develop programs, content, and support for numerous events to enhance awareness of the Library and the resources available and contribute to the quality of life for community residents. • Doorstep Delivery for Homebound Patrons Provide physical materials to those patrons who are not able to get to the library due to physical limitations. • Zip Books Provides books and/or books on CD that are not available at the Carpinteria Community Library. This program allows patrons from small public libraries in California access to titles which may not otherwise be available to them. • Collections Purchase physical materials such as books, DVDs, and periodicals, as well as eBooks, audiobooks, digital magazines, and streaming video content to keep the collections interesting and useful. A Library of Things collection including physical items and museum passes. LAFCO of Santa Barbara County 265 CHAPTER THREE: L. CITY OF CARPINTERIA F ACILITIES The City maintains and operates a variety of recreational facilities which include the veterans building, the community pool, athletic fields, playground equipment, public parking and restrooms, beach and boathouse improvements, and a network of hiking and biking trails. The City of Carpinteria allow residents and members of the public to make reservations for picnic/barbecue areas at the following parks: • El Carro Park • Memorial Park • Monte Vista Park The community pool is offered to other groups for use as needed on a rental basis. In the past, these renters have included the Carpinteria Unified School District, the Santa Barbara Swim Club for an age group swim meets, traveling swim teams for workouts, SCUBA groups, birthday party rentals and others. The Skate Park and Veterans Hall can also be rented by community members for special events. City of Carpinteria Incorporation, Revenues, Attributes, Types of Service, and Resources Attributes City Limits (est. square miles) 2.6 Population (2024 estimated) 12,744 Assessed Valuation (FY 22-23: Includes City only) $3,036,848,636 12 parks Number of parks, 10 programs recreation programs 1 library libraries, 5 rental spots rental facilities Regular Financial Audits Every Year Average Annual Revenue Per Capita (FY 21-22) $1,851 Average Portion of County 1% Property Tax Received 9¢/$1 Ending General Fund Balance (June 2023) $16,703,752 Change in General Fund Balance (from June 2018 to June 2023) 13.2% Total Fund Balance/Annual Revenue Total (FY 22-23) 71% 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. 266 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF CARPINTERIA Types of Services Parks X Recreation X Open Space X Library X Facility Rental X Other X The City of Carpinteria provides park maintenance, recreation programming, facility rental, and library services in-house and by contract. The Parks, Recreation and Community Services Department has a total of 7 permanent FTE employees. Staffing Experience/Tenure (average) Years in Industry Year w/ District Parks, Recreation, & Public Facilities n/a n/a Director (1) Management Analyst I/II (1) n/a n/a Aquatics Superintendent (1) n/a n/a Aquatics Program Coordinator (1) n/a n/a City Librarian n/a n/a Community Engagement Library n/a n/a Specialist Recreation Coordinator (1) n/a n/a 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. These taxes and assessments include a Park Maintenance Tax, a Right-of-Way Assessment District, a Street Lighting District, and a Parking and Business Improvement Area District. LAFCO of Santa Barbara County 267 CHAPTER THREE: L. CITY OF CARPINTERIA City Revenues 2021-2022 2022-2023 Amount % of Total Amount % of Total Property tax $5,188,273 23.3% $5,512,042 23.4% Sales tax $6,215,507 27.9% $5,971,207 25.3% TOT tax $3,487,613 15.6% $3,485,465 14.8% Franchise fees $685,283 3.1% $717,135 3.0% Other revenue $323,849 1.5% $641,567 2.7% Fines & Forfeits $109,601 0.5% $112,800 0.5% Charges for services $2,117,763 9.5% $1,788,490 7.6% Grants & contributions $4,689,020 21.0% $4,730,362 20.0% Use of Money -$533,847 -2.4% $639,453 2.7% Revenue total $22,283,062 100.0% $23,598,521 100.0% Fiscal Indicators Select fiscal indicators are shown graphically on the next page. Over the past three fiscal years, the City’s expenditures have increased in comparison to its revenues. The increase in revenue was primarily due to greater tax revenue category. 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 2020-21 2021-22 2022-23 Revenue Expenditure Reserve 268 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA CHAPTER THREE: L. CITY OF CARPINTERIA CITY OF CARPINTERIA This indicator addresses the extent to which charges for Property Taxes and Charges for Services service covered expenses. Property tax and Charges for 6 Services are the primary funding source for parks and recreation funds. Represented below a ratio of one or higher 5 indicates that the service is self-supporting 4 3 2 1 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 operating expenditures 1.5 Fiscal Year Operating Operating Revenues Expenditures Ratio 1 2018 $ 14,732,424 $ 14,547,321 1.0 2019 $ 16,370,826 $ 14,305,905 1.1 0.5 2020 $ 21,966,865 $ 15,131,622 1.4 2021 $ 18,372,852 $ 14,511,577 1.2 0 2022 $ 22,283,062 $ 16,576,702 1.3 2018 2019 2020 2021 2022 2023 2023 $ 23,437,556 $ 17,166,812 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) 75.2% 75.1% 88.3% 69% Net liability, pension (plan liabilities - plan assets) $ 8,100,834 $ 8,749,282 $ 5,615,991 $ 10,089,193 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) $ 1,160,821 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 269 )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Coverage of Net Post-Employment Liabilities 35 0.6 30 0.5 25 0.4 20 0.3 15 0.2 10 5 0.1 0 0 2018 2019 2020 2021 2022 2023 2018 2019 2020 2021 2022 2023 Agency Assets (other than capital) $17,809,816 $20,423,058 $20,772,022 $23,288,645 $28,348,776 $29,016,040 Net Liabilities (pension & OPEB) $9,872,130 $9,009,227 $9,742,317 $10,450,511 $7,408,853 $11,250,014 snoilliM ni tnuomA CHAPTER THREE: L. 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 $995,935 for the fiscal year ended June 30, 2023. 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 – 39 - Inactive plan members or beneficiaries currently receiving benefits – 11 -Inactive plan members entitled to but not yet receiving benefits- 10 Park, Recreation & Library Funding The City has established the following governmental funds in order to account for the proceeds from revenue sources that are restricted to expenditures for specified purposes, debt service, and capital projects. Budgets are prepared using the modified accrual basis of accounting consistent with U.S. generally accepted accounting principles. Park Maintenance Fund - The Park Maintenance Fund is used to account for the receipt of special tax to be levied. The revenue from this fund is collected based upon authority of a public vote held on June 3, 1997 whereby over two-thirds of the voters approved. Expenditures from this fund are for parks maintenance needs including equipment replacement, water, grounds keeping and other enhancements. 270 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF CARPINTERIA Recreation Services Fund - The Recreation Services Fund is used to account for the Community Pool, The City’s recreational programming, and the revenues and expenses of the Veteran’s Memorial Building. Revenues into this fund include user fees from the various programming as well as a general fund subsidy. Expenses are all associated with facilities and programing incorporated in this fund. Library Fund - The Library Fund is used to account for the operations of the Carpinteria Community Library. The Community Library also receives a per capita from the County of Santa Barbara for residents in the Library Service Area. Park and recreation expenses increased $0.6 million primarily due to $0.4 million in Library costs associated with the City operating the Carpinteria Community Library for the full fiscal year and $0.2 million in recreation services primarily related to the operation of the Community Pool. The City’s budget includes recreation, parks, and library services. In FY 2020/2021, the City’s actual budget expense was $1.7 million and increased that to $2.3 for FY 2021/2022. FY 2022/2023 expenditures was $3.4 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. Rec, Park & Library-Expenditure 3 19% 0.2 2.5 14% 0.15 2 12% 12% 11% 11% 1.5 0.1 1 0.05 0.5 0 0 2018 2019 2020 2021 2022 2023 Parks & Recreation Library % Asset Maintenance and Repair The Park Maintenance Fund assesses all residential property in the City to pay for park maintenance activities. The funding is static and has not increased since 1995. Due to increasing costs over time, this fund is not adequate to pay for the upkeep of the park system. Community Pool and other recreation programs rely on user fees to cover expenses; however, it is not possible to charge customers at rates sufficient to pay for Pool and other program operational costs. For LAFCO of Santa Barbara County 271 snoilliM ni tnuomA yrarbil & noitaercer ,krap( erutidnepxE ycnegA stsoc gnitarepo llarevo % a sa )secivres CHAPTER THREE: L. CITY OF CARPINTERIA t his reason, a growing amount of Recreation Services costs is subsidized by the City’s General Fund and Measure X Fund. 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 is providing significant help in addressing the General Fund revenue gap, deferred maintenance and Capital Project needs, and new program demands such as the municipal library. Measure X revenue and expenses are included as a separate Fund in this budget but are presented in the aggregate as discretionary funds. The Department’s forecast for replacement and maintenance of the various facilities in the next five years includes playground equipment and fall area replacement, the Linden Avenue lifeguard tower replacement and coastal access area improvements, Veterans and Library Building roof, ADA improvements and other repairs, Community Pool plastering and coping repairs, sports field renovations, parking lot slurry sealing and restriping, park turf reduction and water efficiency projects, City Hall building and grounds improvements and other non-routine maintenance to various facilities. 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 August 2017, and the City prepared the 2022 CIP as the next update. On 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 $10,000 in value and generally financed with specific funds intended only for capital improvements. 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. The approximate value of the 2022 CIP within the five-year period is $78.2 million. 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 272 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. 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 23-24 are listed below. Projects that are budgeted for Fiscal Year 2023/2024 include:  Linden Avenue Improvements Carpinteria Avenue to Linden Avenue Overcrossing ($373,009)  City Hall Storage ($500,000)  City Hall Campus Expansion ($2,000,000)  Carpinteria Community Library Improvements ($1,395,600) 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 if required to make payments ranging between $2,800-$11,266. As of June 30, 2023, the City had $14,175 outstanding for the SBITA liability. The City recognized a right-to-use asset for the SBITA of $27937, which will be amortized over the lived of the respective agreements. 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. ORGANIZATION Governance Cities are authorized to provide all municipal services. The City operates in accordance with the LAFCO of Santa Barbara County 273 CHAPTER THREE: L. CITY OF CARPINTERIA g eneral 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 will hold the first election by districts at the regular municipal election of November 2022, where three of the five City Council seats will be decided Districts 1, 3, & 5. Districts 2 & 4 will take 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 City 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 61 part time and part time seasonal positions that manage the following professional and technical municipal services: Road Maintenance and Transportation Planning, Parking & Lighting, Stormwater Management, Engineering, Solid Waste, Planning, Land Use, Building & Safety, Parks, Recreation & Facilities, Administration and Finance. The City of Carpinteria receives Fire Protection services through the Carpinteria-Summerland Fire Protection District and Police services through contract with the County of Santa Barbara 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 16 Natalia Alarcon Vice Mayor Non-Profit Mgmt. 4 Wade Nomura Council Member Landscape/Design 10 Contractor Mónica Solórzano Council Member District 1 Policy Analyst 2 Roy Lee Council Member District 3 Small Business 6 Owner 274 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: L. CITY OF CARPINTERIA 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 Carpinteria Website Checklist website accessed 7/25/24 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 Santa Barbara County 275 CHAPTER THREE: L. CITY OF CARPINTERIA S urvey Results The table below includes a list of questions asked of area residents to assess if satisfactory parks, open space, library, and facility rental 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 Parks - - - & Recreation, Open Space, Library and Facility Rental services? 2. Overall, are adequate staffing and equipment - - - provided with the level of Parks & Recreation, Open Space, Library and Facility Rental service? 3. Do you feel an adequate level of funding is - - - provided given the level of service? 4. Personnel arrived in a timely manner and were - - - professional? 5. Personnel was knowledgeable, answer - - - questions, and were informative? No responses were provided by the public related to City of Carpinteria at this time. 276 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE M. 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 Neighborhood Services Director/Parks Manager: JoAnne Plummer Parks & Open Space Manager: George Thomson; City Librarian: Elizabeth Saucedo SUMMARY The City’s boundaries cover a total of 7.85 square miles and include an estimated 32,515 residents (source: 2024 Department of Finance). The City receives water and wastewater services from Goleta Water District, Goleta Sanitary District, and Goleta West Sanitary District within City boundaries. The City provides stormwater maintenance and watershed management. The City receives financial support at a rate of approximately $1,872 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 will have 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 277 of Santa Barbara County CHAPTER THREE: M. CITY OF GOLETA 278 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF GOLETA OPERATIONS The City of Goleta Public Works Department cleans, repairs, maintains, and constructs the city drainage facilities, streets, sidewalks, multiuse paths, parks, and open spaces within the city. In addition to the daily maintenance of the public right of way, the Street Maintenance Crews for the department are always on‐call and perform a variety of tasks such as installation and replacement of traffic signs, unclogging storm drains, or setting up traffic control to assist in public safety. The City employs approximately 128 full time and 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 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. LAFCO of Santa Barbara County 279 CHAPTER THREE: M. CITY OF GOLETA 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 The Goleta Train Depot project includes constructing a new multi‐modal train station at the existing AMTRAK platform on South La Patera Lane in Goleta with the intent to increase rail ridership and reduce greenhouse gas emissions. Through completion of a full‐service station, the project will improve connection to bus transit, accommodate transit service to/from the Santa Barbara Airport and the University of California, Santa Barbara, add new bicycle and pedestrian facilities and allow accommodation for potential additional train storage to support increased passenger rail service. The total Goleta Train Depot project budget is over $25 million. This includes $17.76 million in Transit and Intercity Rail Capital Program (TIRCP) funding which will be supplemented by City funds. The City has a partnership with Santa Barbara County’s Project Clean Water to participate in a regional monitoring program. Sampling is conducted during rain events to evaluate pollutant loads in different land use areas (industrial, residential, etc.). The City also conducts dry weather flow sampling to help further evaluate potential non‐stormwater sources of dry weather flows and pollution. The monitoring data is used to assess the effectiveness of the City’s stormwater program. Additionally, the City will often conduct sampling if it is suspected that an illicit discharge has traveled into the City’s storm drain system. The City has established partnerships with the Goleta Water, Goleta Sanitary and Goleta West Sanitary Districts for illicit discharge detection and water quality and pollution matters. 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 (SWRP), which includes 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. 280 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF GOLETA The City has established a partnership with a local business, Ice in Paradise, located at 6985 Santa Felicia Drive, Goleta, CA 93117. Library patrons can present their library card at Ice in Paradise to receive free skating admission on the first Sunday of every month in 2024. Skate rentals are not included, one library card per skater is required. Skaters must be ages 3+. 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. 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 22,667 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 4,070 100.0% 10,297 22,667 Totals 4,070 100.0% 10,297 22,667 LAFCO of Santa Barbara County 281 CHAPTER THREE: M. CITY OF GOLETA 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 4,070 100.0% 10,297 22,667 Totals 4,070 100.0% 10,297 22,667 Total assessed value (land and structure) is set at $8.7 billion as of April 2024, and translates to a per acre value ratio of $2.1 million. The gross assessed amount further represents a per capita value of $269,996 based on the estimated service population of 32,515. City of Goleta received $9.3 million in annual property tax revenue for fiscal year 2022‐23 generated within its jurisdictional boundary and operates the general fund for services. The jurisdictional boundary is currently divided into 10,297 legal Close to 98% of the parcels and spans 4,070 acres with the remaining jurisdictional jurisdictional boundary is under acreage totaling 1,005 acres which consists of public right‐of‐way. private ownership, and of this amount approximately 91% has Most of the City or 98% of the parcel acreage is under private been developed. ownership with 91% 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 83 vacant parcels that collectively total 103 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. 282 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF GOLETA City of Goleta Incorporation, Revenues, Attributes, Types of Serv ice, 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 32,200 by 2020. The Department of Finance population estimates Report E‐4 for 2024 estimates the City of Goleta to be 32,515. Between 2010 and 2020, the population of Goleta increased by 2,802 people (8.5 percent; or less than 1 percent per year). There are approximately 12,359 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. LAFCO of Santa Barbara County 283 CHAPTER THREE: M. CITY OF GOLETA 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 E4 estimate and SBCAG regional forecast Table M‐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 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 2024, the statewide MHI was $111,300, 80 percent of that is $89,040. The MHI for Goleta was $113,889 in 2024, 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 284 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF GOLETA sources of pollution and with population characteristics that make them more sensitive to pollution. The County prepared an update to its Integrated Regio nal 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. 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. SERVICES Overview The Parks and Recreation program oversees the City’s parks and recreation efforts, including staffing the Parks and Recreation Commission, implementing the Recreation Needs Assessment, implementing the Goleta Parks, Facilities and Playgrounds Master Plan (Parks Master Plan) and the GCC Strategic Plan. Planning and oversight of parks‐related Capital Improvement Plan (CIP) projects is a major function of this program (e.g., Community Garden in Old Town, Splash Pad at Jonny D Wallis Neighborhood Park, Stow Grove Park renovation). The program historically had not provided direct recreation programming, except for an interim Senior Program at the Community Center, but endeavors to facilitate the availability of such programs from other providers in the City did not prove fruitful via a Request for Proposals (RFP) and NS staff is moving forward with an in‐house program as approved by City Council in March of 2024. The Parks and Recreation Division also oversees the Special Event Permit processing, the Monarch Butterfly Education Program, Adopt‐A‐Park, Community Garden Education, online facility booking program and Volunteer Network. PARKS The City of Goleta is fortunate to have approximately 550 acres of city parks and open space. Goleta's parks and playground facilities consist of nine neighborhood parks, five community LAFCO of Santa Barbara County 285 CHAPTER THREE: M. CITY OF GOLETA parks, nine neighborhood open spaces, six regional open spaces, one community center, and three mini parks. Exploring nature is an important part of the Goleta lifestyle and your parks and open spaces are opportunities for residents to experience outdoors. The City of Goleta recognizes that local parks and recreation opportunities are an integral part of a happy, healthy, community and they strive to meet the needs of their residents. All other services provided by the City are not the primary focus of this report and will be discussed in greater detail under the appropriate future MSR Study. Parks Location Amenities 01. Andamar Park Open Field, Playground/Tot Lot, Swingset 02. Armitos Park Benches, Open Field, Playground/Tot Lot Benches, Open Field, Playground/Tot Lot, Tot 03. Armstrong Park Swings Barbeques, Benches, Open Field, Picnic 04. Bella Vista I & II Parks Tables, Playground/Tot Lot, Scenic Views Berkeley/Emerald Terrace Open Field, Picnic Tables, Playground/Tot 05. Park Lot, Tennis Court 06. Brandon Park Open Field 07. Campus Glen Park Trails Baseball/Softball Field, Disc Golf, Pickleball 08. Evergreen Acres Park Court, Picnic Tables, Playground/Tot Lot, Tennis Court, Trails Glen Annie/Del Norte 09. Trails Open Space 10. Goleta Butterfly Grove Trails Goleta Community 11. Center Multi‐Purpose Fitness Center, Multi‐Purpose Field Field 12. Haskell’s Beach Beach, Scenic Views, Trails Barbecues, Basketball Court, Benches, Bocce 13. Ball Court, Fitness Center, Multi‐Purpose Jonny D. Wallis Park Field, Pickleball Court, Picnic Tables, Playground/Tot Lot, Restroom, Walking Path 13. Koarts Open Space None 14. La Goleta Open Space None 286 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF GOLETA Benches, Lake (not for swimming), Scenic 15. Lake Los Carneros View s, Trails 16. Mathilda Park Benches, Playground/Tot Lot 17. Nectarine Park Playground/Tot Lot 18. Oro Verde Open Space None 19. San Jose Creek None Open Field, Picnic Tables, Playground/Tot 20. San Miguel Park Lot Santa Barbara Shores Open Field, Picnic Tables, Playground/Tot 21. Park Lot, Trails 22. Stonebridge Open Space Trails, Walking Path Stow Canyon Tennis 23. Open Field, Picnic Tables, Tennis Court Courts Barbecues, Baseball/Softball Field, Horseshoe 24. Pits, Open Field, Picnic Shelters/Gazebos, Stow Grove Park Picnic Tables, Playground/Tot Lot, Restroom, Volleyball (Sand) 25. University Village Park Walking Paths 26. Winchester I Park Grassy Area 27. Winchester II Park Baseball/Softball Field, Open Field, Swing set The City of Goleta has recently implemented a new online, recreational software. This online system allows all interested community members the ability to view picnic site availability, make a reservation and take payment all in real time. Stow Grove Park and Jonny D. Wallis Neighborhood Park are the only City parks that take reservations. Stow Grove Park, located at 580 N La Patera Lane, is one of the City's most historically rich parks. The park offers something for everyone. It is a beautiful park with stunning redwood groves and native plants, and sycamore, oak, and eucalyptus trees. Park amenities include a softball field, two volleyball courts, horseshoes, open lawn and playground, restrooms, BBQ grills, benches, and picnic tables. It is an ideal park for a family or company picnic. Jonny D. Wallis Neighborhood Park is located in the heart of Old Town Goleta at 170 S. Kellogg Ave. The park includes a multi‐purpose field, basketball court, handball court, concrete ping‐ pong table, bocce ball court, pickleball court, perimeter walking path, fitness nodes with exercise equipment, picnic areas, and skateboard plaza. Currently this park is under construction to install a splash pad and intermittent closures of specific recreation amenities may be experienced. LAFCO of Santa Barbara County 287 CHAPTER THREE: M. CITY OF GOLETA Adopt‐A‐Park Program: The goal of the Adopt‐A‐Park program is to promote civic responsibility, community pride, and camaraderie by adopting a park. This is all done by having participants perform park clean ups with their respective volunteer groups, on a designated day across City approved parks. Through this program members can participate as an individual or as a group. The City of Goleta provides the necessary equipment, all that is required is a commitment from participants. RECREATION Pickleball/Tennis: The City of Goleta is happy to provide resources to its community members who enjoy both tennis and pickleball. The City understands the importance that these courts have for members of its community and the goal is to continue to safely provide support and resources for these sporting opportunities to continue for a very long time. • Evergreen Park • Jonny D. Wallis Neighborhood Park • Berkeley Park & Stow Canyon Open Space • Goleta Community Center • The Kellogg Tennis Courts Goleta Butterfly Grove: Monarch butterflies migrate to Goleta each October through February and are best viewed at the Ellwood Main monarch grove. The Goleta Butterfly Grove is open sunrise to sunset with no admission fee, but the City of Goleta does accept donations to support the Monarch Butterfly Docent Program. Ellwood Mesa open space includes 137 acres of natural terrain with designated trails and beach access. There is a portable restroom located at the parking lot. The Butterfly Grove provides valuable educational opportunities for visitors, local residents and students. The City of Goleta’s Monarch Butterfly Docent Program provides public education opportunities for Goleta Butterfly Grove visitors during the overwintering season. These dedicated volunteer docents facilitate an enhanced visitor experience by providing information about butterfly biology to area visitors, local residents and school groups. The Parks and Recreation Division operates the Goleta Community Center and the new Goleta Community Garden. These facilities are scheduled, rented and operated by the Division, but maintained by other Department agencies. FACILITY RENTAL Goleta Community Center: The City assumed management of the Goleta Community Center in January of 2023. Additional staff (3.25 FTE) have been added to manage the transition and operations of the Community Center. Operations of the Community Center were impacted by the seismic project and re‐opened in April of this year. The second major project will be an ADA upgrade to the facility, and while that project is currently in design, it is anticipated to impact 288 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF GOLETA operations with intermittent interruptions of service. Staff will continue to work closely with the General Services Department to coordinate a construction tim eline to minimize impacts as opportunity presents. In February of 2024, the City Council supported a 19 hour/week position for the Community Center designated to coordinate services for senior programming. LIBRARY SERVICES The City of Goleta took over direct management of the Goleta Valley Library Branch on July 1, 2018. The Library Department provides services to the patrons of County Library Zone 4. Library Zone 4 includes the Goleta Valley Library, which serves as a regional main library for Goleta, Hope Ranch, Isla Vista, County Community Services Area 3, and Gaviota. With the success of that, the City also manages the libraries in the Santa Ynez Valley as of July 1, 2019. These include the Buellton Library, Solvang Library, Los Olivos Library, and Santa Ynez Library, which serve the Zone 4 areas in the Santa Ynez Valley and are managed under contract with the cities of Buellton and Solvang. Goleta’s costs to manage the Buellton and Solvang libraries are recouped using a full cost recovery approach. The City participates in the Black Gold Cooperative Library System (“Black Gold”), a joint powers authority that was established in 1964 to provide services to public libraries in San Luis Obispo, Santa Barbara, and Ventura Counties. The Black Gold member libraries used to share a collection of over one million items and circulate almost four million items annually. However, on July 1, 2022, both Santa Barbara and San Luis Obispo Library Systems withdrew from Black Gold. This affected access to both physical and e‐materials for the remaining library systems in Black Gold. As a result, the six (6) remaining entities (Blanchard/Santa Paula, Carpinteria, Goleta, Lompoc, Santa Maria, and Paso Robles) are working together to increase access to all materials for patrons. The Friends of the Goleta Valley Library is a non‐profit 501(c)(3), volunteer organization. They raise funds through membership dues, donations, a permanent book sale in the lobby of the library, and special events such as the yearly Signed and Rare Books Silent Auction. In addition to sponsoring all Children's and many Adult programs, they supplement the book and materials budget, buy computers, shelves, carts, storage equipment and more. The Goleta Valley Library's Bookvan for the Isla Vista community began service on Monday, October 4, 2021. The Bookvan operates Monday through Friday with stops throughout the Isla Vista area. The specialty van holds approximately 500 books and is powered with Wi‐Fi and a solar battery. The Bookvan provides library services to the wider Isla Vista community with the delivery of books, audiovisual materials, Library of Things items, technology, craft kits for kids, Honor System books, free books, and more. Library cards are issued to everyone who wants one. Free Wi‐Fi is available near the van for patrons to download some of the 1 million+ items available through the Goleta Valley Library e‐Library. LAFCO of Santa Barbara County 289 CHAPTER THREE: M. CITY OF GOLETA Staffing Experience/Tenure (average) Full‐time Part‐time Library Director 1 n/a Supervising Librarian (Branch 1 n/a Supervisor) Children’s Librarian 1 n/a Management Assistant 1 n/a Library Technician 1 5 Library Assistant 3 3 Hourly Help (Library Pages) ‐ 6 City of Goleta Incorporation, Revenues, Attributes, Types of Service, and Resources Attributes City Limits (est. square miles) 7.85 Population (2024 estimated) 32,515 Total Assessed Valuation (FY 22‐23) 8,778,932,331 30 parks Number of parks, 10 programs recreation programs 3 libraries; 1 Bookvan libraries, 2 rental spots rental facilities Regular Financial Audits Every Year Average Annual Revenue (All Funds) Per Capita (FY 22‐23) $1,872 Average Annual Revenue (General Fund) Per Capita (FY 22‐23) $964 Average Portion of County 1% Property Tax Received 5¢/$1 Ending General Fund Balance (June 2023) $39,532,050 Change in General Fund Balance (from June 2018 to June 2023) 53.2% General Fund Balance/Annual Revenue Total (FY 22‐23) 64.9% 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. 290 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF GOLETA Types of Services Parks X Recreation X Open Space X Library X Facility Rental X Other X Total Staffing Personnel Per 1,000 population Full time Maintenance 8 0 Emergency Maintenance 0 0 Administrative Personnel 1 0 Other City Staff 100 4.56 The City has a total of 100 permanent FTE employees and 36 part time employees. Staffing Experience/Tenure (average) Years in Industry Year w/ District Parks & Recreation Manager (1) n/a n/a Management Assistant (1) n/a n/a Recreation Supervisor (GCC) (1) n/a n/a Administrative Assistant (GCC) (1) n/a n/a Maintenance Worker I (GCC (1) n/a n/a Recreation Technician (GCC) n/a n/a ACCOMPLISHMENTS Key Accomplishments and Project Milestones FY 2023/24 LAFCO of Santa Barbara County 291 CHAPTER THREE: M. CITY OF GOLETA 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. 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. 292 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF GOLETA 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 t he 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. City Revenues 2021-2022 2022-2023 Amount % of Total Amount % of Total Property tax $8,299,838 18.8% $8,878,497 15.5% Sales & use tax $10,733,246 21.5% $10,992,006 19.2% TOT tax $14,341,129 23.6% $13,884,890 18.9% Franchise fees $1,577,968 3.7% $1,693,236 3.0% Other taxes $3,437,524 4.9% $1,460,097 8.0% Fines $169,201 0.4% $170,961 0.3% Charges for services $2,845,654 5.8% $2,487,999 4.2% Grants & contributions $7,778,813 15.3% $9,824,114 29.1% Use of money & ‐$314,219 4.0% $1,229,802 0.6% property Donations $73,325 5.8% $119,841 4.2% Special Assessments $0 15.3% $9,824,114 29.1% Other $1,036,124 2.0% $305,377 0.9% Revenue total $49,978,603 100.0% $60,870,934 100.0% 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. LAFCO of Santa Barbara County 293 CHAPTER THREE: M. CITY OF GOLETA Fiscal Trends-City of Goleta 70 60 50 40 30 20 10 0 2020-21 2021-22 2022-23 Revenue Expenditure Reserve 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 General funds are the primary funding source for parks and Fund library services. Represented below a ratio of one or higher 4 indicates that the service is self‐supporting. 3 2 Charges for Grants Services 1 0 2018-19 2019-20 2020-21 2021-22 2022-23 -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 1.5 Fiscal Year Operating Operating Revenues Expenditures Ratio 1 2018 $ 39,534,737 $ 45,078,617 0.8 2019 $ 42,863,121 $ 34,587,722 1.2 0.5 2020 $ 38,911,188 $ 34,814,773 1.1 2021 $ 48,797,695 $ 35,156,118 1.3 0 2022 $ 49,978,603 $ 43,559,815 1.1 2023 $ 60,870,934 $ 55,498,143 1.0 2018 2019 2020 2021 2022 2023 294 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA snoilliM ni tnuomA CHAPTER THREE: M. CITY OF GOLETA 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) 75.3% 75.1% 88.3% 82.4% Net liability, pension (plan liabilities ‐ plan assets) $ 3,064,002 $ 3,536,142 $ 1,005,978 $ 4,659,426 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) $ 1,051,962 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 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). LAFCO of Santa Barbara County 295 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 2018 2019 2020 2021 2022 2023 2018 2019 2020 2021 2022 2023 Agency Assets (other than capital) $55,646,474 $61,573,694 $54,216,063 $74,963,995 $89,469,622 $90,249,289 Net Liabilities (pension & OPEB) $4,041,320 $4,486,912 $5,305,110 $6,302,341 $1,941,828 $5,711,388 CHAPTER THREE: M. CITY OF GOLETA 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, 2023, the City did not contribute to the PARS Section 115 Trust Fund. 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 – 13 ‐ Active employees – 99 Park, Recreation, & Library Funding The City’s budget includes recreation, parks, and library services. In FY 2020/2021, the City’s actual budget expense was $1.8 million and increased that to $2.4 for FY 2021/2022. FY 2022/2023 expenditures was $2.9 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. 296 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF GOLETA Rec, Park & Library‐Expenditure 3 5.6%% 0.06 5.3%% 5.1%% 5.3%% 2.5 0.05 4.5%% 2 0.04 1.5 0.03 1 0.02 0.5 0.01 0.8%% 0 0 2018 2019 2020 2021 2022 2023 Parks & Recreation Library % 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. 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 2021‐2023 Goleta Strategic Plan guides the City using nine overarching Citywide strategies. These overarching strategies serve as an umbrella for the strategic goals and objectives which are: LAFCO of Santa Barbara County 297 snoilliM ni tnuomA yrarbil & noitaercer ,krap( erutidnepxE ycnegA stsoc gnitarepo llarevo % a sa )secivres CHAPTER THREE: M. CITY OF GOLETA support environmental vitality, support community vitality and enhanced recreational o pportunities, ensure financial stability, support economic vitality, strengthen infrastructure, return old town to a vital center of the City, maintain a safe community, enhance the efficiency and transparency of City operations, ensure equity, inclusion, and access in City programs, services and activities. The Annual Work Program for FY 21‐22 includes over $200 million of maintenance and upgrades to the streets, bike paths, bridge, transit, and buildings. Major capital improvement projects identified include Ekwill street and Fowler Road Extensions (approximately $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 2021 to 2023  Ekwill Street & Fowler Road Extensions (Project No. 9002), approximately $89,000,000  San Jose Creek Bike Path – Northern and Southern Segments (Project No. 9006), approx. $33,000,000  San Jose Creek Bike Path – Middle Extent (Project No. 9007), approx. $2,800,000  Fire Station 10 (Project No. 9025), approx. $23,600,000  Goleta US 101 Overcrossing (Project No. 9027), approx. $60,000,000  Hollister Avenue Bridge (Project No. 9033), approx. $28,700,000  Cathedral Oaks Crib Wall Repair (Project No. 9053), approx. $17,700,000  LED Street Lighting (Project No. 9056), approx. $1,300,000  RRFB* at Chapel/PHB* at Kingston (Project No. 9058), approx. $740,000  Storke/Hollister Transit, Bike/Ped, and Median Impr. (Project No. 9062), approx. $2,000,000  Evergreen Park Improvements (Project No. 9063), approx. $5,500,000  Miscellaneous Park Improvements (Project No. 9066), approx. $750,000  Goleta Community Center Improvements (Project No. 9067), approx. $7,100,000  Improvements at Athletic Field at Goleta Community Center (Project No. 9071), approx. $600,000  Stow Grove Multi‐Purpose Field (Project No. 9074), approx. $900,000  Goleta Train Depot and S. La Patera Improvements (Project No. 9079), approx. $26,000,000  Traffic Signal Upgrades (Project No. 9083), approx. $3,500,000  Community Garden (Project No. 9084), approx. $2,000,000  Vision Zero Plan (Project No. 9086), approx. $2,300,000  Crosswalk PHB* on Calle Real near Encina Lane (Project No. 9087), approx. $400,000 298 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF GOLETA  RRFB* Improvements at School Crosswalks (Project No. 908 8), approx. $770,000  Goleta Traffic Safety Study (Project No. 9089), approx. $350, 000  San Miguel Park Improvements (Project No. 9093), approx. $675,000  Santa Barbara Shores Park Improvements (Project No. 9094), approx. $305,000  Orange Avenue Parking Lot (Project No. 9096), approx. $2,500,000  Crosswalk at Calle Real/Fairview Center PHB* (Project No. 9099), approx. $900,000  City Hall Purchase and Improvements ‐ Elevator (Project No. 9101), approx. $14,100,000  Citywide School Zones Signage and Striping Evaluation (Project No. 9103), approx. $217,000  Old Town South Fairview Avenue Drainage Impr. (Project No. 9107), approx. $4,750,000  Winchester II Park Improvements (Project No. 9108), approx. $310,000  Hollister Class I Bike Path Lighting (Project No. 9110), approx. $750,000  JDW Neighborhood Park Phase 2 – Splash Pad (Project No. 9111), approx. $2,300,000  Ellwood Butterfly Habitat Management Plan (Project No. 9112), approx. $10,600,000  Mathilda Park Improvements (Project No. 9113), approx. $200,000  Hollister Avenue Old Town Interim Striping (Project No. 9114), approx. $2,400,000  Public Works Corporation Yard Repairs/Impr. (Project No. 9115), approx. $1,300,000  Pickleball Courts (Project No. 9116), approx. $100,000  San Jose Creek Channel Fish‐Passage Modification (Project No. 9117), approx. $4,400,000  Ellwood Coastal Trails and Habitat Restoration (Project No. 9118), approx. $4,500,000  Ellwood Beach Drive Drainage Repair (Project No. 9119), approx. $1,350,000  Evergreen Park Drainage Repair (Project No. 9120), approx. $850,000  Fairview and Stow Canyon Traffic Signal & Intersection Impr. (Project No. 9124), approx. $1,800,000  Rapid Flashing Beacons (RRFBs) Calle Real at Jenna (Project No. 9125), approx. $218,000  Lake Los Carneros Pedestrian Bridge Removal (Project No. 9132), approx. $1,000,000  Hollister Ave Sidewalk Improvement at Ellwood School (Project No. 9133), approx. $1,000,000  Goleta Traffic Safety Study (GTSS) and Local Road Safety Plan (LRSP) (Project No. 9089) ‐ $354,000  Concrete Repair Project, approx. $535,000  Hollister Avenue Complete Streets Corridor (Project No. 9001) $8,700,000 LAFCO of Santa Barbara County 299 CHAPTER THREE: M. CITY OF GOLETA  Annual Pavement Rehabilitation Project approx. $5,000,000 ‐ $7,000,000 * RRFB = Rectangular Rapid Flashing Beacon, PHB = Pedestrian Hybrid Beacon The City has several CIPs that are currently under construction or are anticipated to be in the construction phase over the next year. These projects include, but are not limited to, Ekwill Street & Fowler Road Extensions, Hollister Avenue Bridge, San Jose Creek Bike Path – Middle Extent, Community Garden, Crosswalk at Calle Real/Fairview Center PHB, and Hollister Avenue Old Town Interim Striping. Long-term Liabilities and Debts At fiscal year‐end of 2020, the long‐term liabilities reported by the City included compensated absences, successor agency settlement agreement, other post‐employment benefits (OPEB) liability (retiree health care) and net pension liability. At June 30, 2023, the City reported a liability of $4,659,426 for its proportionate share of the net pension liability and $17,349,802 for total OPEB liability. 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. Opportunities for Shared Facilities The City does not currently share facilities but does manage library 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. 300 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF GOLETA 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 will be divided into four districts, and voters in each district will elect 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 114 full time and 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). City of Goleta holds meetings every 1st and 3rd Tuesday of each month at 5:30 pm in the Council Chambers, 130 Cremona Drive, Suite B, Goleta. A current listing of City Council along with respective backgrounds follows. City of Goleta| Current Governing Council Roster Member Position Background Years on Council Paula Perotte Mayor Non‐Profit 14 Kyle Richards Mayor Pro Tem Finance 8 Luz Reyes‐Martin Council Member District 1 Public Affairs 2 James Kyriaco Council Member District 2 Government 6 Stuart Kasdin Council Member Professor 8 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 301 CHAPTER THREE: M. CITY OF GOLETA 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 7/25/24 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? The following criteria are recommended for agency websites by a number of governance associations and organizations. Yes No Description of services? X Service area map? X Board meeting schedule? X Budgets (past 3 years)? X Audits (past 3 years)? X List of elected officials and terms of office? X List of key agency staff with contact information? X Meeting agendas/minutes (last six months)? X Notes: Goleta is a Council-governed agency it overlays. Refer to 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%. 302 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: M. CITY OF GOLETA City Survey Results are below: Overall, 30% of residents had been in contact with City staff in the year prior to the interview. Eighty‐two percent (82%) of Goleta residents indicated they were either very (31%) or somewhat (51%) satisfied with the City’s efforts to provide municipal services. Approximately 11% were very or somewhat dissatisfied, whereas 7% were unsure or unwilling to share their opinion. When asked to prioritize among nine projects and programs that could receive funding in the future, improving the City’s ability to operate in an environmentally sustainable way (78% high or medium priority), funding programs to reduce homelessness (75%), supporting the development of affordable housing (71%), and making the City more bike and pedestrian‐friendly (70%) were assigned the highest priorities. Residents with recent staff contact provided high ratings for City staff across the three dimensions tested, with more than eight‐in‐ten residents indicating that Goleta staff are accessible (94%), professional (90%), and helpful (87%). Overall, 79% of respondents indicated they were satisfied with the City’s efforts to communicate with residents through newsletters, the Internet, local media, and other means. The remaining respondents were either dissatisfied with the City’s efforts in this respect (12%) or unsure of their opinion (9%). Respondents cited email and electronic newsletters as the most effective method for the City to communicate with them (90% very or somewhat effective), followed by the City’s website (85%), direct mail (79%), text messages (76%), and a smart phone app (75%). The survey indicated that two/thirds (2/3rds) of the respondents were satisfied with the City’s communications. 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%) The table, on the next page, includes a list of questions asked of area residents to assess if satisfactory parks, open space, library, and facility rental services met their needs and/or identify any unmet needs. The questions identify key components recommended by LAFCO staff. LAFCO of Santa Barbara County 303 CHAPTER THREE: M. 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 Parks ‐ ‐ ‐ & Recreation, Open Space, Library and Facility Rental services? 2. Overall, are adequate staffing and equipment ‐ ‐ ‐ provided with the level of Parks & Recreation, Open Space, Library and Facility Rental service? 3. Do you feel an adequate level of funding is ‐ ‐ ‐ provided given the level of service? 4. Personnel arrived in a timely manner and were ‐ ‐ ‐ professional? 5. Personnel was knowledgeable, answer ‐ ‐ ‐ questions, and were informative? No responses were provided by the public related to City of Goleta at this time. 304 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE N. City of Guadalupe Agency Office: 918 Obispo Street, Guadalupe, CA 93434 Phone: 805/356-3891 Fax: 805/343-5512 Email: tb@ci.gaudalupe.ca.us Website: https://cityofguadalupe.org/ City Administrator: Todd Bodem Recreation Service Annis Barajas Manager: Facilities Coordinator: Esther Britt Facility Rental: Esther Britt 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 8,676 residents (source: 2024 Department of Finance). The City provides lighting, road maintenance, street sweeping, transit, and parking services within City boundaries. The General Fund balance is $485,622. 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 $1,940 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 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 manager form of government and is a full-service City, providing all essential City services. The City of Guadalupe overlaps the Santa Maria Valley WCD, Cachuma RCD, Guadalupe Lighting Districts, Santa Maria Airport District, County Flood Control & Water Agency, and the Guadalupe Cemetery District. LAFCO 305 of Santa Barbara County CHAPTER THREE: N. CITY OF GUADALUPE 306 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: N. CITY OF GUADALUPE OPERATIONS The City of Guadalupe’s Public Works Department is responsible for the management, operation and maintenance, of the City’s infrastructure, which includes streets, curbs and gutters, sidewalks, parks, landscaping, street lighting, civic facilities, sewer system, storm drain system, and water systems. Street sweeping and transit services are provided by third party contract. The Department’s focus is on fixing and maintaining aging infrastructure and public facilities and planning to avoid unnecessary expansion projects. A number of capital improvements are planned for fiscal year 23-24 to the following facilities: streets, sidewalks, bicycle, and transit facilities. The City maintains separate funds for streets, transit, and lighting services. The City employs approximately 49 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 The City of Guadalupe did not express any challenges related to parks and recreations services. 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 also participates in the County-wide Integrated Stormwater Resource Plan (SWRP) including eight cooperating entities- cities. Santa Barbara County Water Agency established in partnership with eighteen local water purveyors the Regional Water Efficiency Program (RWEP). The list of the 18 water purveyors include: City of Buellton, Carpinteria Valley Water LAFCO of Santa Barbara County 307 CHAPTER THREE: N. CITY OF GUADALUPE 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 of Guadalupe coordinates policing services with the Santa Maria Airport for patrol services. The Guadalupe City Council acts as the decision body for the Guadalupe Lighting District. Public transit services and facilities, such as the Guadalupe Flyer bus transit service, makes twelve round trips a day between Santa Maria and Guadalupe. Guadalupe is to connect to the dunes and Santa Maria by regional bicycle infrastructure. Waste Management’s Health Sanitation Service company division provides solid waste management services with weekly garbage collection and disposal. Unrecyclable solid waste from the City of Guadalupe is ultimately disposed at Tajiguas Sanitary Landfill, located in the City of Goleta. The City of Guadalupe is a cooperating partner in the Regional Water Management Group and assisted in the County’s Integrated Regional Water Management Plan. The City collaborates with other parties to manage the Santa Maria Valley Groundwater Basin. It is a participant in the State Water Project water supply received via Central Coast Water Authority and Polonio Pass Water Treatment Plant. 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. 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. 308 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: N. CITY OF GUADALUPE 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 3,800 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 692 100.0% 2,208 3,800 Totals 692 100.0% 2,208 3,800 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 692 100.0% 2,208 3,800 Totals 692 100.0% 2,208 3,800 Total assessed value (land and structure) is set at $658.5 million as of April 2024, and translates to a per acre value ratio of $951,575. The former amount further represents a per capita value of $75,110 based on the estimated service population of 8,676. City of Guadalupe receives $1.9 million in annual property taxes to share in parks and recreation, and library services revenue generated within its jurisdictional boundary and operates as an enterprise for other services. The jurisdictional boundary is currently divided into 2,208 legal Close to 98% of the parcels and spans 692 acres, with the remaining jurisdictional jurisdictional boundary is under acreage consists of public right-of-way. Close to 98% of the parcel private ownership, and of this amount approximately 93% has acreage is under private ownership with 93% 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 50 vacant parcels that collectively total 93 acres. The jurisdictional boundary qualifies as a disadvantaged incorporated community. LAFCO of Santa Barbara County 309 CHAPTER THREE: N. CITY OF GUADALUPE City of Guadalupe Incorporation, Revenues, Attributes, Types of Service, and Resources City Incorporation and Duties Incorporation Date 1946 General Law pursuant to Article XI of the Legal Authority California Constitution, Sections 34000 et seq. A five-member City Council elected at-large. Mayor & Council Members Agency Duties Road Maintenance and Transportation Planning, Bikeways, Transit, Stormwater Management, Water Supply, Sewer/Wastewater, Engineering, Solid Waste, Planning, Land Use, Building & Safety, Recreation & Parks, Library, Fire and Police, Code Compliance, Administration and Finance. POPULATION AND GROWTH Population The U.S. Census Bureau estimated the 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-4 for 2024 estimates the City of Guadalupe to be 8,676. 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 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 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. 310 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: N. CITY OF GUADALUPE 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 E4 estimate and SBCAG regional forecast. Table N-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 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 2024, the statewide MHI was $111,300, 80 percent of that is $89,040. The MHI for Guadalupe was $66,026 in 2024, 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 2.0 (EJScreen) that provides nationally consistent data combining LAFCO of Santa Barbara County 311 CHAPTER THREE: N. CITY OF GUADALUPE 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 City of Guadalupe’s Recreation Department provides efficient and cost-effective parks, recreation and leisure facilities, and services that enhance the physical, emotional and social environment of the Guadalupe community. All other services provided by the City are not the primary focus of this report and will be discussed in greater detail under the appropriate future MSR Study. PARKS Parks Location Amenities LeRoy Park 01. Barbecue areas (4-acres) 15 acres consisting of: 02. barbecue areas, horseshoe Jack O’Connell Park pits, football field, soccer (15-acres) field, outdoor basketball court, softball field, and 1 mile walking track Las Mujeres Park 03. (formerly Central Park) (0.5-acres) Toganazzini Park 04. (0.43-acres) Francisco “Paco” Pereyra 05. Memorial Park (.53- acres) 312 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: N. CITY OF GUADALUPE Cieto Playground 06. (0.6-acres) Paseo Playground 07. (0.5-acres) Paseo Park 08. (0.65-acres) RECREATION The City of Guadalupe Recreation Department features various classes and programs throughout the year: • Basketball • Softball • Volleyball • Dodgeball • 5k Walk/Run • Line Dancing Class • Movie Nights • Glow Party Dance Class & Party • Skate Deck Design Class • Poetry Jam • Skate Day (Roller skating to music) • Art Paint Party • Cinco De Mayo Celebration • Art in the Park Festival The Senior Center located at 4545 10th Street, hosts various programs and classes for seniors. In July 2024 the center hosted the following: Informational Series: A 4-part informational series on local senior services provided through the county of Santa Barbara every Tuesday from 11:00 a.m. to 11:30 a.m. throughout the month of July. This four-part series will enable older adults to access resources that support healthy living and promote independence. Every week, a service outreacher will go over the services that are being offered to seniors at the city and county levels. The topics discussed will go over public transportation, money management, health care services, and more. These courses will help older adults' ability to maintain the highest possible levels of function, participation, and dignity in the community. These classes are a free service provided by the City of Guadalupe Recreation and Parks Department to all seniors. LAFCO of Santa Barbara County 313 CHAPTER THREE: N. CITY OF GUADALUPE Art Class: Fun with Art class every Wednesday from 10:00 a.m. to 11:30 a.m. throughout the month of July. Increase your imagination, creativity, and perception through the practice of drawing and crafting. Learn the fundamental concepts of drawing, such as light, shadow, proportions, details, and perspective. Learn how to draw many subjects, including animals, nature, people, and “still life” objects. This art class is a free service provided by the City of Guadalupe Recreation and Parks Department to all seniors. Fitness: A fitness class every Monday and Wednesday from 12:15 p.m. to 1:05 p.m. throughout the month of July. The fitness class focuses on a combination of strength training and basic movements to improve balance and flexibility. The class is designed for those who prefer a workout without the added impact on joints. A portion includes simple aerobic movements and stretches to improve balance, reduce stress, and increase flexibility. This fitness class is a free service provided by the City of Guadalupe Recreation and Parks Department to all seniors. FACILITY RENTALS The City of Guadalupe offers facility rentals for the following locations: Buildings • City Hall • Senior Center • Ron Estabillo Clubhouse (Boys & Girls Club at LeRoy Park) • Guadalupe Vets Hall Veteran’s Hall (American Legion) The Veteran’s Hall is home to Guadalupe’s veterans and is open to the public for rentals. The Veteran’s Hall is at 1025 Guadalupe Street. With a main dining hall, a kitchen, and several other rooms this building is perfect for small gatherings like business meetings, small group or club gatherings, baby and bridal showers, or low floor impact indoor recreation (yoga, Pilates, mediation, etc.). The main dining hall is currently available for rentals. It has an occupancy limit of 72 individuals with chairs and tables set up and 154 individuals if only chairs are set up. Parks • LeRoy Park • Jack O’Connell Park • Las Mujeres Park (formerly Central Park) 314 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: N. CITY OF GUADALUPE LIBRARY The City of Guadalupe’s library is part of Zone 3 which is managed by the City of Santa Maria on a contract basis. Hours: Monday – Friday: 12:30 pm to 6:00 p.m. Saturday: 10:00a.m. to 2: 30 p.m. Sunday: Closed City of Guadalupe Incorporation, Revenues, Attributes, Types of Service, and Resources Attributes City Limits (est. square miles) 1.31 Population (2024 estimated) 8,676 Assessed Valuation (FY 22-23: Includes City only) $658,490,261 3 parks Number of parks, 10 programs recreation programs 1 library libraries, 4 rental spots rental facilities Regular Financial Audits Every Year Average Annual Revenue Per Capita (FY 22-23) $1,940 Average Portion of County 1% Property Tax Received 13¢/$1 Ending General Fund Balance (June 2023) $9,199,534 Change in General Fund Balance (from June 2018 to June 2023) 102% Total Fund Balance/Annual Revenue Total (FY 22-23) 66.8% 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 Parks X Recreation X Open Space X Library X Facility Rental X Other - LAFCO of Santa Barbara County 315 CHAPTER THREE: N. CITY OF GUADALUPE Staffing Experience/Tenure (average) Years in Industry Year w/ District Recreation Service Manager n/a n/a Facilities Coordinator n/a n/a Building Attendant n/a n/a Maintenance/Parks Facilities Lead n/a n/a Maintenance Worker I n/a n/a Maintenance Worker I n/a n/a Senior Center Coordinator n/a n/a Guadalupe has a total of six (7) permanent employees providing Parks & Recreation 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. 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 316 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: N. CITY OF GUADALUPE 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 CITY OF GUADALUPE Property Tax & Charges for Services This indicator addresses the extent to which special revenue funds covered expenses. Property tax is the primary funding 2.5 source for park and recreation services. Represented below a ratio of one or higher indicates that the service is self- 2 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 LAFCO of Santa Barbara County 317 snoilliM ni tnuomA snoilliM ni tnuomA CHAPTER THREE: N. CITY OF GUADALUPE 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. 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. 318 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE )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: N. CITY OF GUADALUPE 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. Non-Enterprise Funding The City budget includes parks, recreation, and library services for business type activities. In FY 2020/2021, the City’s actual budget expense was $469,268 and increased that to $630,885 for FY 2021/2022 and $716,146 for FY 2022-2023. 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. Parks, Recreation & Library-Expenditure 800 7 700 5.7% 5.8% 6 600 5 500 4.2% 4 3.8% 400 3% 3 300 200 1.9% 2 100 1 0 0 2018 2019 2020 2021 2022 2023 Parks & Rec Library % 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 319 sdnasuohT ni tnuomA )secivres yrarbiL & ceR ,kraP( erutidnepxE ycnegA stsoc gnitarepo llarevo % a sa CHAPTER THREE: N. CITY OF GUADALUPE Capital Improvements The City has a capital improvement plan (CIP), adopted each year CIP projects improvements and costs. The 2022-2023 Proposed Capital Improvement (CIP) Projects Budget includes over $6 million of maintenance and upgrades to library relocation and park improvements. A list of CIP projects for FY 22-23 are listed below. Projects Budgeted or Estimated 2022 to 2023  Library Relocation-$30,000  CDBG-Central Park - $4,882,054  CDBG-Leroy Park Phase @ - $1,700,000 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. 320 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: N. CITY OF GUADALUPE ORGANIZATION Governance City of Guadalupe’s governance authority is established under general law for Cities codified under Government Code Sections 34000. Cities are authorized to provide all municipal services. A five-member City Council, elected at-large, governs the City of Guadalupe. Every two years, the citizens elect a Mayor for a period of two years. There is no limit on the number of times a candidate can run for re-election to the City Council. The City operates under the Council- Manager form of government, which means that the City Council appoints a City manager who is responsible to oversee the daily operations of the City. The City Council provides policy direction to the City Manager who works with the City’s administration team and the citizens to implement the direction of the Council. Additionally, the City Council appoints a City Attorney to represent and advise the City Council on legal matters, a five-member Planning Commission and Recreation Commission. The City employs approximately 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 10 Eugene Costa Jr. Mayor Pro Tem School Custodian 5 Whitney Furness Council Member Consultant 2 Christina Hernandez Council Member Non-Profit 2 Gilbert Robles Council Member Self Employed 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 LAFCO of Santa Barbara County 321 CHAPTER THREE: N. CITY OF GUADALUPE advance on their websites. Government Code Section 6253 requires that agencies post content most requested by constituents and most often requested via Public Record Act requests. Because of the difficulty for LAFCO staff to verify this information, these criteria are not included in the website checklist. However, agencies should address these criteria to comply with current website requirements. City of Guadalupe Website Checklist website accessed 7/25/24 https://ci.guadalupe.ca.us Required Yes No Government Code Agency maintains a website with current contact §53087.8 information? (required for independent Special Districts by 1/1/2020) X Government Code Agency has created an Enterprise System Catalog and X §6270.5 posted it to website? Government Code Agency has current agenda posted to website §54954.2 homepage and is accessible through a prominent, X direct link? Government Code Agency’s website provides information on compensation of §53908 elected officials, officers and X employees or has link to State Controller’s Government Compensation website? 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://ci.guadalupe.ca.us for the required checklist items. 322 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: N. CITY OF GUADALUPE Survey Results The table below includes a list of questions asked of area residents to assess if satisfactory parks, open space, library, and facility rental 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 Parks - - - & Recreation, Open Space, Library and Facility Rental services? 2. Overall, are adequate staffing and equipment - - - provided with the level of Parks & Recreation, Open Space, Library and Facility Rental service? 3. Do you feel an adequate level of funding is - - - provided given the level of service? 4. Personnel arrived in a timely manner and were - - - professional? 5. Personnel was knowledgeable, answer - - - questions, and were informative? No responses were provided by the public related to City of Guadalupe at this time. LAFCO of Santa Barbara County 323 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 324 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE O. 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 Parks & Rec Manager: Mario Guerrero Jr Library Director: Sarah Bleyl 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 43,610 residents (source: 2024 Department of Finance). The General Fund balance is $50,498,921. The City receives a portion of the County’s 1% base property tax of 17¢/$1. The City receives financial support at a rate of approximately $3,067 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 City’s Sphere of Influence is 376 acres beyond City boundaries, which includes a few small areas west along V Street and West Airport Avenue, towards the south, two southeastern parcels, and primarily to the east of the City. 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. 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 City of Lompoc overlaps the Community Service Districts of Mission Hills. Other Districts include Cachuma RCD, Lompoc Valley Medical Hospital, Santa Ynez River WCD, Santa Barbara Fire Protection District, County Flood Control & Water Agency, and Lompoc Cemetery District. LAFCO 325 of Santa Barbara County CHAPTER THREE: O. CITY OF LOMPOC 326 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: O. CITY OF LOMPOC OPERATIONS In partnership with its citizens, the Parks and Recreation Division provide residents and visitors with safe, comprehensive, and enjoyable recreation programs, parks, recreation facilities, and services that respond to the changing needs of its community. The benefits of parks and recreation services are specially designed to meet the physical, mental, cultural, and social needs of its residents and visitors it the community while enhancing the overall quality of life in the Lompoc Valley. The City employs approximately 343 full‐time, 119 part‐time employees and one (1) contract employee that manage the following professional and technical municipal services: Road Maintenance and Transportation Planning, Bikeways, Pedestrian & Transit, Stormwater Management, Water Supply, Sewer/Wastewater, Engineering, Solid Waste, Planning & Land Use, Building & Safety, Code Compliance, Police & Fire, Recreation & Parks, Library, Administration and Finance. 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. The City desires to change its boundaries to include approximately 148 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. 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 (322 units). The City experienced employment challenges as people reevaluate their options after the pandemic. The reduction in pension benefits from the passing of the 2013 PEPRA legislation has made it harder to retain new employees. The City’s budget matches the resources while providing the highest level of services possible but limited by funding constraints. Retirement contributions and retiree healthcare cost increases continue to place the highest level of challenge and pressure on the budget. The City Council adopted a set of goals and priorities during their Budget Goal Setting Workshop on March 16, 2023, as follows: • Effective Public Safety • Economic Vitality LAFCO 327 of Santa Barbara County CHAPTER THREE: O. CITY OF LOMPOC • Enhanced Quality of Life • Long‐term Fiscal Health Governance Structure Options The opportunities for new governance structures in Lompoc are small. The City of Lompoc is largely surrounded by farmland under Williamson Act land protection. For these reasons, it is unlikely that Lompoc will annex additional land in the near future. The Community Services Districts of Vandenberg Village and Mission Hills are the nearest communities along the northern and northeast border of the City. The Santa Ynez River, located to the north and eastern edge of Lompoc, has a floodplain which restricts development outside of the City’s eastern boundary. Regional Collaboration Santa Barbara County’s newly formed Regional Climate Collaborative is a growing multi‐sector network of organizations working together to advance climate mitigation and resiliency efforts in Santa Barbara County. The Collaborative advances regional scale climate solutions through coordination and partnership. works with external stakeholders to develop climate‐related policies and programming that enhance the environment and overall quality of life. The City of Lompoc has begun to coordinate projects and programs related to water use efficiency with the Collaborative, as well as other regional stakeholders and local water purveyors. Some local water purveyors are also required to implement certain Best Management Practices (BMPs) identified by the U.S. Bureau of Reclamation (USBR). The list of the 18 local water purveyors which the City of Lompoc coordinates BMPs with 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 participates in the Integrated Regional Water Management Plan (IRWMP) process. The intent of the IRWMP 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 of Lompoc coordinates fire and policing services with the Vandenberg Air Force Base for services. Sewage effluent from the City, Vandenberg Village and Vandenberg Air Force Base is treated and disposed of at the Lompoc Regional Wastewater Reclamation Plant operated by the City of Lompoc. 328 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: O. CITY OF LOMPOC Public transit services and facilities such as the COLT bus system, which serves Lompoc, Mission Hills, and Vandenberg Village provides five bus routes available from 6:00 am to 7:00 pm on weekdays, and 9:00 am to 5:00 pm on Saturday. Curb‐to‐curb service is also available for persons with disabilities. Lompoc is also served by three regional commuter transit providers. The Santa Maria Regional Transit (SMRT) Route 30offers service from the City of Lompoc to Vandenberg Space Force Base and the City of Santa Maria to the north. Clean Air Express offers service to the south, connecting Lompoc to the Cities of Goleta and Santa Barbara. Wine Country Express is a transit service operated by COLT through a partnership with the Cities of Lompoc, Buellton, and Solvang, as well as Santa Barbara County. The airport has four COLT local fixed routes with regular stops across the street from the airport at Mission Plaza. The City of Lompoc provides all weekly garbage and recycling collection services in the City and owns and operates the City of Lompoc Sanitary Landfill, which also receives waste from adjacent unincorporated County areas including Mission Hills, Mesa Oaks and Vandenberg Village. The City entered into a memorandum of agreement (MOA) with Santa Ynez River Water Conservation District, Vandenberg Village Community Services District, and Mission Hills Community Services District, for implementing SGMA in the Western Management Area of the Santa Ynez River Basin and the development of the GSP for the Basin. SPHERE OF INFLUENCE & BOUNDARIES The City of Lompoc has a Sphere of Influence that is 376 acres beyond City boundaries. 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 • A portion of the landfill property • One very low‐density residential area south of West Willow Avenue • The Wineman property west of V Street • The Drive‐in Property east of H Street LAFCO 329 of Santa Barbara County CHAPTER THREE: O. CITY OF LOMPOC 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 6,627 acres (parcels and excluding public land use authority of the City. The rights‐of‐ways) within mostly a contiguous area with a few City does serve parcels outside of its jurisdiction. municipal facilities being non‐contiguous. Nearly all of the jurisdictional service boundary, approximately 98.2%, is incorporated and under the land use authority of the City. The remaining portion of served land approximately 1.8% of the total is unincorporated and under the land use authority of the County of Santa Barbara. The City serves six areas outside of its jurisdictional service area under out‐of‐ agency‐service agreements. Overall, there are 23,232 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 6,627 98.2% 10,981 23,232 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 6,748 100.0% 11,038 23,232 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% 10,981 23,232 Co of Santa Barbara TBD 1.8% 57 TBD Totals 6,748 100.0% 11,038 23,232 Total assessed value (land and structure) is set at $3.7 billion as of April 2024, and translates to a per acre value ratio of $565,059. The former amount further represents a per capita value of $85,866 based on the estimated service population of 43,610. 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. 330 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: O. CITY OF LOMPOC The jurisdictional boundary is currently divided into 10,981 lega l Close to 98% of the parcels and spans 6,627 acres, with the remaining jurisdictional jurisdictional boundary is under acreage consists of public right‐of‐ways. Close to 98% of the parcel private ownership, and of this amount approximately 88% has acreage is under private ownership with 88% 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 105 vacant parcels that collectively total 319 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, 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. 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. The Department of Finance population estimates Report E‐4 for 2024 estimates the City of Lompoc to be 43,610. Between 2010 and 2020, the population of Lompoc increased by 1,694 people (3.8 percent; or less than 1 percent per year). There are approximately 13,216 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 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. LAFCO 331 of Santa Barbara County CHAPTER THREE: O. CITY OF LOMPOC 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 E4 estimate and SBCAG regional forecast. Table O‐1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Lompoc 42,434 44,327 43,786 46,975 47,723 County 423,895 441,963 451,840 507,564 520,011 * Assumes trend‐based land use capacity within the City. SBCAG regional forecast model. ** DOF Table E4 projections. 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 2024, the statewide MHI was $111,300, 80 percent of that is $89,040. The MHI for Lompoc was $66,947 in 2024, 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 332 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: O. CITY OF LOMPOC 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 City of Lompoc’s Sphere of Influence does qualify under the definition of disadvantaged community for the present and probable need for public facilities and services within the service areas. SERVICES Overview The mission of the Parks Division is to preserve, protect and enhance the parklands, trail and public open spaces of the City of Lompoc for the benefit of citizens and visitors. The City provides a leisure services system that is responsive to and directed by the diverse and changing needs of its patrons. The City plans for the future growth and expansion of park facilities, open spaces, trails, and activity centers. The City operates well‐maintained facilities, including parks and recreation centers, and support the City of Lompoc’s image of “A City of Arts & Flowers”. All other services provided by the City are not the primary focus of this report and will be discussed in greater detail under the appropriate future MSR Study. PARKS Maintenance The Parks and Recreation Division maintains and operates (13) City parks comprising 298 acres and 71.86 acres of trails, including mowing, irrigation, landscaping, trees, rodent and insect control, sidewalks, parking lots, picnic areas, trash, and refuse. LAFCO 333 of Santa Barbara County CHAPTER THREE: O. CITY OF LOMPOC Parks Location Amenities Barkin Dog Park (Large and Small dog area, 01. Barton Park Playground, Basketball Court Playground, Horshoe Pits, Fitness Trail, 02. Athletic Field, Basketball Courts, Group BBQ Beattie Park Area, Disc Golf, Gazebo, Urban Forest, Recognition Grove, Individual BBQ’s, Inclusive Playground and Fitness Area 03. Briar Creek Park Ball Field, Playground, Basketball Court Art Gallery, Mural Society “Jewels of the 04. Centennial Park Valley” Mural, Gazebo, Benches 05. College Park Skate Park, YMCA Location, Aquatic Center Playground, Individual BBQ’s, Basketball Court, 06. Johns‐Manville Park Baseball Fields, 2 Lighted Baseball Fields Playground, Group BBQ Area, Nature Trails, 07. Ken Adam Park Flag Monument Inclusive Playground and Fitness Area, 08. Pioneer Park Individual BBQ’s Baseball Field Playground, Horseshoe Pits, Fitness Trail, 09. Kiwanis Lake, Sand Volleyball Courts, Full Hookup Campground, Group Camping Area, Kits Moto Fun Park, Vietnam Veterans River Park Memorial, American Legion Group BBQ, Kiwanis Group BBQ, Oddfellows Group BBQ, Lutheran Group BBQ, El Concilio Group BBQ, Individuals BBQ’s, RV Campground 35 Spots (8) Full Size Soccer Fields, Group BBQ Area, 10. River Bend Park Baseball Field, Bike Skills Park Tot Lot, Group BBQ Area, Lighted Softball 11. field, Baseball Field, Athletic Field, Tennis Ryon Park Courts, Pickleball Courts, Stage, Individual BBQ’s, Playground and Fitness Area Lighted Softball field, playground, open turf 12. Thompson Park area, barbecue pits 13. Westvale Park Playground, turf area, tot lot Large groups of more than 75 are encouraged to reserve city park group picnic areas and barbecue pits. Group picnic facilities are available at Ryon Park, Beattie Park, River Park, and Ken Adam Park. Most of the barbecue and group picnic areas have a reservation fee of approximately $100. These group areas can accommodate large groups up to 150 persons. Smaller individual tables and braziers are available on a first‐come basis in all parks. 334 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: O. CITY OF LOMPOC RECREATION Maintenance The City develops and maintains classes, camps, workshops, and events designed to serve adults, youth and families of all ages and abilities. Course offerings include: • Painting • Senior Programs: Brown Bag Program, Hicap Assistance, Parkinsons’s Support Group, Smartphone User Group, Parkinsons Boxing, Grief Recovery Transition Group, Yoga, Dance Fitness, Exercise & Strength Training courses • Games: Chess, Bridge • Youth Sports: Soccer, Basketball, Tennis, Softball, Volleyball • Martial Arts • Camps: Jr. Firefighter, Police, Cooking, Canva Painting, Boxing, Summer Drop‐in, Lego Aquatic Services: The Department provides a state‐of‐the‐art, community‐supported, aquatic facility committed to excellence in programming that improves the health, safety, enjoyment, and athletic development of people of all ages and abilities. The center also hosts water polo matches, and swim meets for both Lompoc High School and Cabrillo High School. Program Offerings: • Lap Swim • Swim Test Evaluations • Aqua Aerobics • Gentle Water Exercise • Swim Classes • Lifeguard Training • Recreation Swim Special Events 2024/25: • Make A Difference Day • Dunkin’ for Pumpkins • Turkey Trot • Christmas Parade LAFCO 335 of Santa Barbara County CHAPTER THREE: O. CITY OF LOMPOC • Breakfast with Santa • Pooch Plunge • New Year’s Resolution Run • Father Daughter Dance • Boys/Girls Basketball Tourney • Summer Employment Teen Workshop • Mother Son Luau • Golf Tournament • Track and Field Event • 4th of July – Picnic in the Park FACILITIES Maintenance The Parks and Recreation Division maintains and operates the Dick DeWees Community & Senior Center, Anderson Recreation Center, Civic Auditorium, Lompoc Aquatic Center, Museum, Old Mission Site, Drought Tolerant Garden, Lompoc High School Basketball Courts, Lompoc Valley Middle School Fields, Library, City Hall and various open spaces and lots within the city. The City of Lompoc has (4) locations with various rooms available to rent for events. Members of the public must fill out a Facility Reservation Request Form and submit to the City of Lompoc Recreation Division for review and approval. the following room rentals available: • Anderson Recreation Center • Dick DeWees Community & Senior Center • Civic Auditorium • Aquatic Center The City of Lompoc has (4) park locations with group areas available to rent: • Ken Adam Park • Beattie Park • Ryon Park • River Park LIBRARY SERVICES The Lompoc Public Library engages, empowers and enriches the community, and has been serving the Lompoc Valley for more than 100 years. In order to serve its residents, there are libraries located in Lompoc and Vandenberg Village, as well as the Charlotte’s Web Mobile Children’s 336 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: O. CITY OF LOMPOC library (also known as the bookmobile). Limited library services are provided to United States Penitentiary in Lompoc. The library is fully stocked with books, movies, computers, and Wi‐Fi, and is committed to bringing quality programming and educational opportunities to all of its patrons. The library also provides a large selection of digital books and magazines made available online for patrons to enjoy from the comfort of their own home. The library also offers a variety of programs, including the annual Summer Reading Challenge, with prizes for reading. Hours: Monday‐Thursday: 10‐7 p.m. Friday & Saturday: 1‐5 Library Cards: Lompoc Public Library Cards are available to California residents, or to anyone with a valid government issued photo ID and a California mailing address. Patrons may apply in person or online. Library Commission: The Library Commission is responsible for providing input and recommendations on matters involving the operations of the Library Department of the City. The Commission supports the Library’s Mission and Values by outreach and advocacy in the community, providing feedback to the Library from the general public, and making recommendations to the Library Director, City Manager, and City Council. Programs: The Library currently provides Reading Challenges and a Literacy Programs that are free to join. Reading Challenges 1. Back to School (or Not) 2024 Challenge: (August 1‐31st) The goal is 300 minutes or 10 minutes each day. Participants log their reading through the month to earn badges throughout the challenge. 2. 2024 Year Long Challenge: Stack ‘Em Up 2024: (January 1‐December 31) How many books you can read in the year. 3. 1,000 Books Before Kindergarten: Log reading and earn badges all along the way. Families are encouraged to read, sing, play, write, and talk with their young ones every day and to read to their little ones in order to help prepare them for kindergarten. Literacy Program The Literacy Program provides basic reading and writing instruction to adults with low literacy skills. The goal of the program is to reduce illiteracy in Lompoc and promote life‐long learning. To qualify as a student, adults must meet the following requirements: LAFCO 337 of Santa Barbara County CHAPTER THREE: O. CITY OF LOMPOC • Be 18 years of age or older and not enrolled in high school • Able to communicate comfortably in English • Willing to make a six‐month commitment (2‐3 hrs per week) Charlotte’s Web Bookmobile The Charlotte’s Web Bookmobile began service in March 2016 and is designed to serve children from infancy to 6th grade. The bookmobile’s mission is to encourage positive experiences with books and reading so children will develop their own love of reading and be intrinsically motivated to read. The bookmobile stops at afterschool programs, low‐income housing, homeless shelters, preschools as well as appearances at community events like the Lompoc Annual Children’s Christmas Parade. Youth & Teen Services • Homework Help • Tutoring Servies • Reading Lists & Challenges • Teen Zone City of Lompoc Incorporation, Revenues, Attributes, Types of Service, and Resources Attributes City Limits (est. square miles) 11.59 Population (2024 estimated) 43,610 Assessed Valuation (FY 22‐23: Includes City only) $3,744,652,279 13 parks Number of parks, 20+ programs recreation programs 1 library libraries, 7 rental spots rental facilities Regular Financial Audits Every Year Average Annual Revenue Per Capita (FY 22‐23) $3,067 Average Portion of County 1% Property Tax Received 17¢/$1 Ending General Fund Balance (June 2023) $50,498,921 Change in General Fund Balance (from June 2018 to June 2023) 45.8% Total Fund Balance/Annual Revenue Total (FY 22‐23) 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 338 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: O. CITY OF LOMPOC Barbara Auditor‐Controller’s Office; Fund Balance Information from City Audit; Other information from City. Types of Services Parks X Recreation X Open Space X Library X Facility Rental X Other X Total Staffing Full Time Part Time Parks 14.55 4 Recreation 11.6 65 Library Services 10.5 ‐ FINANCES The City prepares a biannual budget and annual financial statement, which includes details for each of its government and enterprise funds. Parks, Recreation, and Library services are considered tax‐ supported activities, therefore the funding for these divisions comes out of the General Fund. The City of Lompoc had projected $57.9M of revenue for FY2024, representing a 22.6 increase over the prior budget and a 13.1% increase over projected prior year actuals. Budgeted expenditures were also projected to increase by 26.2% or $12.0M to $57.9M in FY2024. The increased revenues and expenditures are due in part to multiple grant‐funded general fund projects. LAFCO 339 of Santa Barbara County CHAPTER THREE: O. CITY OF LOMPOC City Revenues 2021-2022 2022-2023 Amount % of Total Amount % of Total Property tax $5,672,360 4.4% $6,253,780 4.7% Sales tax $16,969,995 13.0% $17,557,654 13.1% Other taxes $10,825,853 8.3% $11,618,095 8.7% Grants & contributions $654,248 0.5% $453,855 0.3% (not restricted) Charges for services $74,672,855 57.3% $74,705,345 55.8% Grants & contributions $20,205,176 15.5% $18,922,091 14.1% Interest ‐$645,782 ‐0.5% $1,722,721 1.3% Other revenue $1,949,127 1.5% $2,547,763 2.0% Revenue total $130,303,832 100.0% $133,781,304 100.0% 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 grants & contributions (39% increase) and sales & other taxes (13% increase). 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 received $0.9 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 2020-21 2021-22 2022-23 Revenue Expenditure Reserve 340 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA CHAPTER THREE: O. 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. Tax revenue offset the additional Funds as the primary funding source for parks 40 and recreation, library services. Represented below a ratio of Taxes 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 2018 $ 103,130,209 $ 97,613,048 1.0 1.1 2019 $ 106,901,540 $ 100,063,027 1.0 2020 $ 102,372,625 $ 98,435,626 1.0 1 2021 $ 115,881,860 $ 104,273,174 1.1 0.9 2022 $ 130,303,832 $ 105,575,973 1.2 2023 $ 133,781,304 $ 110,596,109 1.2 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 2020 2021 2022 2023 Trend Funded ratio (plan assets as a % of plan liabilities) 71.3% 70.4% 82.6% 71.5% Net liability, pension (plan liabilities ‐ plan assets) $ 90,600,620 $ 96,939,409 $ 62,025,390 $103,640,003 Other Post‐Employment Benefits (OPEB) Funded ratio (plan assets as a % of plan liabilities) 102.4% 2023 year of OPEB reporting Net liability, OPEB (plan liabilities ‐ plan assets) $ 18,020,783 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 341 of Santa Barbara County snoilliM ni tnuomA tnuomA )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Coverage of Net Post‐Employment Liabilities 200 1 0.8 150 0.6 100 0.4 50 0.2 0 0 2018 2019 2020 2021 2022 2023 2018 2019 2020 2021 2022 2023 Agency Assets (other than capital) $105,716,729 $117,687,417 $128,730,798 $145,540,490 $163,058,246 $160,884,690 Net Liabilities (pension & OPEB) $98,739,319 $99,039,317 $92,974,795 $97,339,377 $57,921,527 $121,660,786 CHAPTER THREE: O. 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 option while New Members, as defined by CalPERS, entering the City's Miscellaneous Plan would enter the 2% at 62 option. The City participates in one safety cost‐sharing multiple‐employer plan with five tiers. The Safety Plan consists of Police and Fire Tier 1, Police Tier 2, Fire Tier 2, Police PEPRA and Fire PEPRA. The Police Tier 1 effective prior to November 19, 2011, and the Fire Tier 1 effective prior to September 24, 2011, are closed to new entrants. OPEB Obligations and Payments The City’s primary Other Post‐Employment Benefits (OPEB) cost obligation is for retiree health benefits, under its election to participate in the California State Associations of Counties – Excess Insurance Authority’s (CSAC‐EIA) health care plans, which is an agent multiple‐employer defined benefits OPEB plan. Effective December 31, 2018, the City changed medical providers, leaving the CalPERS Health Benefit Program under the Public Employees’ Medical and Hospital Care Act (PEMHCA), and joined the CSAC‐EIA health care plan. The City entered into an agreement with California Employers' Retiree Benefit Trust (CERBT) to pre‐fund the City's OPEB liability. The City entered the PERS medical insurance program in 1990 under the Public Employees Medical and Hospital Care Act (PEMHCA). The City provides post‐ employment health care insurance to all employees who retire from the City on or after attaining age 50 with at least 15 years of OPEB credited service and a minimum of 10 consecutive years of full‐time City service. Of the 165 retirees who had met eligibility requirements, 126 elected to receive benefits under the plan. Retirees need to elect to receive benefits under the plan upon retirement and if they do not, they are ineligible to elect in at any time in the future. On June 30, 2023, there are 269 active employees covered by the benefit terms for the plan. The City pays a percentage of the cost incurred by pre‐Medicare retirees toward health, dental and vision insurance, beginning with 50% with 15 years of service and increasing 2.5% with each year, to a maximum of 75% with 25 years of service. The City also reimburses a fixed amount up to $100 per month for a Medicare supplement for the 65 retirees eligible for Medicare 342 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: O. CITY OF LOMPOC Park, Recreation, & Library Funding The City’s budget includes recreation, parks, and library services. In FY 2020/2021, the City’s actual budget expense was $5.2 million and increased that to $6.2 for FY 2021/2022. FY 2022/2023 expenditures was $6.8 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. Rec, Park & Library‐Expenditure 3 7 6.2% 2.5 5.9% 6 5.3% 5.5% 5.2% 5% 5 2 4 1.5 3 1 2 0.5 1 0 0 2018 2019 2020 2021 2022 2023 Recreation Parks Library % 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. The 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  Art Gallery  Dick DeWees Center  Anderson Rec Center  Civic Auditorium  Aquatic Center  Water Treatment Plant  Wastewater Treatment Plant LAFCO 343 of Santa Barbara County snoilliM ni tnuomA yrarbil & noitaercer ,krap( erutidnepxE ycnegA stsoc gnitarepo llarevo % a sa )secivres CHAPTER THREE: O. CITY OF LOMPOC O BJECTIVES FOR FYS 2021-23 • City Hall: Remove fluorescent fixtures and install LED lighting fixtures in lobby ceiling. • Water Distribution Main replacement – Plan and design future phases of the distribution main as part of a comprehensive asset management program. • Installed new lime slaking system. Continue to optimize plant operations. • Continue to upgrade and improve the meter reporting capabilities, accuracy, and efficiency of the radio and mechanical water meters to ensure proper billing and to assist with customer under‐standing of meter reads. • Support conservation activities consistent with regulatory and council policies. • Support Santa Barbara Country Regional Climate Collaborative to facilitate and implement equitable climate policies, programs, and projects within Santa Barbara County. • Establish new financial reporting funds to better reflect sources and uses of designated activities. Such activities include existing water retrofit resources and programs, vehicle replacement program, renovation and re‐placement (R&R) of infrastructure, and other programs not directly related to the operations of the water system. • Complete replacement of Vandenberg Village Community Services District’s transmission line segment. • Coordinate with Vandenberg Space Force Base to enact a medium term (10–30‐year term) successor agreement for wastewater treatment services. • Ensure regulatory compliance for a new National Pollutant Discharge Elimination System (NPDES) permit which was issued on May 1, 2022. New compliance limits were set for Boron, Sulfate and Chromium VI. A Time Schedule Order (TSO) was put in place to assist with the new requirements and to assist with implementing process changes or system enhancements to meet the new NPDES requirements. • Institute a new Computerized Maintenance Management System (CMMS) for the Operations, Maintenance, Collections and Laboratory departments. • Implemented remote plant operations via SCADA thru a dedicated remote laptop carried by the designated‐on call operator as a replacement for the graveyard shift. • Optimize oxidation ditch process maintaining the proper dissolved oxygen set point is essential as both too low and too high oxygen levels hinder process functions and efficiency. • Plan and design the decommissioning of abandoned facilities from the 1974 plant. • Improve Headworks to optimize screening debris and grit removal from raw wastewater. 344 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: O. CITY OF LOMPOC • Rehabilitate emergency holding basin for proper drainag e and lining. • Establish new financial reporting funds to better reflect sources and uses of designated activities. Such activities may include existing recycled water programs, vehicle replacement pro‐gram, renovation and replacement (R&R) of infrastructure, and other programs not directly related to the operations of the wastewater system. • Fulfillment of Needs: continue prioritizing and implementing work to improve safety and reduce losses; continue safety assessments of City transportation and drainage infrastructure, and implement improvements when warranted; and continue coordinating with other agencies to implement warranted safety improvements to non‐City‐owned infrastructure serving Lompoc. • Public Safety and Function: enhance public safety and usability through effective and efficient maintenance of all City roadways, sidewalks, signs, traffic markings, traffic signals, alleyways, storm drains, and related areas and improvements within City street and alley rights‐of‐way. Capital Improvements The City has a 5‐year Capital Improvement Program (CIP), for 2024‐2029 which identifies and prioritizes system improvements and costs. The 2024‐2029 CIP is divided into five categories: Public Safety, Municipal Improvements and Support, Transportation, Enterprise Utilities, and Citywide Internal Service Funds. Summary includes over $49 million in upgrades. Parks, Recreation, & Library Projects Requested for 2024:  Aquatic Center $125,000  Parks Ford F250 Truck & Trailer $60,000  Pioneer Park Upgrades $1,267,500  River Park Campground $1,300,000  Bookmobile Garage $120,000  Library Parking Lot Expansion $400,000  Replace Library HVAC $73,150  Youth Patio Redesign $1.100,000 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 LAFCO 345 of Santa Barbara County CHAPTER THREE: O. CITY OF LOMPOC S eptember 2 through September 2, 2034. The bonds contain a provision in the event of default, the outstanding principal balance and accrued interest are due and payable immediately. On June 30, 2023, the principal balance outstanding on the City's portion of the bonds was $1,500,000. 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 $4,072,418. 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 lease term. On June 30, 2023, future minimum payments on direct borrowing capital leases are 2023‐$796,318, 2024‐ $798,684, 2025‐$754,535, 2026‐$756,021, 2027 $757,543 and thereafter‐$1,714,343. 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, 2023, the principal amount outstanding on the bond was $6,780,000. 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, 2023, the principal amount outstanding on the bond was $11,895,000. On May 3, 2007, the City entered into a direct placement financing contract for the Wastewater Treatment Plant upgrade project from the State Water Resources Control Board (SWRCB). Proceeds borrowed during the construction phase that were converted to the loan payable were $76,337,875. Under the terms of the agreement, the loan was considered to be interest free during the construction phase with a required matching portion of $15,267,940 which was equal to 16.67% of the total estimated cost of the project. The total repayment obligation, including imputed interest, to the SWRCB loan was $91,605,815. Repayment on the loan began during the year 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, 2023, the principal balance outstanding was $29,887,257. 346 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: O. CITY OF LOMPOC On March 1, 2017, the City entered into a direct placement fina ncing contract with the State of California, Department of Resources Recycling and Recovery (CalRecycle). On July 23, 2018, the City secured $1,000,000 in financing for the Solid Waste Disposal and Codisposal Site Cleanup Program for the City of Lompoc Landfill Gas Collection and Control System (LGCCS) project from CalRecycle. The total repayment obligation, including interest, to the CalRecycle loan is $1,033,723. Repayment on the loan began during the year ending June 30, 2020, and is due in equal annual payments of $103,372 through fiscal year 2029. The interest rate on the loan is 0.599% per annum. On June 30, 2023, the principal balance outstanding was $607,208. 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 $7,783,607 on June 30, 2023, 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, 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. As of 2020, there are no transfer or exchange agreements in place. No other opportunities have been identified by staff or in the preparation of this report. ORGANIZATION Governance City of Lompoc’s governance authority is established under general law for Cities codified under Government Code Sections 34000. Cities are authorized to provide all municipal services. A five‐ member City Council governs the City of Lompoc with the Mayor elected at‐large and Council Members by Districts. The citizens elect a Mayor every four years. There is no limit on the number of times a candidate can run for re‐election to the City Council. The City operates under the Council‐Manager form of government, which means that the City Council appoints a City manager who is responsible to oversee the daily operations of the City. The City Council provides LAFCO 347 of Santa Barbara County CHAPTER THREE: O. CITY OF LOMPOC p olicy direction to the City Manager who works with the City’s administration team and the citizens to implement the direction of the Council. Additionally, the City Council appoints a City Attorney to represent and advise the City Council on legal matters, a five‐member Planning Commission, Airport Commission, Parks and Recreation Commission, and various other commissions and committees. The City employs approximately 343 full‐time, 119 part‐time employees and one (1) contract employees that manage the following professional and technical municipal services: Road Maintenance and Transportation Planning, Stormwater Management, Water Supply, Sewer/Wastewater, Engineering, Solid Waste, Broadband, Planning, Land Use, Building & Safety, Library, Recreation & Parks, Fire and Police, Administration and Finance. City of Lompoc holds meetings every 1st and 3rd Tuesday of each month at 6:30 pm in the Council Chambers, 100 Civic Center Plaza, Lompoc. A current listing of City Council along with respective backgrounds follows. City of Lompoc| Current Governing Council Roster Member Position Background Years on Council Jenelle Osborne Mayor Small Business 8 Gilda Cordova Council Member District 1 Business Owner 5 Victor Vega Council Member District 2 Real Estate/Sm Bus 10 Dirk Starbuck Council Member District 3 Automotive, Retired 14 Jeremy Ball Mayor Pro Tem District 4 Business Owner 4 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. 348 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: O. CITY OF LOMPOC City of Lompoc Website Checklist website accessed 7/25/24 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 349 of Santa Barbara County CHAPTER THREE: O. CITY OF LOMPOC S urvey Results The table below includes a list of questions asked of area residents to assess if satisfactory parks, open space, library, and facility rental 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 Parks ‐ ‐ ‐ & Recreation, Open Space, Library and Facility Rental services? 2. Overall, are adequate staffing and equipment ‐ ‐ ‐ provided with the level of Parks & Recreation, Open Space, Library and Facility Rental service? 3. Do you feel an adequate level of funding is ‐ ‐ ‐ provided given the level of service? 4. Personnel arrived in a timely manner and were ‐ ‐ ‐ professional? 5. Personnel was knowledgeable, answer ‐ ‐ ‐ questions, and were informative? No responses were provided by the public related to City of Lompoc at this time. 350 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE P. 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 Parks & Rec Director: Jill Zachary Library Director: Brandon Beaudette 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 85,679 residents (source: 2024 Department of Finance). The City expends approximately $31,009,453 per year for park and recreation services including library services. The City receives financial support at a rate of approximately $5,548 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 District, Goleta Water District, Santa Barbara Mosquito and Vector Control District, Santa Barbara Metropolitan Transit District, Cachuma RCD, 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 351 CHAPTER THREE: P. CITY OF SANTA BARBARA 352 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. 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 1,074 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 There are several unincorporated areas or “islands” on the western side of the City that are outside of but completely encompassed by the City of Santa Barbara. Issues related to the provision of water and wastewater service in these areas are provided below. In accordance with the City’s General Plan policies, the City anticipates annexing these areas and other unincorporated pockets following a physical assessment of public infrastructure and cost sharing negotiations with the County and current service districts. The City is seeking assistance from LAFCO in developing solutions to mitigate these issues and discussing annexation with the County, special districts, and affected property owners. Wastewater The unincorporated islands are located within the City’s sphere of influence but are outside the service area boundaries or sphere of influence of any other sanitary service district. In certain LAFCO of Santa Barbara County 353 CHAPTER THREE: P. CITY OF SANTA BARBARA unincorporated islands, dozens of properties are already connected to the City’s wastewater system, resulting in areas where one neighbor has City wastewater service, and the other is restricted from connecting (despite service being available and nearby). As these properties and their septic systems age, they pose a threat to public health and the environment. Knowledge about the design, construction, and maintenance of septic systems has changed significantly and with it, septic system regulations. These regulations have become more stringent, meaning that a properly designed septic system replacement may no longer be an option for some properties or the costs for construction/replacement and maintenance may no longer be a viable option. Based on the aging housing stock in these unincorporated County islands, the City anticipates an increase in septic system failures and in many cases requests for emergency connections to the City’s wastewater system. The City is concerned that given current restrictions and hurdles to proactively connect to the City wastewater system, it will push property owners to forgo preventative maintenance and instead wait for septic system failure to increase the chances of sewer service connection approval on the basis of emergency or health and safety grounds. Water The water service provider in the unincorporated islands is primarily Goleta Water District, except for one area served by Las Positas Mutual Water Company, and a few properties served directly by the City. Goleta Water District’s infrastructure in the area is just discrete sections of water main that are connected on all sides to the City’s water system and rely solely on the City’s water supply, treatment, and distribution infrastructure. Goleta Water District then pays the City back for the City water it used to provide service to their customers in the County islands. The State Water Resources Control Board Division of Drinking Water does not find this situation to be desirable as it complicates responsibility for water quality issues. Furthermore, Goleta Water District imposes drought development restrictions more often than the City. As a result, the City receives requests from these properties to become City water customers so they may develop their properties. Although these requests can ebb and flow with rainfall (they have lessened in the last two years due to ample rains), once the region moves back into drought these requests will once again increase, especially as the pressure on communities to incentivize new housing increases. 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. 354 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF SANTA BARBARA 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 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 LAFCO of Santa Barbara County 355 CHAPTER THREE: P. CITY OF SANTA BARBARA 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. SPHERE OF INFLUENCE & BOUNDARIES The City of Santa Barbara has a Sphere of Influence that totals 5,430 acres beyond City boundaries. The SOI boundary includes areas to the north (Mission Canyon & San Marcos Foothills) and west (Los Positas & Hope Ranch), and several islands surrounded by City. The City has generally considered annexations on a case-by-case basis at the request of the property owner. The resultant City boundary line is somewhat irregular with enclosed peninsulas and islands of County land completely surrounded by City territory. In 2000, the City passed an ordinance setting priorities for future annexations. The goal of that ordinance is to simplify the City boundaries and provision of services by encouraging annexation of unincorporated islands and peninsulas of land contiguous to the City. A map of the City’s Sphere of Influence and boundaries can be seen at the beginning of this profile. BOUNDARIES Jurisdictional Boundary Santa Barbara’s jurisdictional City of Santa Barbara’s existing boundary spans approximately boundary spans 19.49 square miles of land with 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 62,830 registered voters within the jurisdictional boundary. 356 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. 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 10,935 90.7% 25,475 62,830 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 Totals 12,019 100.0% 26,646 63,442 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 10,935 90.7% 25,475 62,830 Co of Santa Barbara 1,084 9.3% 1,171 612 Totals 12,019 100.0% 26,646 63,442 Total assessed value (land and structure) is set at $28.7 billion as of April 2024 and translates to a per acre value ratio of $2.6 million. The former amount further represents a per capita value of $334,803 based on the estimated service population of 85,679. LAFCO of Santa Barbara County 357 CHAPTER THREE: P. CITY OF SANTA BARBARA The jurisdictional boundary is currently divided into 25,475 legal Close to 76% of the parcels and spans 10,935 acres with the remaining jurisdictional jurisdictional boundary is under acreage consists of public right-of-ways. Close to 76% of the parcel private ownership, and of this amount approximately 94% has acreage is under private ownership with nearly or 94% 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 507 vacant parcels that collectively total 586 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- 4 for 2024 estimates the City of Santa Barbara to be 85,679. 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 37,806 households within the City. In contrast, County’s population increased by 5.7 percent between 2010 and 2020. 358 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF SANTA BARBARA Demographics for the City are based on an age characterist ics 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 2023and 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 E4 estimate and SBCAG regional forecast. Table U-1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Santa Barbara 88,410 92,305 93,511 94,876 96,000 County 423,895 441,963 451,840 507,564 520,011 * Assumes trend-based land use capacity within the City. SBCAG regional forecast model. ** DOF Table E4 projections. Disadvantaged Unincorporated Communities Senate Bill (SB) 244 of 2011 requires LAFCO to identify and consider disadvantaged unincorporated communities (DUCs) when preparing MSRs and Sphere updates for Cities and Special Districts that provide sewer, water, or structural fire protection services. A DUC is defined by the Water Code as one in which the median annual household income (MHI) is 80 percent of the statewide average. Incorporated communities also are defined as disadvantaged when the MHI falls below 80 percent. In 2024, the statewide MHI was $111,300, 80 percent of that is $89,040. The MHI for Santa Barbara City was $104,001 in 2024, which does not qualify the community as a disadvantaged community. In addition, review of the State DAC Mapping Tool LAFCO of Santa Barbara County 359 CHAPTER THREE: P. CITY OF SANTA BARBARA 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 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 The mission of the Parks and Recreation Department is to provide residents and visitors with diverse open space, park, beach, and community forest resources and to enrich people's lives through a broad array of recreation and community services. The Department manages 1,810 acres of parkland encompassing 66 developed and open space parks, beaches, recreation and sports facilities, and a municipal golf course as well as the City's urban forest, parkways and medians program. The Parks and Recreation Department is supported by 81 full-time employees, and approximately 235 part time hourly staff. 360 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF SANTA BARBARA The Santa Barbara Public Library (SBPL) is dedicated to sup porting education for all ages through classes and events, building a community of readers, empowering individuals with free access to information, and connecting people to community resources. The Library works to serve all community members, including Black, Indigenous, and people of color, immigrants, people with disabilities, and the most vulnerable in our communities, by offering services and educational resources to help transform communities, open minds, and promote inclusion, diversity, equity, and justice. All other services provided by the City are not the primary focus of this report and will be discussed in greater detail under the appropriate future MSR Study. PARKS Overview The City’s Parks and Recreation system includes over 1,800 acres of parkland including dedicated developed parks, open space, beaches, trails, and sports facilities along with rental facilities and events. In the 1,810 acres of parkland there are a wide array of amenities including: • 22 playgrounds • 6 miles of beachfront • 35 miles of front country trails • A beachfront skate park • 60 parks and sport facilities • 16 community buildings • 3 swimming and wading pools • 11 sports fields • The Santa Barbara Golf Club • 20-40 beach volleyball courts (number depends on sand width available) • 30 tennis and pickleball courts • 2 community gardens with 134 garden plots • 2 lawn bowls facilities The department facilitates 6 volunteer boards and commissions that help direct our projects and programs: LAFCO of Santa Barbara County 361 CHAPTER THREE: P. CITY OF SANTA BARBARA 1. The Parks and Recreation Commission: The Commission is a charter commission of the City of Santa Barbara, consisting of seven members appointed by the City Council. The Commission’s general functions include: a. Act in an advisory capacity to the City Council in all matters pertaining to parks, recreation, beaches, creeks, plazas, parkways, and street trees. b. Consider the annual budget for parks, recreation, beaches, creeks, plazas, parkways, and street tree purposes during the process of its preparation and make recommendations with respect thereto to the City Council and the City Administrator. c. Assist in the planning of parks, recreation, beaches, creeks, plazas, and street trees for the inhabitants of the City, promote and stimulate public interest therein, and to that end solicit to the fullest extent possible the cooperation of school authorities and other public and private agencies interested therein. 2. The Golf Advisory Committee: The Committee consists of seven members appointed by the Parks and Recreation Commission. The Committee was established in June 1978 to provide guidance and operational assistance to the Parks and Recreation Department and Parks and Recreation Commission in the provision of golf course matters. As such, it provides a vehicle for community input and assists in the mobilization of area resources to help meet the golfing interests and needs of the community. 3. The Santa Barbara Youth Council: The Youth Council consists of fifteen members appointed by City Council. Members must be between the ages of 13 - 19 years. Eight of the fifteen members must be residents of the City. The Youth Council’s general functions include: representing community youth to ensure their concerns, issues and viewpoints are presented, identify concerns, interests and needs of Santa Barbara youth and make recommendations to the City Council, Parks and Recreation Commission and Parks and Recreation Department staff, promote and encourage youth interest and participation in community affairs. 4. The Santa Barbara Arts and Crafts Show Advisory Committee: The Committee consists of nine members; eight members are elected by the show membership and one member is appointed by the Parks and Recreation Commission. The Santa Barbara Arts and Crafts Show Advisory Committee was established by Municipal Code to advise the Parks and Recreation Department on matters relating to the administration of the Arts and Crafts Show. General functions include: screening new members into the show ensuring they comply with the established procedures and regulations, and reviewing suggestions for rule or procedure changes from show members and make recommendations to the Parks and Recreation Department. 5. The Integrated Pest Management Advisory Committee: The Committee consists of five members appointed by the Parks and Recreation Commission. The Committee was established by City Council to implement the Citywide IPM Policy (followed by all City 362 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF SANTA BARBARA departments) which promotes environmentally sensiti ve pest management while preserving assets and protecting the health and safety of the public and our employees. 6. The Street Tree Advisory Committee: The Committee consists of five members appointed by the Parks and Recreation Commission. The Committee’s purpose is to provide advice to the Parks and Recreation Department and Parks and Recreation Commission regarding planting and removing street trees, trees in front yard setbacks, and park and golf course trees. The Parks and Recreation Department also oversees the City’s urban forest. The City of Santa Barbara Urban Forestry Program, part of the Parks Division, cares for approximately 35,000 street trees, more than 9,000 public trees in developed parks and landscaped areas of public facilities, and around 30,000 trees within City-managed open spaces. The Forestry team performs pruning, removal of dead and hazardous trees, planting and watering, and emergency operations. Parks Location Amenities Alice Keck Park Reservable Outdoor Areas, 01. Memorial Garden Pond, Audio Tour Routes Reservable Outdoor Areas, 02. Picnic Areas, Playground, Alameda Park Restrooms, Hydration Station 03. Ambassador Park Grass Plaza Hiking Trails/Walking Paths, 04. Andree Clark Bird Refuge Waterfront location, Stretch Station, Wildlife Viewing Wildlife Viewing, Creek 05. Arroyo Burro Open Space Viewing, Trails, Hiking Trails, Walking Paths 06. Barger Canyon Preserve Trails & Creek Viewing 07. Bath Street Pocket Park Playground & Creek Viewing Reservable Outdoor Areas, 08. Tables, BBQ Grills, Bohnett Park Playground, Sport Fields/Ball Courts, Restrooms, Creek Viewing Sport Fields/Ball Courts and 09. Cabrillo Ball Park Workout Walkway Reservable Indoor area, 10. Cabrillo Pavilion Waterfront Location, Popular Wedding Venue, Paid LAFCO of Santa Barbara County 363 CHAPTER THREE: P. CITY OF SANTA BARBARA Parking on-site, Restaurant Reservable Indoor Area, 11. Carrillo Recreation Dance Studios, Fitness Center Studio, Meeting Room Indoor Gymnasium, 12. Carrillo Street Gym Restrooms Reservable Indoor Area, 13. Casa Las Palmas Waterfront Location Playground, Sports Fields, 14. Restrooms, Parking, Pond, Chase Palm Park Walking Paths, Amphitheater Reservable Indoor Area & 15. Palm Park Beach House Patio Chase Palm Park Craft 16. Ceramics Studio Center 17. De La Guerra Plaza Grass Plaza Off-leash Dog Area, Hiking 18. Douglas Family Preserve Trails/Walking Paths, Dog Water Fountain Playground, Sport Fields/Ball 19. Dwight Murphy Field Courts, Restrooms, Free Parking On-Site Playground, Audio Tour, 20. Beach Access, Picnic Sites (Reservable), Sport East Beach Fields/Ball Courts, Swimming/Water Play, Waterfront Location, Paid Parking On-Site, Restaurant Playground, Reservable 21. Eastside Neighborhood Outdoor Areas, Restrooms, Park Community Garden 22. Equestrian Circle Horseback Riding Playground, Sport Fields/Ball 23. Escondido Park Courts Restrooms, Trails, Free 24. Franceschi Park Parking On-Site, City Views Franklin Neighborhood Parking On-site, Restrooms, 25. Center Reservable Indoor Facilities 26. Gould Park Open Space Park, Trails 27. Hale Park Open Space Park, Trails Open Space Park, Trails, 28. Hidden Valley Park Playground, Picnic Area 364 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF SANTA BARBARA Open Space Park, Restrooms, 29. Hilda McIntyre Ray Park Parking Area, Playground, Picnic Area 30. Honda Valley Park Open Space Park, Trails Restrooms, Parking Area, 31. Playground, Picnic Sites La Mesa Park (Reservable), Walking Paths, Creek Viewing, Ocean Views 32. Laurel Canyon Park Open Space Park Paid Parking On-Site, 33. Restrooms, Restaurant, Beach Access, Picnic Sites Ledbetter Beach Park (Reservable), Swimming/Water Play, Waterfront Location 34. Los Banos del Mar Pool 50-meter swimming facility 35. Los Robles Park Open Space Park Activity Center for Seniors, 36. Louise Lowry Davis Reservable Indoor Facilities, Center Patio, Restrooms, Parking by Permit Only, Reservable Indoor Area, 37. Mackenzie Center Restrooms Picnic Sites (Reservable), 38. Sports Fields, Lawn Bowling, MacKenzie Park Restrooms, Playground, Designated Off-Leash Dog Area Beach Access, Restrooms 39. Mesa Lane Steps Nearby Reservable Outdoor Areas, 40. Mission Historical Park Popular Wedding Venue, & A.C. Postel Memorial Historical Mission and Ocean Rose Garden Views Historical Tree Near Railroad 41. Moreton Bay Fig Tree Station Tennis and Pickleball Center, 42. Municipal Tennis Center Playground, Restrooms Picnic Sites (Reservable), 43. Reservable Outdoor Oak Park Dancefloor, Seasonal Kiddie Pool Picnic Sites, Ocean View, 44. Orpet Park Walking Paths LAFCO of Santa Barbara County 365 CHAPTER THREE: P. CITY OF SANTA BARBARA Picnic Sites (Reservable), 45. Sports Fields/Ball Courts, Ortega Park Seasonal Pool, Playground, Restrooms, Guided Access Only, Not 46. Palermo Open Space Open to the Public, Creek Restoration Open Space Park, Hiking 47. Parma Park Trails, Picnic Sites, Horseback Riding Parqué de los Niños and 48. Playground, Fitness Stations Children’s Orchard Sports Fields/Ball Courts, 49. Pershing Park Restrooms, Parking On-Site Historic Band Shell 50. (Reservable), Restrooms, Plaza del Mar Parking On-Site, Ocean Views Open Lawn, Recreational 51. Plaza Vera Cruz Trapeze Hiking Trails, Horseback 52. Rattlesnake Canyon Riding, Creekside Views Triangular Street Median 53. San Roque Park Neighborhood Park Golf Course, Restaurant, 54. Santa Barbara Golf Club Reservable Indoor Facilities, Restrooms, Parking On-Site Open Space on Former 55. Sheffield Reservoir Open Sheffield Reservoir Site, Space Walking Trails, Mountain Views Picnic Sites (Reservable), 56. Shoreline Park Playground, Ocean Views, Restrooms, Parking On-Site Skatepark, Waterfront 57. Skater’s Point Skatepark Location, Parking On-Site Picnic Sites (Reservable), 58. Skofield Park Reservable Outdoor Areas, Hiking Trails, Restrooms Lawn Bowling, Restrooms, 59. Spencer Adams Park Parking by Permit Only Canyon Park, Picnic Sites 60. (Reservable), Reservable Stevens Park Area, Creekside & Hiking Trails, Playground, Restrooms, Parking On-Site 61. Sunflower Park Playground 366 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF SANTA BARBARA 62. Sylvan Park City Views 63. Thousand Steps Beach Access Waterfront Location, 64. Swimming/Water Play, Beach West Beach Volleyball, Bike Path, Walkway Westside Neighborhood Reservable Indoor Facilities, 65. Center Playground, Restrooms Picnic Sites, Playground, 66. Willowglen Park Sports Fields/Ball Courts RECREATION Overview The Parks and Recreation Department offers a wide variety of classes, camps, and programs that help participants young and old to develop a healthy passion for arts, dance, fitness, and more in a well supervised nurturing environment. Recreational Afterschool Program: A popular, fee-based afterschool program, RAP, provides homework assistance, recreation activities, sports, crafts, and special programs to 1st - 6th graders enrolled at Adams, Monroe, Roosevelt, and Washington Elementary Schools. RAP begins immediately following the regular school day and operates until 5:30pm, keeping children active and engaged in healthy, enriching activities. RAP provides a supervised, fun program where children can make new friends and hang out with current friends in a relaxed after-school environment. Dance, Fitness, Active Adults, and Seniors: From Argentine Tango to Zumba, Parks and Recreation offers a variety of programs and classes to get residents moving and active. Pools, Beaches, and Aquatics: The Parks and Recreation Department manages 6 miles of beaches and 3 public pools offering a diverse range of programs such as: • Swim lessons & lifeguard certification Programs • Junior Lifeguards camp program • Recreational/Lap Swimming • Swim clubs and teams for people of all ages • Water polo and other water sports and classes • Lifeguard services LAFCO of Santa Barbara County 367 CHAPTER THREE: P. CITY OF SANTA BARBARA Sports: The Parks & Recreation Department offers a variety of sports programs for youth and adults. Sports offered include pickleball, volleyball, ice skating, golf, tennis, basketball and soccer. Youth Camps: The Santa Barbara Parks and Recreation department offers plenty of camp experiences to choose from. Campers ages 4-17 can explore topics including art, business, engineering, sports, theater, water safety, and many more. Scholarships and inclusion services for eligible families are available. In 2024, Parks and Recreation served an unduplicated 2,902 children in 20 camps with 162 sessions. Camps are available for children from 4 to 18 years old. Summer camps provide 129 teen leadership positions through the junior counselor program in four camps and 85 early career and youth jobs filled through seasonal camp counselor and lifeguard positions. In addition to summer camps, Parks and Recreation offers seasonal camps during each school break throughout the year. Concerts in the Park: This annual free concert series is hosted in partnership with the PARC Foundation. Enjoy an evening of free live music along Santa Barbara’s waterfront. Concerts take place from 6:00 p.m. to 7:30 p.m. on the Great Meadow in Chase Palm Park. Opening acts take the stage around 5:00 p.m. as crowds arrive. Local businesses are onsite with food for purchase. Teens & Early Adults: The Santa Barbara Parks and Recreation department offers a variety of courses for teens and early adults such as: • Chef Apprentice Program • Santa Barbara Arts Alliance • Junior Counselor Program • Job Apprentice Program • Santa Barbara Youth Council • Job Opportunities for Early Career • Volunteer Opportunities Community Services: The Santa Barbara Parks and Recreation department offers several community service-oriented programs including operation of 2 community gardens with a total of 134 garden plots. Parks and Recreation also facilitates Mobile Food Pantries and Farmers' Markets, in partnership with the Foodbank of Santa Barbara County. These food distributions transform the health of its residents through fresh produce and essential foods, nutrition knowledge, and education for children, families, and seniors. Food distributions are offered at three locations 11 times per month. 368 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF SANTA BARBARA Parks and Recreation also offers an Adapted Recreation P rogram gives people with disabilities the opportunity to enjoy leisure activities in a safe and supportive environment that fosters an enriching experience for all who participate. Beyond Adapted Recreation, the department also provides Inclusion Support for all recreation activities offered by the department. Inclusion support staff plan for reasonable and appropriate program accommodations for a positive recreational experience. This may or may not include extra supervision provided by an inclusion support staff. Volunteer Opportunities: Parks and Recreation offers a variety of volunteer opportunities. Volunteer opportunities include general gardening, native habitat restoration, beach and creek clean-ups, rose care, planter refurbishing, trail maintenance, and weeding. If you care deeply about community service, love the outdoors, appreciate city parks, or want to learn about horticulture or restoration work, the City of Santa Barbara may have the job for you! FACILITY RENTALS Overview The Parks and Recreation Department offers a diverse range of rental locations that meet the needs of community members. Spaces used for private special events: There are indoor facilities available in ten community buildings throughout the City. Some facilities are rented as a whole while others have a variety of rooms and spaces to rent. There are 10 outdoor beach and park locations that are popular for weddings and other special events as well as 22 group picnic facilities available for reservation. In addition to reservable picnic facilities, there are many other non-reservable picnic areas throughout the park system. There is also one group camping facility available only to non-profit youth groups. Spaces used for sporting activities: Beyond facility rentals for private special events, there are many facilities available for sporting activities including 1 competitive outdoor pool, 5 softball and baseball fields, 2 soccer fields, 1 indoor basketball gym, approximately 30 beach volleyball courts, 16 tennis courts, and 12 pickleball courts. Spaces used for commercial recreational activities: Parks and Recreation works with many commercial enterprises that use park space through organized commercial recreational activities such as fitness classes, nature education, organized school activities such as recess or PE, wilderness training classes, or recreational services such as LAFCO of Santa Barbara County 369 CHAPTER THREE: P. CITY OF SANTA BARBARA pop-up picnics on city park and beach property. There are 23 locations available for these purposes throughout the park system. Public Special Events and Film and Photo Permits: Parks and Recreation also oversees the process for permitting public events held in outdoor venues on city property (parks, beaches, city buildings, etc.) Special Events are defined as events meeting any of the following criteria: Road closures, use of public streets, transportation planning and/or extra parking; Tickets for entry or participant fees; Requiring security or law enforcement; 75 or more attendees; Erection of fencing, tents, stages, barricades, booths, or other structures; Use of sound amplification equipment; Service of alcoholic beverages. Examples of Special Events include athletic events; block parties; citywide, commercial, community or cultural events; parades; festivals; and concerts. The City of Santa Barbara offers a one-stop permitting process with the Parks and Recreation Department acting as the lead in issuing photo and film permits for any location within city limits. Parks and Recreation staff coordinate as many internal logistics as possible among other City departments such as Police, Fire, Public Works, and Waterfront to help make your project a successful one. The City of Santa Barbara has been featured in a number of motion pictures, commercials, catalog shoots, and reality shows. LIBRARY Overview The City of Santa Barbara is within Zone 1 and provides library services to residents within the City of Santa Barbara and unincorporated areas located within or in close proximity to Santa Barbara, Montecito, and Mission Canyon. The libraries that the City of Santa Barbara provides services at are the Central Library, Eastside Library, Montecito Library, and mobile Library on the Go. The Library on the Go outreach van is able to bring library programs and services to neighborhoods throughout Santa Barbara and Montecito, including: • Materials check out • Free public Wi-Fi • Laptop computer use at select stops • Document printing at select stops • Library card registration • Hold pick up at select stops • Events for various ages at select stops 370 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF SANTA BARBARA • Assistance with Library accounts, use of the library cat alog, and placing requests An event calendar is provided online to find out when and where the Library on the Go Van will visit. Library resources and services include but are not limited to: Circulation Services: Library staff assist people in borrowing library materials, fill requests for items, process shipment between library locations, answer questions about library accounts, and ensure that all people have access to the materials they need while maintaining a safe, organized, and welcoming library for all. Collection Management Services: The Library’s Collections and Tech Services Team selects materials for library collections (including print, digital, media, and special collections) and manages the acquisition, cataloging, maintenance, and discarding of damaged or out-of-date materials. Marketing & Communications: The Library’s Marketing and Communications team promotes awareness of library programs, collections, and services and shares the story of the Library’s impact in the community. Outreach Services: The Library’s Outreach Team brings library programs, services, and collections to strategically selected offsite locations to expand the reach of the Library and increase access to library materials and services. Reference & Information Services: Library staff assist people with using library resources, teach classes, and offer Reserve a Librarian appointments for assistance with meeting various informational needs. Technology Services: The Library’s Tech Team manages the Library’s website and technology infrastructure that includes public internet access, public computers, and a variety of hardware and software that supports library services. Youth & Family Services: Library staff offers children from the age of birth through high school age and their families and caregivers learning opportunities such as early literacy classes, OG Readers tutoring, STEAM learning, family engagement activities, and, classes for parents and caregivers. Adult Education & Programing: The Library’s Adult Education Team offers adult learning opportunities, including adult literacy services, English as a Second language programs, job and LAFCO of Santa Barbara County 371 CHAPTER THREE: P. CITY OF SANTA BARBARA career help, and technology skills classes in English and Spanish. Adult Programming includes annual events like Book to Action, Local Author Day, and SB Reads, as well as offering hands-on learning, lectures, workshops, arts and culture events throughout the year. Library of Things: A collection of items you might not expect to find at a library, like museum passes, induction cooktops, microscopes, guitars, and more. Most of these items can be checked out for up to three weeks, although there are some items that check out for only one week. SBPL Works! Workforce Development Program: SBPL Works! offers one-on-one assistance for jobseekers looking for a new job, wanting to advance their skills in their current job, or looking to grow their skills to begin a new career. Library Events Calendar: The Library provides an online calendar with various events offered each month for residents of all age ranges. The calendar provides various filters such as time, age, program type, location etc. for people to navigate the calendar and find events that they are interested in. Books Clubs: The Library hosts several books clubs for readers of all ages each month in a wide variety of genres. People can also try out one of the Book Club in a Bag kits and host their own book discussions with friends. Teens: Aside from books, teens can use the Teen Area to study, join a library program to hang out with friends, or volunteer for community service. Library Board: The Library Board is a charter commission of the City of Santa Barbara, consisting of five members appointed by the City Council. The Library Board is charged with such duties as making recommendations to the City Council on policy concerning operations of the Libraries; on rules, regulations, and bylaws for the Libraries; on duties and qualifications of the Librarian; on the proposed annual budget for Library operations; and on acquisitions, disposition, availability and use of collection materials. 372 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF SANTA BARBARA City of Santa Barbara Incorporation, Revenues, Attributes, Types of Service, and Resources Attributes City Limits (est. square miles) 19.49 Population (2024 estimated) 85,679 Assessed Valuation (FY 22-23: Includes City only) $28,685,608,565 66 parks and recreation Number of parks, facilities recreation programs Dozens of programs* libraries, 3 libraries rental facilities Dozens of rental spots* Regular Financial Audits Every Year Average Annual Revenue Per Capita (FY 22-23) $5,548 Average Portion of County 1% Property Tax Received 12¢/$1 Ending General Fund Balance (June 2023) $55,763,264 Change in General Fund Balance (from June 2018 to June 2023) 41.1% Total Fund Balance/Annual Revenue Total (FY 22-23) 11.7% 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 Parks X Recreation X Open Space X Library X Facility Rental X Other X LAFCO of Santa Barbara County 373 CHAPTER THREE: P. CITY OF SANTA BARBARA Library Total Staffing Personnel Per 1,000 population Administrative Analyst I 1 0.012 Administrative Assistant 1 0.012 Librarian I 4 0.047 Librarian II 5 0.058 Library Assistant I 9 0.105 Library Circulation Supervisor 2 0.023 Library Director 1 0.012 Library Services Manager 2 0.023 Library Systems Analyst 1 0.012 Library Systems Supervisor 1 0.012 Library Systems Technician I 2 0.023 Library Systems Technician II 1 0.012 Library Technician 23 0.268 Marketing Coordinator 1 0.012 Outreach Coordinator 3 0.035 Page 9 0.105 Senior Librarian 3 0.035 Senior Library Technician 1 0.012 Supervising Librarian 2 0.023 Parks and Recreation Total Staffing (Full-Time Positions Only)* Personnel Per 1,000 population Administrative Analyst Ii 1 0.012 Administrative Assistant 2 0.023 Administrative Specialist 5 0.058 Aquatics Specialist 1 0.012 Assistant Parks Recreation Dir 1 0.012 Associate Planner 1 0.012 Automotive Equipment Tech 1 0.012 Capital Projects Supervisor 1 0.012 Custodian 1 0.012 Equipment Operator 3 0.035 Grounds Maintenance Crew Leadr 3 0.035 Grounds Maintenance Worker I 3 0.035 Grounds Maintenance Worker Ii 9 0.105 374 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF SANTA BARBARA Irrigation Systems Technician 2 0.023 Marketing Coordinator 1 0.012 Neighbrhd Outrch Svcs Coord Ii 1 0.012 Neighbrhd Outrch Svcs Supv I 1 0.012 Office Specialist Ii 1 0.012 Park Ranger 3 0.035 Parks Manager 1 0.012 Parks Recreation Business Mgr 1 0.012 Parks Recreation Director 1 0.012 Parks Superintendent 1 0.012 Parks Supervisor 3 0.035 Project Engineer I 1 0.012 Project Planner 1 0.012 Recreation Coordinator 7 Recreation Programs Manager 2 0.023 Recreation Specialist 2 0.023 Recreation Supervisor I 2 0.023 Sr Grounds Maintenance Worker 6 Sr Maintenance Worker 1 0.012 Sr Recreation Supervisor 4 0.047 Sr Tree Trimmer 2 0.023 Street Tree Supervisor 1 0.012 Supervising Park Ranger 1 0.012 Tree Care Specialist 1 0.012 Tree Trimmer Ii 2 0.023 Urban Forest Superintendent 1 0.012 *There are approximately 235 additional part-time hourly staff supporting Parks and Recreation. City of Santa Barbara has a total of 1,074 permanent employees. LAFCO of Santa Barbara County 375 CHAPTER THREE: P. 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 2021-2022 2022-2023 Amount % of Total Amount % of Total Property tax $42,225,898 9.4% $46,006,164 9.7% TOT tax $31,955,795 7.2% $31,455,712 6.6% Sales & use tax $59,328,160 13.3% $59,790,403 12.6% Business Licenses $2,667,092 0.6% $2,683,821 0.6% Utility User $15,609,758 3.5% $16,381,178 3.4% Cannabis $1,672,274 0.4% $1,388,089 0.3% Property Transfer Tax $1.352,652 0.3% $862,195 0.2% Other taxes $5,501 0.001% $8,943 0.001% Franchise fees $4,176,091 0.9% $4,253,814 0.9% Motor Vehicle fees $107,502 0.03% $89,665 0.02% Charges for services $229,369,000 51.5% $266,032,220 56.0% Grants & contributions $63,252,000 14.2% $40,822,774 8.5% Other Revenue $934,251 0.2% $428,347 0.1% Interest -$5,518,313 -1.2% $5,203,714 1.1% Revenue total $445,785,662 100.0% $475,407,039 100.0% Fiscal Indicators Select fiscal indicators are shown graphically on the next page. Over the past three fiscal years, the City’s expenditures have increased steadily, while revenues have outpaced these increases. The increase in expenditures was primarily due to increased spending in personnel expenses including medical insurance and pension costs, as well as inflationary increases from supplies, services, and capital projects. The line graph below shows the current financial trend in millions. These indicators provide a measurement of the agency’s financial condition over time. 376 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF SANTA BARBARA Fiscal Trends-City of Santa Ba rbara 500 400 300 200 100 0 2020-21 2021-22 2022-23 Revenue Expenditure Reserve CITY OF SANTA BARBARA Program Revenue Funds This indicator addresses the extent to which special revenue funds covered expenses. Community Services charges are supplemental source along with grants for recreation and 10 library services. General Fund offsets the balance. Represented Charges below a ratio of one or higher indicates that the service is self- 8 supporting. 6 4 2 Grants 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 operating expenditures 1.15 Fiscal Year Operating Operating 1.1 Revenues Expenditures Ratio 2018 $ 345,324,864 $ 325,689,029 1.0 1.05 2019 $ 361,962,044 $ 342,271,422 1.0 2020 $ 394,293,626 $ 349,463,775 1.1 1 2021 $ 391,429,919 $ 363,903,714 1.0 0.95 2022 $ 445,785,662 $ 361,574,248 1.0 2023 $ 475,407,039 $ 409,288,136 1.1 2018 2019 2020 2021 2022 2023 LAFCO of Santa Barbara County 377 snoilliM ni tnuomA snoilliM ni tnuomA CHAPTER THREE: P. 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 2020 2021 2022 2023 Trend Funded ratio (plan assets as a % of plan liabilities) 71.5% 66.9% 77.9% 68.9% Net liability, pension (plan liabilities - plan assets) $ 344,469,054 $ 415,775,168 $954,523,000 $1,044,937,266 Other Post-Employment Benefits (OPEB) Funded ratio (plan assets as a % of 0% 2023 year of OPEB reporting plan liabilities) Net liability, OPEB $ 38,738,539 (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, 2023, the City reported a net pension liability $26,150,792 for its Miscellaneous, $13,147,277 Safety Police, and $12,082,005 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, 2021, the following employees were covered by the benefit terms: 378 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Coverage of Net Post-Empployment Liabilities 1200 0.6 1000 0.5 800 0.4 600 0.3 400 0.2 200 0.1 0 0 2018 2019 2020 2021 2022 2023 2018 2019 2020 2021 2022 2023 Agency Assets (other than capital) $175,943,000 $188,170,000 $188,940,000 $225,933,000 $267,948,000 $283,652,000 Net Liabilities (pension & OPEB) $357,078,334 $354,632,428 $371,037,054 $469,952,239 $999,037,642 $1,083,675,680 tnuomA CHAPTER THREE: P. CITY OF SANTA BARBARA Miscellaneous Safety - Retired employees – 1,189 282 - Active employees – 768 122 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, 2023, measurement date, the following current and former employees were covered by the benefit terms under the plan: - Retired employees – 389 - Active employees – 936 LAFCO of Santa Barbara County 379 CHAPTER THREE: P. CITY OF SANTA BARBARA Enterprise & Non-Enterprise Funding The City budget includes special revenue and expenditure funds for governmental activities and Measure C allocated expenditures. In FY 2021/2022, the City’s budgeted expense for Library, Parks & Recreation was $950,000 and decreased that to $826,613 for FY 2022/2023. Measure C funding expenses were $2,158,800 and $1,541,616, respectively. FY 2023/2024 is budgeted at $2,407,460 for Library Department and $10,694,005 for Parks & Recreation Department for Measure C funding. 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. Parks, Recreation & Library -Expenditures 35.0 0.12 11.0% 30.0 P&R 0.1 9.0% 9.0% 25.0 8.0% 8.0% 0.08 20.0 7.0% Library 0.06 15.0 0.04 10.0 5.0 0.02 0.0 0 2018 2019 2020 2021 2022 2023 Library P&R % For Library, include General Fund, Grand Funds, Measure C funded capital projects and General Fund capital projects For Parks & Recreation, includes General Fund, Golf Enterprise Fund, Measure C funded capital projects, General Fund capital projects, miscellaneous grants and disaster recovery funds. 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 Measure C programs include: Business Corridor Improvements ($500,000, in 2022 and 2023) total needed is $2,500,000, Gutierez Storm Drainage ($150,000, 2022), Laguna Pump Station Repair ($300,000, 2022 and 2023), Citywide Drainage Assessment ($100,000, over next 5 years) totaling $500,000. 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. 380 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA noitaerceR & skraP ,yrarbiL( erutidnepxE ycnegA stsoc gnitarepo llarevo % a sa )secivres CHAPTER THREE: P. CITY OF SANTA BARBARA Capital Improvements The City’s 6-year Capital Improvement Plan (CIP) is updat ed 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, $1.1 million worth of projects are General Fund identified funding and all other are funded by Measure C. 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. Long-term Liabilities and Debts The City has a total of $35.2 million in outstanding revenue bonds including the following: $25.6 million of 2019 Airport refunding bonds, $5.1 million of 2016 Sewer refunding bonds, $4.5 million of 2014 Waterfront refunding bonds. The Water Fund has $7.3 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 system. The outstanding $157.3 million in loans payable in the Business-Type Activities includes $75.4 million related to the Water Fund. Two of the Water Fund loans are low-interest loans from the State Department of Water Resources (SDWR) used to fund the Cater Water Treatment Plant Project, the Ortega Ground Water Treatment Plant Project, and the Cater Water Treatment Plant-Phase III Project. Approximately 40% of the SDWR loans will be reimbursed by the Montecito Water District and the Carpinteria Water District for the Cater Water Treatment Plant Project pursuant to a long-standing joint powers agreement. The third loan is a low interest loan from the State Water Resources Control Board used to fund the Desalination Plant Reactivation Project. The Desalination Project loan was issued for $72 million, with an outstanding balance of $55.7 million on June 30, 2023. The Desalination Project began operations in May 2017 with loan debt service starting in Fiscal Year 2018. The Waterfront Fund has $8.0 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. LAFCO of Sant a Barbara County 381 CHAPTER THREE: P. CITY OF SANTA BARBARA The Airport Fund carries outstanding loans from the State Department of Transportation totaling $0.2 million, used to finance capital improvements at the airport. Lastly, the Wastewater Fund accounts for $34.6 million in loans from the California State Water Resources Control Board for sewer infrastructure improvements. 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. 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. ORGANIZATION Governance City of Santa Barbara’s governance authority is established under charter law for Cities codified 382 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF SANTA BARBARA under Government Code Sections 34450 within California C onstitution 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. City of Santa Barbara| Current Governing Council Roster Member Position Background Years on Council Randy Rowse Mayor Ret, Restaurant 3 Owner Alejandra Gutierrez Council Member District 1 Career Center Tech 5 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. LAFCO of Sant a Barbara County 383 CHAPTER THREE: P. CITY OF SANTA BARBARA 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 7/25/24 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? 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. 384 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: P. CITY OF SANTA BARBARA Survey Results The table below includes a list of questions asked of area res idents to assess if satisfactory parks, open space, library, and facility rental 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 Parks 1 - - & Recreation, Open Space, Library and Facility Rental services? 2. Overall, are adequate staffing and equipment 1 - - provided with the level of Parks & Recreation, Open Space, Library and Facility Rental service? 3. Do you feel an adequate level of funding is 1 - - provided given the level of service? 4. Personnel arrived in a timely manner and were 1 - - professional? 5. Personnel was knowledgeable, answer 1 - - questions, and were informative? A total of 1 response was provided by City staff that answered the survey questions. The staff rated the agency with all satisfactory. No additional comments were provided. LAFCO of Sant a Barbara County 385 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 386 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE Q. 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 Acting City Manager: Chuen Wu Rec & Park Director: Angela Oslund 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 110,608 residents (source: 2024 Department of Finance). The City expends approximately $24.4 million per year (in 2023) for recreation and parks, library 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. A Study area is being evaluated. 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 387 of Santa Barbara County CHAPTER THREE: Q. CITY OF SANTA MARIA 6 388 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. 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 Recreation Division provides a variety of programs and services available to all members of the community. The Division is responsive to the changing needs of this growing community by providing timely and innovative programming. The division is also responsible for providing the full range of publicity that promotes the services offered by the Department and to ensure the community is well informed about the availability and benefits of Department programs and services. This program promotes grant research, preparation of grant applications, and seeking out donations and program sponsorships toward expanding opportunities to youth and families. Working in conjunction with the Department’s non‐profit partner, People for Leisure and Youth, Inc. (PLAY, Inc.), this program is very successful in acquiring supplemental funding for youth recreation scholarships, equipment purchases, and program support. The City has authorized (budgeted) to employ 578 full‐time and 78 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 neighboring, 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, but is nearing completion on 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 lack of geographic proximity and socioeconomic similarities with neighboring communities make it difficult to share and/or combine resources in delivering some services within their respective jurisdictions. Santa Maria is currently experiencing no capacity limitations with the City’s parks, recreation, and library systems. LAFCO of Santa Barbara County 389 CHAPTER THREE: Q. CITY OF SANTA MARIA Nearly half (46%) of people in the city are within a 10‐minute walk to their nearest park. In northern areas of the city, the 101 freeway creates a significant barrier for pedestrians wanting to access Jim May Park. In the south part of the city, particularly west of Broadway Avenue, park access is limited due to both distance and number of facilities. The City has reported an increase of concentration of people that do not participate in physical activity or exercise (e.g., running, golf, gardening, walking) in many of the same areas where people identify that mental health is not good as part of the City’s General Plan update process during their Health + Environmental Justice Existing Conditions Report. Access to health care is a challenge for some residents in Santa Maria, including 16% of adults (18‐ 64) in Santa Maria that are uninsured, compared to 12% in the county.118 In Santa Maria, 18% of all adults (18+) experienced a delay in obtaining prescriptions/medical services, compared to 20% of adults in the county. Among children (0‐17), 10% experience delays in prescriptions/medical services, compared to 8.7% of children in Santa Maria.119 Based on data from the Santa Barbara County Department of Public Health, the highest percentage of uninsured people is in high It is also important to note that commute times are similar for residents living in the city – 21.3 minutes compared to 19.8 minutes in the county. Carpooling is on the rise and more prevalent in the city (24%) compared to the county (14%). However, only 4% of workers (16 years and older) commute to work by transit, walking, or cycling, compared to 11% in the county. These trends signal an important opportunity for the City to promote the benefits of walking and bicycling to school or work, for daily errands, and for recreation, including increased physical activity and stress reduction, and better respiratory fitness. 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. The City has been in discussions with the Saint Marie Mobile Home Park and Ray Water Company for consolidating water services for both private and Mutual Water providers. Both areas are within the City ‘s Sphere of Influence and Saint Marie MHP was granted an out‐of‐area service agreement in 2019 by the Commission. Ray Water Company is under evaluation as a Study Area within this report that discusses the needs further. If the City were to take over water 390 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA MARIA services, an out‐of‐agency service agreement and/or future annexation could occur under separate applications. Regional Collaboration 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, 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 of Santa Maria coordinates services with mutual aid agreements among Guadalupe Fire, Santa Barbara County, and San Luis Obispo County. 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' LAFCO of Santa Barbara County 391 CHAPTER THREE: Q. CITY OF SANTA MARIA Compensation Insurance, and fire protection and hazardous materials authorities. Along with the Mayor, the staff at Recreation and Parks have collaborated with Santa Maria High School and Pioneer Valley High School to form a Mayor’s Teen Advisory Council. These groups work on creating programs and services geared to help involve youth in diversion activities to prevent youth violence. Teens provide the Mayor and staff valuable input and solutions for additional youth and teen programming including Pop‐Up Activities at parks, cultural and educational tours to museums and universities, free transportation passes for local youth, establishment of a youth safety net resource called “Safe Places,” and two leadership academies sponsored by a national fast‐food chain. SPHERE OF INFLUENCE & BOUNDARIES The City of Santa Maria has a Sphere of Influence that totals 5,084 acres beyond City boundaries. The SOI boundary includes areas to the south (Orcutt) and southwest adjacent to the City limits. The City is currently undergoing a General Plan Update that will consider a number of options and potential new sphere of influence boundaries to consider. The City did not request expansion to their Sphere of Influence. No significant projects outside of existing SOI 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. 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 being considered under this service review. 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: 392 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA MARIA Table Q-1: City of Santa Maria Study Areas Study Description Acres Existing Prime Constraints Area Zoning AG Land Orcutt 4,000 1 27 different land use Yes a small Unknown designations with 34 portion different zoning types Totals 4,000 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 – Orcutt (Located in SB County; Within SOI). This area includes 11,669 parcels totals over 4,000‐acres located south of City limits. The area overlaps the Laguna County Sanitation District service area. The area extends from Hwy 1 to the west E. Rice Ranch Road to the south and Hwy 101 to the east. The area includes existing urban development with a small portion within prime soils near Hwy 1 and W. Clark Avenue. The Orcutt Study Area includes approximately 31 thousand people with 11 thousand households. The Orcutt Community Plan outlines the visions for the community The Orcutt Creek bisects the southern portion and no Williamson Act contract are currently in place. Existing service providers exists in the area include Laguna County Sanitation District, Golden State Water Company, County Fire District, CSA 5, Mosquito & Vector Control District, and North County Lighting District. The Study Ares includes 27 different Land Use designation that include the following: Cemetery, Educational Facility, GC/Industrial Park, GC/Res 14.0, General Commercial, Hwy Commercial, Neighborhood Commercial, PD 1.0, PD 1.8, PD 15, PD 2.7, PD 3.3, PD 52, PO‐200, Rec/OS, Res 0.33, Res 1.0, Res 1.8, Res 12.3, Res 14.0, Res 20.0, Res 3.3, Res 4.6, Res 6.0, Res 8.0, RR 5, UT. Zoning designations include the following types: 10‐R‐1, 15‐R‐1, 1‐E‐1, 20‐R‐1, 2‐E‐1, 3‐E‐1, 7‐R‐1, 8‐R‐1, C‐2, C‐2/M‐ RP, C‐3, CH, CN, DR 12.3, DR 14, DR 20, DR 3.3, DR 6, DR 8, DR‐4.6, M‐2, MHP, MR‐O, OT‐GC, OTR‐14, OT‐R‐14/GC, OT‐R‐14/LC, PI, PRD, PRD‐119, PU, REC, RR‐5, SLP. The intent is to study the area for appropriate governance options. According to the American Community Survey 2022 data the average age is 40‐years old with a median household income of $108,225 that travel approximately 21.3 minutes to work. The current Assessor’s parcel data estimates 238 vacant parcels, while the County’s recent Housing Element estimates five (5) pending housing projects, one (1) Builders Remedy, and zero (0) County owned sites existing within the study area. LAFCO of Santa Barbara County 393 CHAPTER THREE: Q. CITY OF SANTA MARIA Figure V-2 SOI Study Area #1 1 Study Area Existing SOI City Limit 4,000± acres Mixed Zoning 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 will be completed of projected City revenues and expenses associated properties identified for annexation to illustrate the extent of fiscal impacts for the City. Future governance options specific to the community of Orcutt should also be considered. 394 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. 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 12,878 acres (parcels and under the land use authority of the excluding public rights‐of‐ways) within a contiguous area. City. The remainder of the service boundary lies within the County of Nearly all of the jurisdictional service boundary, approximately Santa Barbara. 99.5%, is incorporated and under the land use authority of the City. The remaining portion of jurisdictional lands, approximately 0.02%, of the total, is unincorporated and under the land use authority of the County of Santa Barbara. The City serves thirteen areas outside of its jurisdictional service area under out‐of‐agency‐service agreements. Overall, there are 46,979 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 12,878 99.5% 24,598 46,979 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 13,438 100.0% 24,611 46,979 LAFCO of Santa Barbara County 395 CHAPTER THREE: Q. 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 12,878 99.5% 24,598 46,979 Co of Santa Barbara 559.81 0.5% 13 0 Totals 13,438 100.0% 24,611 46,979 Total assessed value (land and structure) is set at $11.2 billion as of April 2024, and translates to a per acre value ratio of $869,680. The former amount further represents a per capita value of $101,256 based on the estimated service population of 110,608. 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 24,598 legal Close to 89% of the parcels and spans 12,878 acres, with the remaining jurisdictional jurisdictional boundary is under acreage consists of public right‐of‐ways. Close to 89% of the parcel private ownership, and of this amount approximately 90% has acreage is under private ownership with approximately 90% 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 249 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. 396 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. 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‐4 for 2024 estimates the City of Santa Maria to be 110,608. 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 28,013 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 of Santa Barbara County 397 CHAPTER THREE: Q. CITY OF SANTA MARIA Table Q‐1. Population Growth and Projections (2010–2040) 2010 2015 2020 2035* 2040* Santa Maria 99,553 103,090 107,407 135,071 141,529 County 423,895 441,963 451,840 507,564 520,011 * Assumes trend‐based land use capacity within the City. SBCAG regional forecast model. ** DOF Table E4 projections. Disadvantaged Unincorporated Communities Senate Bill (SB) 244 of 2011 requires LAFCO to identify and consider disadvantaged unincorporated communities (DUCs) when preparing MSRs and Sphere updates for Cities and Special Districts that provide sewer, water, or structural fire protection services. A DUC is defined by the Water Code as one in which the median annual household income (MHI) is 80 percent of the statewide average. Incorporated communities also are defined as disadvantaged when the MHI falls below 80 percent. In 2024, the statewide MHI was $111,300, 80 percent of that is $89,040. The MHI for Santa Maria was $81,447 in 2024, 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 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. 398 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA MARIA SERVICES Overview Responsible for the daily operations and management of the Recreation and Parks Department. Provide staff support to the City Manager's Office, City Council and Recreation and Parks Commission. Supervise a staff of 30 full‐time and 32 permanent part‐time, assigned to 5 major divisions: Parks, Landscape Districts, Urban Forest, Recreation, and Administration. Services are provided in the following areas: city parks (225+ acres), part of Los Flores Ranch Park, publicly managed trees (30,000+), street medians, storm basins and rights‐of‐way (45+ acres), Santa Maria Town Center landscaping and parking structures, 7 major recreation facilities offering specialty recreation classes and programs and support to community‐based recreation programs i.e., youth basketball, youth soccer, etc. All other services provided by the City are not the primary focus of this report and will be discussed in greater detail under the appropriate future MSR Study. PARKS & FACILITIES The Recreation and Parks Department's mission is to enrich the lives of the residents of Santa Maria through quality recreation programs and services; and to provide safe and well‐maintained facilities and parks, while anticipating the changing needs of the community. The department operates 234 acres of developed parkland in 31 neighborhood and community parks, part of the 1,774‐acre Los Flores Ranch Park property, the Abel Maldonado Community Youth Center, the Hagerman Softball Complex, Paul Nelson Aquatics Center, Elwin Mussell Senior Center, Veterans' Memorial Center and other community centers. The department provides programs in aquatics, youth and adult sports, therapeutics and senior services, Special Olympics, community classes and events, youth and teen programs, and the Mayor's Task Force on Youth Safety. It also runs the City's Urban Forest Program. Parks Location Amenities Soccer Fields, Tennis Courts, 01. Adam Park Bocce Ball Courts, BBQ Pits, Picnic Areas, Benches Community garden, portable 02. Alice Trefts Park restroom (2) Barbecue & Picnic areas, 03. small gazebo, walking path, Armstrong Park playground, benches, restrooms Tennis Courts, basketball 04. courts, soccer field, Atkinson Park playground, restrooms, (2) Barbecue Pits, tables, and LAFCO of Santa Barbara County 399 CHAPTER THREE: Q. CITY OF SANTA MARIA benches Playground, open field, 05. Bob Orach Park restrooms, barbecue picnic areas Playground, barbecue pits, 06. Buena Vista Park picnic tables, basketball courts Playground, Grass área, 07. drinking fountain, covered picnic area, basketball court, Fletcher Park barbecue pit, skate park, bicycle‐pump track, rock climbing apparatus Playground, barbecue picnic 08. Grogan Park area, open turf, walking path, restrooms (4) Multi‐use lighting fields, 09. championship field with grandstand seating for 500, Covered bleachers, electronic scoreboard, P.A. System, portable baseball and soccer mounds, Joe’s Place Hagerman Sports Restaurant, catering services, Complex 4 flat screen televisions, media and electronic presentation capabilities, pool table, parking for 200 vehicles, (2) playground areas, walking and biking trails Walking paths, barbecue 10. Jim May Park pits, large playground Playground, basketball court, 11. Joe White Park gazebo, barbecue picnic areas Open space, (8) miles of 12. Los Flores Ranch hiking/equestrian/mountain biking trails 13. Marilyn Stanley Park North Preisker Ranch 14. Park 15. Oakley Park 16. Pioneer Park 17. Preisker Park 400 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA MARIA 18. Rice Park Robert Acquistapace 19. Park 20 Rodenberger Park 21. Rosalind Perlman Park 22. Rotary Centennial Park 23. Russell Park Santa Maria River Park 24. Trail 25. Sierra Vista Park 26. Simas Park 27. Tunnell Park Multipurpose room, softball 28. field, tennis courts horse shoe Maramonte Park pits, basketball courts, large playground, picnic area with barbecue pit, restrooms 29. Veteran’s Memorial Park Facilities Location Amenities Game Room, Media Center, 1. Abel Maldonado Art Studio, Café, Fitness Community Youth Center, Indoor Gym, Center Computer Lab Edwards Community Multi‐purpose room and 2. Center kitchen, full size gymnasium Fitness and wellness 3. Elwin Mussell Senior program, classes on various Center topics, games, and outings to cultural and social events Grogan Community 4. Kitchen Center (4) Multi‐use lighting fields, 5. Hagerman Sports championship field with Complex grandstand seating for 500, Covered bleachers, electronic LAFCO of Santa Barbara County 401 CHAPTER THREE: Q. CITY OF SANTA MARIA scoreboard, P.A. System, portable baseball and soccer mounds, Joe’s Place Restaurant, catering services, 4 flat screen televisions, media and electronic presentation capabilities, pool table, parking for 200 vehicles, (2) playground areas, walking and biking trails 6. Machado Plaza Maramonte Community Multipurpose room and 7. Center outdoor covered patio Minami Community 8. Center 9. New Love Center Paul Nelson Aquatic 10. Center Veteran’s Memorial 11. Community Center Multipurpose room, softball 12. field, tennis courts horse shoe Maramonte Park pits, basketball courts, large playground, picnic area with barbecue pit, restrooms RECREATION The City of Santa Maria Recreation Department offers various programs, courses, and camps for youth and adults of all ages. Aquatics Youth and adult swim lessons, public swim, lap swim, exercise classes, and private pool parties make up the core services in the Aquatics program. The Aquatics program focuses on providing participants with a basic knowledge of water safety by offering an array of swim lessons. The Paul Nelson Aquatics Center has various amenities such as a zero‐entry pool, deck chairs, umbrella waterfall, frog and turtle slides, and special theme days, and is a family destination for the entire community. Under contract with the local high school district, the department provides lifeguard and pool maintenance for Pioneer Valley, Righetti, and Santa Maria High Schools’ swimming pools. Providing these services to the local high schools allows for Department staff to be efficiently trained and scheduled to meet the community’s growing aquatic needs. The Department offers 402 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA MARIA swimming programs at Pioneer Valley High School during the summer months. PLAY, Inc. offers free swim days enabling people from throughout the community to enjoy this beautiful and family‐fun‐oriented Aquatics Center. Community Events Each year, a variety of community‐wide events are coordinated through the Community Events Program. Annual events include: Lights, Sights, and Holiday Nights Home Decorating Contest; Concerts and Movies in the Park; The Recreation and Parks Department ‘s Dia de Los Muertos event, celebrating the Mexican tradition of honoring those family members and friends who have passed, has been well‐received as a cultural bridging event, recognizing our diverse community. PLAY, Inc. holds a community Christmas tree lighting event in front of City Hall before the annual Parade of Lights event along Broadway (Highway 135). In addition to the Department’s events, many community events benefit from the Department’s support and coordination. These events include the Rotary Parade of Lights, the Elks’ Rodeo and Parade, Veterans’ Stand Down, the Children’s Discovery Museum, and the Kite Festival at Rotary Centennial Park. In partnership with Elks’ Recreation, Inc. the Department provides support for great family events including Christmas in the Country and Haunted Hills events held at the Elks’ Event Center. Many of these events assist in achieving the City Council’s goal of providing more family recreation activities. Los Flores Ranch Park Los Flores Ranch Park (LFR) staff and volunteers have worked hundreds of hours to improve the park by adding new trails, planting oak trees, and providing family‐friendly activities since 2016. Over 5,000 people have registered to access Los Flores since its opening in 2014. During the recent COVID‐19 pandemic, Las Flores Ranch Park was one of the resources used by an average of over 300 people daily to get out to nature and relieve the stress created by the pandemic. With nearly 1,778‐acres, it offers a rare mix of environmental education, recreation, and more than 18 miles of equestrian/mountain biking and pedestrian trails. It also offers free outdoor educational programs to the community such as school field trips, Nature Walks every second Saturday of the month, Outside Nature Play Days every third Saturday of the month, March through November, Moonlight Night Hikes, and Star Gazing parties. Los Flores is operated by a full‐time Recreation Coordinator, a part‐time Education Coordinator, and three limited‐service Guest Services staff. A volunteer‐docent staff of 20 assists the Department in addressing critical park maintenance, trail patrol, providing outdoor educational tours, and serving as hiking guides. Since 2018, Los Flores ranch has partnered with the local agricultural community and high school FFA programs to bring the Santa Maria Valley its own “pumpkin patch” where families have the opportunity to experience pumpkin picking for their fall holidays, as well as a corn maze and several other family farm‐oriented activities at a low cost. This program, known as “The Patch” won a statewide award for excellence in City‐Business relations. Proceeds from these activities will be applied to expand Los Flores programs/services; scholarships for student volunteers who gain work experience, and seed money for the following year’s pumpkin patch. LAFCO of Santa Barbara County 403 CHAPTER THREE: Q. CITY OF SANTA MARIA Sports: There are various sports for youth and adults to choose from such as: • Basketball • Volleyball • Golf • Pickleball • Softball Active Living Seniors: Intended for anyone over 50 years of age and does not require a membership • Exercise and Fitness Courses • Arts • Games & Activities • Senior Club FACILITY RENTAL The City of Santa Maria has the following facilities available for rent: • Adam Basin • Atkinson Community Center • Bob Orach Neighborhood Community Center • Crossroads Basin • Edwards Community Center • Elk’s Field • Elwin Mussell Senior Center • Hagerman Sports Complex • Machado Plaza • Maramonte Park Community Center • Minami Community Center • Grogan Park Neighborhood Community Center • Paul Nelson Aquatic Center • Veterans Memorial Community Center 404 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA MARIA • Buena Vista Building LIBRARY SERVICES The Santa Maria Public Library system provides library services to approximately 170,000 people in northern Santa Barbara County at the Main Library, and separate branches located in Cuyama, Guadalupe, Los Alamos, and Orcutt. Santa Barbara County has contracted with the City of Santa Maria to provide library services to nearby County libraries continuously since 1961. The library is a member of the Black Gold Cooperative Library System JPA which provides the library with a shared catalog, server maintenance, system support, and sharing of digital resources, databases, and physical materials. Currently, the City has approximately 51,475 cardholders The Main Library is open seven days a week and the Library website is available 24/7 as a virtual Library branch providing access to free downloadable electronic books, audiobooks, magazines, movies, and specialty databases that benefit students, businesses, and non‐profit organizations. Electronic resources continue to increase in popularity as seen in the increased number of electronic materials circulated. Patrons throughout the service area have online access to recommended homework resources, informational databases, mobile hotspots, laptops, Chromebooks, and a Library of Things with musical instruments, telescopes, sewing machines, cameras, and more are available for home use. SMPL To Go bookmobile: The SMPL To Go bookmobile has joined the library’s collection of resources to serve the community. This vehicle brings library and literacy services to areas of the LAFCO of Santa Barbara County 405 CHAPTER THREE: Q. CITY OF SANTA MARIA City that do not currently have a library nearby. he bookmobile schedule is Tuesday through Saturday at the following time and locations. Tuesday: 9:30‐10:30 a.m., Vandenberg Senior Residence (1316 S Broadway) 1:00‐3:00 p.m., Central Plaza Apartments (200 N. McClelland Street) 3:30‐5:30 p.m., Armstrong Park (1000 E. Chapel Street) Wednesday: 9:30‐10:30 a.m., Marian Extended Care (1400 E Church St) 1:00‐3:00 p.m., Albertson’s Parking Lot (2320 S. Broadway) 3:30‐5:30 p.m., Boys and Girls Club (901 N. Railroad Avenue) Thursday: 9:30‐10:30 a.m., Villa del Sol Apartments (1311 W Battles Rd) 1:00‐3:00 p.m., Evans Park (200 W. Williams Street) 3:30‐5:30 p.m., Preisker Park (330 Hidden Pines Way) Friday: 1:00‐3:00 p.m., The Residences at Depot Street (205 N. Depot Street) 3:30‐5:30 p.m., Rotary Centennial Park (2625 S. College) The Santa Maria Public Library Foundation (SMPLF) is a nonprofit, charitable 501c3 supporting all five libraries in Cuyama, Guadalupe, Los Alamos, Orcutt, and Santa Maria. The mission of the Santa Maria Public Library Foundation is to assist and advance the mission of the Santa Maria Public Library system by providing advocacy, resources and materials. The Foundation has supported the purchase of the Library bookmobile, chromebooks for afterschool homework help, the annual cowboy poetry contest and event held the weekend before the Santa Maria Rodeo, local history displays, and MakerSpace programs. The Foundation holds an annual fundraiser each February and a volunteer recognition event in April. Volunteers in the SMPLF meet bimonthly to plan and organize fundraising projects and the organization’s events. 406 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA MARIA City of Santa Maria Incorporation, Revenues, Attributes, Types of Service, and Resources Attributes City Limits (est. square miles) 22.81 Population (2024 estimated) 110,608 Assessed Valuation (FY 21‐22: Includes City only) $11,199,739,100 36 parks Number of parks, 10 programs recreation programs 1 library libraries, 10 rental spots rental facilities 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 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 Parks X Recreation X Open Space X Library X Facility Rental X Other ‐ Total Staffing Personnel Per 1,000 population Full time Street Maintenance 21 0.19 Emergency Street Maintenance 21 0.19 Administrative Personnel 2 0.02 Other City Staff 602 5.48 LAFCO of Santa Barbara County 407 CHAPTER THREE: Q. CITY OF SANTA MARIA City of Santa Maria has a total of 625 permanent full‐time positions (2023‐2024. Public Works Department has five Divisions with 72 full‐ time positions. Staffing Experience/Tenure (average) Years in Industry Year w/ City Director (1) 46 46 Assistant Director (1) 20 2 Recreation Services Manager (1) 25 20 Park Operations Manager (1) 0 0 Business Manager (1) 18 3 Special Districts Supervisor (1) 30 10 Parks Supervisor (1) 30 15 Special Districts Coordinator (1) 25 25 Recreation Supervisor (4) 20 20 Senior Crew Leader (5) 25 15 Senior Park Services Officer (1) 20 10 Park Services Officer III (2) 15 10 Recreation Coordinator (6) 20 15 Administrative Assistant (1) 12 3 Special Districts Technician (1) 12 3 Crew Leader (2) 15 10 Recreation Technician (2) 10 8 Maintenance Worker I/II (23) 15 7 Community Outreach Coordinator (1) 0 0 Parks Development Technician (1) 0 0 Graphics Technician (1) 0 0 Park Services Officer II (5) 7 4 Park Services Officer I (2) 0 0 Office Assistant II (2) 20 20 Account Clerk I (1) 20 2 Account Clerk Aide (1) 20 3 Marketing & Outreach Coord. (1) 3 2 Facility Specialist II (9) 6 3 Facility Specialist III (1) 0 0 Laborer III (15) 10 4 Recreation Activity Specialist (5) 2 2 Senior Lifeguard (2) 0 0 Other City Staff n/a n/a 408 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA MARIA FINANCES The City prepares an annual budget and financial statement, which includes details for each of its government and enterprise funds. 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 of Santa Barbara County 409 snoilliM ni tnuomA CHAPTER THREE: Q. CITY OF SANTA MARIA CITY OF SANTA MARIA Charges for Services & Property Taxes This indicator addresses the extent to which charges for service covered expenses. Charges for Services and property 120 taxes are the primary funding source for parks, recreation, and library services. Represented below a ratio of one or higher 100 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. 410 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL 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: Q. 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 of Santa Barbara County 411 CHAPTER THREE: Q. 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 Enterprise & Non-Enterprise Funding The City budget includes park, recreation and library services. In FY 2020/2021, the City’s budget was $26,558,780 and increased that to $29,399,190 for FY 2021/2022. The following chart shows a six‐year expenditure trend. The graph below shows the current financial trend in millions. This indicator provides a measurement of the agency’s expenditure over time. Park & Rec, & Library ‐Expenditure 16 0.25 23.0% 14 21.0% 0.2 12 17.0% 10 16.0% 15.0% 0.15 8 13.0% 6 0.1 4 0.05 2 0 0 2018 2019 2020 2021 2022 2023 Parks Recreation Library % Asset Maintenance and Repair The City budget, includes Mobile Equipment and Replacement budget for 2020‐22, calls for 71 pieces of equipment to be replaced and 12 new pieces of equipment to be purchased reflecting $9.1 million in appropriations. The funds also experienced a significant increase in need towards ongoing required repair and maintenance efforts. No one effort is more significant in cost over all others. Instead, there is a collective total in repair, maintenance, and cost totaling $2 million. Some of these costs include hydrant materials and supplies, hauling and disposal, dry‐year water purchase, various valves, emergency water, Wastewater Treatment Plant electrical, and cogeneration repair and 412 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA yrarbiL & ,noitaerceR ,skraP( erutidnepxE ycnegA stsoc gnitarepo llarevo % a sa )secivres CHAPTER THREE: Q. CITY OF SANTA MARIA maintenance, as well as additional costs to help achieve orga nizational objectives associated with City infrastructure, maintenance, and safety. Capital Improvements The City has a Capital Improvement Plan (CIP), which is updated regularly and identifies and prioritizes system improvements and costs. The Capital Projects Budget for 2024‐26 consists of 8 capital projects for Parks and Recreation representing approximately $2.4 million in appropriations. A partial list of CIP projects for FY 24‐26 are listed below, see the full list attached to the City approved Budget. Budgeted or Estimated 2024 to 2026 PARKS & RECREATION CAPITAL PROJECTS  Drainage Improvement Projects $75,000  Recreation & Parks Annex 2 Window Replacement $60,000  Old Library Structural Evaluation ‐ New Development $125,000  Facility Painting: Recreation & Parks $405,050  Turf Removal $250,000  Elks Field Lighting $1,500,000 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 LAFCO of Santa Barbara County 413 CHAPTER THREE: Q. CITY OF SANTA MARIA (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 2027. On March 22, 2013, the City entered into three lease agreements with Suntrust Equipment Finance Corporation for the acquisition of vehicles and equipment for the Fleet Services Fund in the amount of $4,905,000. The three leases have terms of seven, ten and twelve years with interest ranging from 2.14 and 2.68 percent. Payments are due semi‐annually under the terms of the lease agreement. 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. It has been identified by staff or in the preparation of this report that Santa Maria does not have any opportunities to do so. Due to relative distance between the City and other communities, opportunities for shared facilities are limited. It is unlikely that a proposal would be feasible in the near future. 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 414 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA MARIA appoints a City Attorney to represent and advise the City Co uncil on legal matters, a five‐member Planning Commission, Recreation and Parks Commission, and a number of advisory committees. The City currently employs approximately 578 full‐time and 78 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 24 Carlos Escobedo Council Member District 1 Farmer 4 Mike Cordero Mayor Pro Tem District 2 Law Enforcement 15 Gloria Soto Council Member District 3 Healthcare 5 Maribel Aguilera‐ Council Member District 4 Attorney 2 Hernandez 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. LAFCO of Santa Barbara County 415 CHAPTER THREE: Q. CITY OF SANTA MARIA City of Santa Maria Website Checklist website accessed 7/25/24 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. 416 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: Q. CITY OF SANTA MARIA Survey Results The table below includes a list of questions asked of area residents to assess if satisfactory parks, open space, library, and facility rental 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 Parks ‐ ‐ ‐ & Recreation, Open Space, Library and Facility Rental services? 2. Overall, are adequate staffing and equipment ‐ ‐ ‐ provided with the level of Parks & Recreation, Open Space, Library and Facility Rental service? 3. Do you feel an adequate level of funding is ‐ ‐ ‐ provided given the level of service? 4. Personnel arrived in a timely manner and were ‐ ‐ ‐ professional? 5. Personnel was knowledgeable, answer ‐ ‐ ‐ questions, and were informative? No responses were provided by the public related to City of Santa Maria at this time. LAFCO of Santa Barbara County 417 CHAPTER THREE: AGENCY PROFILES [This page left blank intentionally.] 418 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE R. 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 Parks & Rec Director: Jenny McClurg 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 5,663 residents (source: 2024 Department of Finance). The City provides park, recreation, library, and facility rentals through in‐house operations and contract work. The City receives financial support at a rate of approximately $4,330 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, no 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 whose members are elected at large. 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 City 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 419 of Santa Barbara County CHAPTER THREE: R. CITY OF SOLVANG 6 420 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: R. CITY OF SOLVANG OPERATIONS The City of Solvang provides in‐house operation and maintenance of the City’s Parks, Open Space, Recreation, and Community Facilities and Rental Facilities. The City contracts with the City of Goleta for the operation and maintenance of the library services. The City employs approximately 38 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 did not express any challenges related to transportation related 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 Sewage effluent from the City and the Santa Ynez Community Services District is treated and disposed of by the City’s Wastewater Treatment Plant. 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 LAFCO of Santa Barbara County 421 CHAPTER THREE: R. CITY OF SOLVANG 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 City is now also managing the libraries in the Santa Ynez Valley as of July 1, 2019. The Solvang Library is located at 1745 Mission Drive in Solvang. The Library also serves the Santa Ynez and Los Olivos community. You may request specific material or have Las Aletas volunteers choose material based on your interests. During COVID 19, library card holders of the Goleta Valley, Solvang, and Buellton libraries could pick up their hold requests and return borrowed items to the book drops at their local library. Citizens of Solvang can also utilize Santa Ynez Valley Transit (SYVT) curb‐to‐curb service for seniors over sixty (60+) and ADA‐certified patrons (regardless of age) within 3/4 of a mile of the SYVT fixed route. Other fixed route trips can get you to places on the Express Route or Los Olivos 422 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: R. CITY OF SOLVANG 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. Although the City did not request expansion to their Sphere of Influence, the City is evaluating the Alisal Guest Ranch Project. The Alisal Guest Ranch properties will be considered as a separate action and during any future application and will not be evaluated under this service review. Subsequent municipal service review reports will continue to monitor the City’s need to expand their Sphere of Influence. A map of the City’s Sphere of Influence and boundaries can be seen at the beginning of this profile. 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 acres. Solvang adopted an Urban Growth Boundary (UGB) in June, 2020. The UGB is the same as the LAFCO of Santa Barbara County 423 CHAPTER THREE: R. CITY OF SOLVANG Solvang City boundary. The Solvang UGB encompasses 1,564 acres. In 2008, LAFCO approved an out‐of‐agency service agreement that authorizes the City to provide sewer service to the Skytt property located at 1130 Mission Drive (APN 137‐250‐024) within the Western SOI Area. BOUNDARIES Jurisdictional Boundary Solvang’s jurisdictional boundary spans 2.42 square miles with 99.1% Solvang’s existing boundary spans approximately 2.42 square being incorporated and under the land use authority of the City. The miles in size and covers 1,564 acres (parcels and public rights‐of‐ City serves some parcels within the ways) within a contiguous area. Nearly all of the jurisdictional jurisdictional boundary of the County of Santa Barbara. service boundary, approximately 99.1%, is incorporated and under the land use authority of the City. The remaining portion of served land approximately 0.02% of the total is unincorporated and under the land use authority of the County of Santa Barbara. The City serves two areas outside of its jurisdictional service area under out‐of‐agency‐service agreements. Overall, there are 4,359 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 1,259 98.6% 2,366 4,359 OASA – Seltzer 5 0.4% 1 0 OASA – Skytt 8 0.6% 1 0 OASA – Wilkins 5.3 0.4% 1 0 Totals 1,277 100.0% 2,369 4,359 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 1,259 98.6% 2,365 4,359 Co of Santa Barbara 18 1.4% 3 0 Totals 1,277 100.0% 2,368 4,359 Total assessed value (land and structure) is set at $1.6 billion as of April 2024, and translates to a per acre value ratio of $1.3 million. The former amount further represents a per capita value of $290,635 based on the estimated service population of 5,663. City of Solvang receives $1,480,839 in annual property tax revenue generated within its jurisdictional boundary and operates as an enterprise for other services. 424 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: R. CITY OF SOLVANG The jurisdictional boundary is currently divided into 2,366 legal Close to 88% of the parcels and spans 1,259 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 54 vacant parcels that collectively total 73 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‐4 for 2024 estimates the City of Solvang to be 5,663. 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 2,392 households within the City. In contrast, County’s population increased by 5.7 percent between 2010 and 2020. LAFCO of Santa Barbara County 425 CHAPTER THREE: R. CITY OF SOLVANG 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 adopted in 2008, 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 complete it over the next 2‐years. 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 R‐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. 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 2024, the statewide MHI was $111,300, 80 percent of that is $89,040. The MHI for Solvang was $108,074 in 2024, which does not qualify the community as a 426 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: R. CITY OF SOLVANG disadvantaged community. In addition, review of the Sta te 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 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 Recreation Department’s mission is to create and maintain a parks and recreation system which provides important environmental, social, personal and economic benefits central to the city’s residents. Their goal is to provide fun, safe, exciting and entertaining opportunities for everyone through their beautiful parks and popular recreation programs. The City of Solvang maintains 3 parks consisting of roughly 58 acres as well as 4 designated open space locations of approximately 7‐acres combined. The City of Solvang’s Recreation Department also provides a range of activities. A staff of 6 full‐time employees provide all services. LAFCO of Santa Barbara County 427 CHAPTER THREE: R. CITY OF SOLVANG Parks Maintenance Parks Location Amenities Reservable Picnic Areas (5), 01. Tennis Courts (4), Pickleball Hans Christian Andersen Courts (2), Skate Park, Park Playground, Walking/Equestrian Trails Reservable Picnic Areas (2), 02. Softball/Baseball Field, Sand Sunny Fields Park Volleyball Courts (3), Playground, Walking Trails Picnic Tables (4), 03. Solvang Park Gazebo/bandstand 04. Creekside Open Space None 05. Kronborg Open Space None Alisal Commons Open 06. None Space 07. Xeriscape Open Space None Hans Christian Andersen Park – a huge, beautiful park filled with large live oak trees and a castle arch entrance! The space also contains a skate park which has cavernous half pipes that will challenge any skater! There is a playground area with tall slides in a grassy area for both young and older children. There’s a music‐making station with well‐tuned chimes, and a rock‐climbing wall. Plenty of trees and picnic tables are scattered throughout the park, including a child‐sized picnic table at the playground. Sunny Fields Park- The main attraction at this park is a huge, custom‐built wooden castle playground featuring slides, tire swings and little houses for hide and seek. True to Solvang's Danish heritage, there is also a gingerbread house, puppet theater and Viking ship. There are shady spots like a theater where kids can put on a puppet show. There are plenty of medieval towers, monkey bars, rope bars, rock‐climbing wall, bridges, a tube slide, a tire swing, baby swings, and regular swings. There's a separate area for the smallest tots and plenty of seating for adults. Features include the playground grills, picnic shelters, and picnic tables. A baseball 428 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: R. CITY OF SOLVANG diamond and volleyball court is adjacent to the playground. Clean water features, like misters, are placed throughout the park, to offer relief on warm days. Sunny Fields Park's very clean grounds and facilities make visitors feel welcome. Solvang Park- located at the heart of the city center, this park is the center of all the action such as Danish Days, Winterfest, and Free Friday Summer Movie nights in the summer. Recreation Maintenance The Recreation Department offers a variety of programs and camps for adults and children. Adults Sports: • Basketball 5x5 • Bocce • Co‐ed Softball • Volleyball • Men’s Softball • Coed Soccer • Coed Basketball • Music Classes (Guitar & Ukulele) • Dance Classes Children’s Summer Recreation Classes & Camps: *Programs updated throughout the year • Girls Basketball Clinic • Tennis Camps • Survivor Challenge Camp • Challenger Soccer Camp • American Red Cross Certified Babysitters Training • Cookie Camp • Science Camp • Skate Camp • Sand Volleyball Clinic • Family Yoga • Wood Working Camp • Riddle Rovers, Escape Room Camp • Lego Camp • Slime Camp • Jr. Entrepreneur Workshop LAFCO of Santa Barbara County 429 CHAPTER THREE: R. CITY OF SOLVANG • Jr Vet Club • Art Camps • Pirate Camp • Fairy Garden Workshop • Kung Fu Special Events: • Easter Eggstravaganza • Haunted House • Mother‐Son Luau • Movies in the Park • Turkey Trot • Turkey Bingo • Jr Entrepreneur Fair • Teen Dances Facility Rentals Maintenance Reservations for City of Solvang facilities can be made through the Department. The Solvang Veterans’ Memorial Hall and Hans Christian Andersen Park are available for rent. Veterans’ Memorial Hall Solvang’s Veterans’ Memorial Hall, at 1745 Mission Drive, is the City’s most popular site for general meetings, fundraisers, weddings, parties, for‐profit events and other special events. It is often booked more than a year in advance. The Hall has three areas available to the public, the Large Hall, the Veterans’ Legion (Wing, the Kitchen/BBQ area and the Small Hall. The Small Hall is regularly used for Veteran‐only meetings. The Department has used it for the spring, summer and winter youth camps and programs while the Senior Center occupies a room as a temporary home base while their center is under construction. The Department has first priority use of the Hall. The other areas have been used primarily for larger events such as weddings, fundraisers and the like. Such events often occupy all three rooms at one time and are rented for the entire day. Reservations are made through the Department. A fee and cleaning deposit is required based on the function. A security fee and proof of insurance may also be required. Security is required for any event at which alcohol is served. Hans Christian Andersen Park The City’s 50+‐acre park has several areas available for rent. There are four specific picnic areas available each in its own location and with a specific fee. The Atterdag Bowl is also available for 430 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: R. CITY OF SOLVANG rent. The picnic areas have been used for general family outings, parties, celebrations and special events such as weddings. Each area is available to the public at no fee; however, a fee permits the renter to have exclusive use of the area and prohibits use by the general public for a designated time period. A fee and cleaning deposit is required for each area if reserved. All reservations and fees are made through the Department. LIBRARY SERVICES Maintenance The City of Solvang contracts with the City of Goleta for library services. The library provides residents with both physical and digital resources. The Solvang Library is a member of the Black Gold Cooperative Library System. Library Hours • Tuesday and Friday: 10am‐5pm • Wednesday and Thursday: 10am‐7pm • Saturday: 10am‐4pm • Sunday and Monday: Closed Additional Services • Reserve a computer • Public Printing (B&W and Color), Public Wi‐Fi, Document Scanning, and a Copy Machine • Book Sales: The Solvang Library has an ongoing selection of materials for sale on a cart in the lobby area; in addition, the library holds book sales on announced Saturdays throughout the year. LAFCO of Santa Barbara County 431 CHAPTER THREE: R. CITY OF SOLVANG City of Solvang Incorporation, Revenues, Attributes, Types of Service, and Resources Attributes City Limits (est. square miles) 2.45 Population (2024 estimated) 5,663 Assessed Valuation (FY 22‐23: Includes City only) $1,645,868,995 7 parks Number of parks, 20 programs recreation programs 1 library libraries, 3 rental spots rental facilities Regular Financial Audits Every Year Average Annual Revenue Per Capita (FY 22‐23) $4,330 Average Portion of County 1% Property Tax Received 6¢/$1 Ending General Fund Balance (June 2023) $15,863,505 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 Parks X Recreation X Open Space X Library X Facility Rental X Other X Solvang has a total of 6 permanent employees and one Contractor who helps with special events providing Parks & Recreation services for the City of Solvang. 432 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: R. CITY OF SOLVANG Staffing Experience/Tenure (average) Years in Industry Year w/ City Parks & Recreation Director 20 16 Recreation Coordinator 7 <1 Recreation Events Contractor 32 25 Marketing & Events Coordinator 2.5 2.5 Recreation Clerk 1 1 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 and water services, meaning that charges for services are intended to pay for the costs of providing such services. City Revenues 2021-2022 2022-2023 Amount % of Total Amount % of Total Property tax $1,623,747 7.3% $1,754,910 7.2% Sales & use tax $2,118,762 9.5% $2,517,643 10.3% TOT tax $6,031,568 27.1% $6,311,438 25.7% Other taxes $288,349 1.2% $858,338 3.5% Charges for services $8,228,355 37.0% $8,682,796 35.4% Grants & contributions $4,019,761 18.0% $3,761,303 15.3% Interest ‐$114,971 ‐0.5% $353,762 1.4% Miscellaneous $104,103 0.4% $280,700 1.2% Revenue total $22,229,674 100.0% $24,520,890 100.0% Fiscal Indicators Select fiscal indicators are shown graphically below. Over the past three fiscal years, the City’s expenditures have increased in comparison to its revenues. The increase in expenditures was primarily due to undetermined reasons. The City’s reserve balances have sufficient funds to absorb relatively small revenue imbalances. The line graph below shows the current financial trend in millions. These indicators provide a measurement of the agency’s financial condition over time. LAFCO of Santa Barbara County 433 CHAPTER THREE: R. CITY OF SOLVANG Fiscal Trends-City of Solvang 30 25 20 15 10 5 0 2020-21 2021-22 2022-23 Revenue Expenditure Reserve CITY OF SOLVANG Property, Sales, TOT Tax This indicator addresses the extent to which governmental and business type funds covered expenses. Property, TOT, and 100% sales taxes are the primary funding source for recreation and Property Tax parks services. Represented below a ratio of one or higher 80% indicates that the service is self‐supporting. 60% TOT Tax 40% 20% Sales Tax 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 operating expenditures 1.5 Fiscal Year Operating Operating Revenues Expenditures Ratio 1 2018 $ 17,315,205 $ 15,223,676 1.1 2019 $ 16,767,732 $ 17,626,275 0.9 0.5 2020 $ 18,562,782 $ 18,893,036 0.9 2021 $ 18,074,021 $17,116,531 1.0 0 2022 $ 22,229,674 $ 18,272,611 1.2 2018 2019 2020 2021 2022 2023 2023 $ 24,520,910 $ 18,101,224 1.3 434 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA snoilliM ni tnuomA CHAPTER THREE: R. CITY OF SOLVANG 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) 73% 75% 88% 76% Net liability, pension (plan liabilities ‐ plan assets) $ 4,310,393 $ 4,695,870 $ 2,596,064 $ 5,603,171 Other Post‐Employment Benefits (OPEB) Funded ratio (plan assets as a % of plan liabilities) 42% 2023 year of OPEB reporting Net liability, OPEB (plan liabilities ‐ plan assets) $ 2,293,132 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. As of June 30, 2023, the City reported a net pension liability for its proportionate share of the net pension liability of $5,603,171. The CalPERS provides retirement, disability and death benefits. Retirement benefits are defined as 2.5 percent of the employees final 12 months average compensation times the employee’s years of service (3.0 percent for safety employees). Employees with five (5) years of continuous service are eligible to retire at age 55 (age 50 for safety employees). Employees are eligible for service‐ related disability benefits regardless of the length of service. Five years of service is required for non‐service‐related disability eligibility. Disability benefits are determined in the same manner as retirement benefits but are payable immediately without an actuarial reduction. Pre‐retirement death benefits equal an employee’s final full‐year salary. Both plans provide for a two (2) percent Cost of Living Adjustment (COLA). The public safety plan is closed to new entrants. The City reported no payable outstanding amount for contributions to the pension plan required for the year ended June 30, 2023. LAFCO of Santa Barbara County 435 )latipac naht rehto( stessA ycnegA seitilibaiL teN % a sa Coverage of Net Post‐Empployment Liabilities 40 0.3 0.25 30 0.2 20 0.15 0.1 10 0.05 0 0 2018 2019 2020 2021 2022 2023 2018 2019 2020 2021 2022 2023 Agency Assets (other than capital) $30,808,050 $30,438,561 $29,192,643 $31,164,418 $32,005,818 $35,843,401 Net Liabilities (pension & OPEB) $6,572,772 $6,598,751 $7,040873 $7,037,067 $5,037,135 $7,896,303 tnuomA CHAPTER THREE: R. CITY OF SOLVANG 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, 2023, the following employees were covered by the benefit terms: ‐ Retired employees – 26 ‐ Active employees – 28 Culture & Recreation Funding The City budget includes culture and recreation services for governmental activities using the general Funds. The City’s actual budget expense for FY 2020/2021 was $1,651,868, decreasing that to $1,221,471 in FY 2021‐2022, and decreased that to $1,093,712 for FY 2022/2023. 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. Culture & Recreation‐Expenditure 3 0.14 13% 2.5 12% 12% 0.12 0.1 2 9% 0.08 1.5 6% 6% 0.06 1 0.04 0.5 0.02 0 0 2018 2019 2020 2021 2022 2023 Culture & Rec % 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 City has also established a maintenance and repair budget for various facilities which include budgeted expenses for FY 2019/2020 of $101,679, FY 2020/2021 $125,280, FY 2021/2022 $157,126, FY 2022/2023 $188,826, FY 2024‐25 $160,500 and FY 25/26 $162,500. 436 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE snoilliM ni tnuomA % a sa )secivres ceR & kraP( erutidnepxE ycnegA stsoc gnitarepo llarevo CHAPTER THREE: R. CITY OF SOLVANG 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 FY 24‐25, and ~$13.3 million in FY 25‐26 which includes seven (7) high priority capital projects. Projects Budgeted or Estimated 2024 to 2025  Parks and Recreation Master Plan - $75,000  Solvang Park Shade Improvements - $40,000  Solvang Park Lighting ‐ $250,000 Projects Budgeted or Estimated 2025 to 2026  Park Host Mobile Home Replacement - $350,000  HCA Skate Park Concrete Repairs ‐ $60,000  HCA Pickleball Courts - $401,000  Solvang Park Gazebo Repairs - $165,000 Projects Budgeted or Estimated 2027 to 2028  HCA Pergola Replacement Project (Area D) ‐ $140,000 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. Under insurance arrangements, the City has liability coverage of $10,000,000 per occurrence for a workers’ compensation claim and property program coverage up to $25,000,000 based on type of claim. This liability was fully funded and paid in 2024, and there were no pending claims at the end of the fiscal year. LAFCO of Santa Barbara County 437 CHAPTER THREE: R. CITY OF SOLVANG Opportunities for Shared Facilities The City shares with the Santa Ynez Community Services District treatment and dispose of sewage effluent and the police station with County Sheriff. The City of Solvang and the City of Buellton have an MOU for shared recreation services/events. Otherwise, the City does not currently share facilities or services with other agencies, nor have any opportunities to do so, have been identified by staff or in the preparation of this report. Although over the years it was recommended the City consideration of shared wastewater facilities and service with nearby communities including Ballard and Los Olivos. It is unlikely that such a proposal would be feasible in the near future. ORGANIZATION Governance City of Solvang’s governance authority is established under charter law for Cities codified under Government Code Sections 34450 within California Constitution Article XI, Section 5(a)). Cities are authorized to provide municipal affairs outlined in their charter. A five‐member City Council, 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 will be 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 38 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. 438 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE CHAPTER THREE: R. CITY OF SOLVANG City of Solvang | Current Governing Council Roster Member Position Background Years on Council Mark Infanti Mayor Retired Consultant 4 Claudia Orona Council Member Local Business 2 Operator David Brown Council Member District 3 Mortgage Lender 2 Elizabeth Orona Mayor Pro Tem District 4 Technology Sales 2 Robert Clarke Council Member Stock Trader 6 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 7/25/24 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? LAFCO of Santa Barbara County 439 CHAPTER THREE: R. 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 parks, open space, library, and facility rental 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 Parks ‐ ‐ ‐ & Recreation, Open Space, Library and Facility Rental services? 2. Overall, are adequate staffing and equipment ‐ ‐ ‐ provided with the level of Parks & Recreation, Open Space, Library and Facility Rental service? 3. Do you feel an adequate level of funding is ‐ ‐ ‐ provided given the level of service? 4. Personnel arrived in a timely manner and were ‐ ‐ ‐ professional? 5. Personnel was knowledgeable, answer ‐ ‐ ‐ questions, and were informative? No responses were provided by the public related to City of Solvang at this time. 440 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL 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 2024 Department of Finance Table E4 estimate. Mapping and statistical data were provided by County Surveyor’s Office. A special thank you to all for helping to bring this report together. B. Parks & Recreation Related Service Providers In Santa Barbara County, parks, recreation, and open space services are provided by a network of Federal, State, and 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 city parks, recreation, and trail facilities 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 park acreage and programming such as recreation classes and camps to meet the needs of residents and surrounding communities. Smaller cities (e.g., Guadalupe, Solvang, Carpinteria) provide parks and a range of services but often rely on regional or private recreation providers and schools for more comprehensive recreation programming such as sports leagues and recreational classes. Below is a brief description of each City’s recreation planning framework and departmental operations. Information about each City’s recreation planning capabilities is provided, including recreation setting, staffing, fee collection, and key general plan actions related to recreation. LAFCO of Santa Barbara County 441 APPENDIX The boundaries of these Cities can be seen in Map ES-1 (page 2). Review of other services provided by Santa Barbara County’s Cities will be completed in coming years. The Spheres of Influence of Cities were updated in 2016 and will be re-considered following subsequent municipal service reviews. SPECIAL DISTRICTS Ten Special Districts provide various services related to parks, recreation, open space conservation topic which include parks, recreation, library, and facility rental services within the County: one resource conservation district, two recreation and park districts, one municipal improvement district, two community services districts, and four county service area. These districts are the subject of this report. Their boundaries are shown on Map ES-1 (page 2). STATE & FEDERAL PROTECTED AREAS The California State Parks has six properties within the county, including Carpinteria State Beach on the coast within the City of Carpinteria, El Presidio de Santa Barbara State Historic Park in the heart of downtown Santa Barbara, El Capitan and Refugio State Beaches on the Gaviota Coast, Gaviota State Park on the coast and hillsides where Highway 101 meets SR-1, and La Purisima Mission State Historic Park to the northeast of the City of Lompoc. The boundaries of the State and Federal systems are included in Map ES-2 (page 18). These state parks provide critical recreational facilities for both residents and visitors. For example, the three Gaviota Coast state parks and Carpinteria State Beach accommodate over 700,000 visitors annually and provide over 400 important low-cost overnight accommodations, as well as coastal access and extensive hiking trails. 442 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE APPENDIX La Purisima Mission State Historic Park provides an extensive hiking trail network used by residents of the Lompoc Valley and visitors to the area. Additionally, the California Department of Fish and Wildfire manages the Burton Mesa Ecological Reserve to the north of the City of Lompoc, including a land management plan that addresses resource conservation. Several federal agencies have jurisdiction in specific areas of the county. For example, the U.S. Forest Service oversees the Los Padres National Forest in the county, which is subject to land management plans that address recreation, including camping, trails, and vehicle use. The U.S. National Parks Service manages the Channel Islands with resource management plan. Federal lands are commonly addressed through land management plans, which can include approaches and improvements for public recreation. Vandenberg Space Force Base has its own unique demographics and recreational needs. 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. CONSERVATION & OPEN SPACE ELEMENTS The Conservation and Open Space elements are mandated by State law for inclusion in County and City General Plans. An Open Space Element consists of policies and measures for preserving open space for natural resources, outdoor recreation, public health and safety, and the managed production of resources. The element recognizes that preserving scenic lands often includes purchasing land for park space, but that some species require protected ecosystems with only very light recreational use. This element inventories all large parks and community parks. The purpose of the inventory is to identify potential areas for future open space designations, either for outdoor recreation, public health and safety, managed production of resources, or the preservation of natural resources. The Conservation Element includes policies that address the conservation, development, and use of natural resources, including water, forests, soils, rivers, and mineral deposits. These elements also call for the preservation of specific geological features, including dunes, sloughs, and marshes, despite the increasing demand for recreational spaces in proximity to sensitive habitats. LAFCO of Santa Barbara County 443 APPENDIX PARKS & RECREATION MASTER PLANS Providing for recreation in a community involves several essential components, including governing documents identifying the community’s goals for recreation. Recreation planning occurs based on policy documents such as general plans or master plans, as well as budget documents and funding sources to implement capital improvements, acquisitions, and maintenance programs. Parks and recreation staff are also essential to plan for, seek funding for, and maintain the facilities to serve the community’s needs and achieve adopted goals. The overview includes countywide plans including community plans and master plans. The County of Santa Barbara is currently undergoing a Recreation Master Plan anticipated publication in late 2024. In addition, the County’s framework includes a Comprehensive Plan and General Plan Elements that discuss recreational planning. The City of Buellton framework includes General Plan and Bicycle and Pedestrian Master Plan, City of Carpinteria framework includes General Plan/Local Coastal Plan and Carpinteria Bluffs Coastal Access, Recreation, and Open Space Master Program, City of Goleta framework includes General Plan, Parks, Facilities, and Playground Master Plan draft and Bicycle and Pedestrian Master Plan, City of Guadalupe framework includes their General Plan, City of Lompoc framework includes their General Plan, City of Santa Barbara framework includes their General Plan, City of Santa Maria framework includes General Plan and Recreation and Parks Department Leisure Needs Assessment and Action Plan, City of Solvang framework includes their General Plan. The Isla Vista Recreation and Parks District adopted a Master Plan for Recreation & Park Usage. LIBRARY MANAGEMENT SYSTEMS In Santa Barbara County, the County contracts annually with four Cities (Santa Maria, Lompoc, Goleta, & Santa Barbara) and their municipal libraries to administer nine branch libraries. Four of the branches are in smaller Cities and receive City and County funding. The remaining five branches are in unincorporated areas and have no other public funding source. The nine branches operate using the Black Gold Cooperative Library System. The sharing of resources between libraries in both San Luis Obispo and Santa Barbara is available through interlibrary loans. D. Relationship to Prior and Future Municipal Service Reviews This report updates previous parks, recreation, library, and facility rental services reviews. The reviews were included in the following documents: City of Carpinteria MSR (November 2005). City of Goleta MSR (September 2005). EMID MSR (September 2005). 444 ADOPTED 2024 PARKS, OPEN SPACE, LIBRARY & FACILITY RENTAL SERVICE REVIEW & SPHERE UPDATE APPENDIX Isla Vista Recreation and Park MSR (September 2005). Eastern South Coast Area MSR (November 2005): Carpinteria Sanitary. Carpinteria Valley Water District, City of Carpinteria and City of Santa Barbara, County Service Area 12, Montecito Sanitary, Montecito Water, Summerland Sanitary, Mission Canyon Lighting, County Service Area 11. City of Santa Barbara MSR (November 2005). Santa Barbara Goleta Valley Area MSR (September 2005): EMID, Goleta Water, Goleta Sanitary, Goleta West Sanitary, City of Goleta, City of Santa Barbara, and County Service Area 31. Lompoc Area MSR (February 2005): Santa Barbara County Fire Protection District and County Service Area 32, and City of Lompoc. County Service Area No. 3 MSR (September 2005). City of Santa Maria MSR (February 2006). Cuyama Valley Recreation and Park MSR (April 2006). City of Buellton MSR (April 2006). City of Solvang MSR (April 2006). Cuyama CSD MSR (April 2006). Santa Ynez Valley MSR (April 2006): Santa Ynez CSD, SYRWCD, SYRWCD ID #1, City of Buellton and City of Solvang. Los Alamos CSD MSR (August 2006). Cachuma Resource Conservation MSR (August 2006). County Service Area No. 4 MSR (April 2012). County Service Area No. 5 MSR (April 2012). 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 While the current report addresses the parks, recreation, library, and facility rental services provided by the Isla Vista Community Services District, EMID, and all eight Santa Barbara County Cities, it does not update the Spheres of Influence of these agencies. Sphere updates will be provided as a part of future reviews of all of the services provided by these multi-service agencies. As subsequent service reviews are prepared and adopted for all other miscellaneous services, including all other services: healthcare, vector control, municipal improvement and embarcadero, cemetery and other services. Spheres of Influence will be updated for the remaining agencies that are reviewed in that MSR. For each multi-service agency and Cities, the Sphere of Influence will be updated at the completion of all service reviews. LAFCO of Santa Barbara County 445 Resolution 24-09 MSR- Parks, Recreation, Open Space. Library. & Ifacilin' Rental Sen ices I-AFCO 24-09 RESOLTJTION OF TIItr SANTA BARBARA I-OC]AL NCtrNCY FORMATION I]OMMISSION MAKIN(; DE'I-ERMINA'I'IONS AND AI'PROVINC "I I.IE 2024 COUNTYWIDE MUNICIPAI- SERVICE RI]VIEW AND SPTIERES OI-' INFLUENCE T.OR PARKS. RECREATION. OPEN SPACE. LIBRARY, AND FACILITY RENTAL 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 2024 Countyu'ide Parks. Recreation. Open Space, Library. and Facility Rental Services and Sphere of Influence lleview for l8 agencies: Cachuma Resource Conservation District. Cuyama Valley Recreation and Parks District, Isla Vista Recreation and Parks District. Embarcadero Municipal Improvement District (EMID), Los Alamos Communitl' Services District, Isla Vista Community Sen'ices District, County Service Arca 3, County Service Area 4, County Senice Area 5, County Service Area 11, City of Buelhon. City of Carpinteria, City of Goleta, City of Guadaiupe, City ofl-ompoc. City of Santa Barbara, Cit.v of Santa Mada, and City of Solvang ("service providers"). WHEREAS. the Commission is required to review and update, as necessary. adopted spheres ofinfluence not less than every five years. and WHEREAS, the Commission is directed to conduc! a review of municipal services not later than the time it considers an action to establish or update a sphere ofinfluence, and WHF.REAS. the Executivc Officer has given the nolices required by law and forwarded copies of his report to officers, persons and service providers as prescribed by law; and WI{LRLAS, the public hearing for this mater was conducted at 1:00 p.m. on December 12,2024; and WHEREAS. at said hearing. this Commission heard and received all oral and written protests, objections, and evidence which were made. presented or tlled" and all persons present were given the opportunity to hear and be heard in respect lo any matter relating to said Sphere of Influence Update and Municipal Sen'ice Review lbr the Parks. Recreation, Open Space, Library, and Facility Rental Services Agencies; and l Resolution 24-09 MSR- Parks. Recreation. Open Space, Library. & Facility Rental Services NOW. THEREFORE. BE IT RESOLVED DETERMINED AND ORDERED by the Commission as lollows: ( I ) Finds this action is exempt from provisions of the Califomia Environmental Quality Act, Public Resources Code section 21000 et seq. (CEQA) as "information collection" under Section 15306 of the State CEQA Guidelines based on the determination that this action does not have the potential for causing a significant effect on the environment (Section 15061(b)(3)), and based on the applicability of Sections 15303 and 15319 of the State CEQA Guidelines: (2) IIas considered all thotors required to be considered by Govemment Code Section 56425(e) and 56430 and hereby adopts such determinations as set lbrth in the Public Revieu' Draft of the Sphere of Influence Update and Municipal Service Review with said determinations being incorporated by reference herein as though set forth in full; (3) Adopts the Service Review Determinations, as shown on Exhibit I: (4) Adopts the Sphere of Influence Determinations, as shown on Exhibit J; (s) Adopts the 2024 Municipal Sen'ice Reviews for all l8 Special Districts and Cities providing Parks, Recreation, Open Space, Library, and Facilit-v Rental Sen'ices in Santa Barbara County; and (6) Reaffirms the currently adopted Spheres of lnfluence ofthe Cachuma Resources Consenation District, Cuyama Valley Recreation and Park District, Isla Vista Recreation and Park District, Los Alamos Community Services District, County Service Area 3, County Service Area 4, County Serl'ice Area 5, and County Service Area I l. as shown on Exhibits A, B, C, D, E, F, G, & H; This resolution is hereby adopted this I 2tl' day of December,2o24 in Sarta Barbara. Calitbrnia AYES: Commissioner Geyer, Kyriaco, Nelson, Osborne, Stark, l4JiUia ns , and Freeman NOES: None ABS]-AlN: None 2 Resolution 24-09 MSR- Parks, Recreation. Open Space, Library, & Facility Rental Services Santa Barbara County Local Agency Formation Commission ay Freeman, Cl-rair Date lzItzlzq ATTESI': Natasha Carbajal, Clerl</Analyst Santa Barbara Countv- Local Agencl Formation ('ommission Exhibit A Exhibit B Exhibit C Exhibit D Exhibit E Exhibit F Exhibit G Exhibit H Exhibit I CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS A. Scope This Chapter contains the recommended Municipal Services determinations for parks, recreation, open space, library, and facility rental services provided by 18 Special Districts and Cities in Santa Barbara County. These agencies are one Resource Conservation District (Cachuma RCD), two Recreation and Parks Districts (Cuyama Valley & Isla Vista), one Municipal Improvement District (EMID), two Community Services Districts (CSD) (Los Alamos & Isla Vista), four County Service Areas (County Service Area 3, County Service Area 4, County Service Area 5, County Service Area 11), 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 in the future additional MSR’s. B. Summary of Recommendations Based on the recommended determinations in this chapter, the Executive Officer recommends that the Commission adopt the Municipal Service Review for all 18 agencies providing parks, recreation, open space, library, and facility rental 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 determinations with respect to seven areas as required by Government Code section 56430(a). Exhibit I Each recommended determination applies to all 18 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 18 agencies are provided in Chapter Three. Additional parks recreation, and open space maintenance services are also provided by the County Community Services Department, non-profits, or other organizational groups within the county. LAFCO has no authority over the County, State and Federal entities or the private/nonprofit organization entities. A brief review of these services is included in the Appendix. D. Determinations 1. GROWTH AND POPULATION PROJECTIONS FOR THE AFFECTED AREA REGIONAL The preparation of this study was produced using the 2020 Census, Department of Finance, SBCAG Regional Forecast as the most recent available data. The 18 local agencies currently serve an estimated Countywide resident population of 443,623+. 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 parks and recreational facilities. (The relationship between projected growth and service area boundaries is discussed individually in each of the MSR sections.) Exhibit I Populations in less-developed areas of the County may not be receiving adequate recreational services and opportunities because of their distance from recreational facilities. The County’s Draft Recreation Master Plan provides an overview of demographic factors such as existing population, projected growth rate, age, and household income levels as indicators for where and how recreation facilities and programs should be provided. The Master Plan addresses sociodemographic factors that indicate unique recreation needs countywide and within individual communities. Santa Barbara County residents have diverse characteristics and differing recreation needs. The amount and type of recreation facilities and programs needed in each community is determined in part by population growth and other demographic factors that can change over time. 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. Most of this growth (48.5 percent) is projected to occur in the Santa Maria Valley with an increase of 22,263 residents. The 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. Exhibit I AGENCY SPECIFIC The Department of Finance population estimates Report E-4 for 2024 estimates the population for the City of Carpinteria to be 12,744. Between 2010 and 2022, the population of Carpinteria decreased by 81 people. City of Santa Barbara population is estimated to be 86,591 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, Isla Vista CSD, Isla Vista Recreation and Park District, and County Service Area 3. These population figures are estimated at 32,515, 15,000, 15,500, and 31,700 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 Exhibit I 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. 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 8,676. 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 2020, the population of Santa Maria increase by 7.3% from 99,553 to 110,608. 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. Cuyama Valley Recreation and Park District has a population of approximately 680 people. Between 2010 and 2020, the population of Cuyama unincorporated area did not change. As a rural unincorporated area, population growth rates in Cuyama Valley are expected to be relatively low between 2021 and 2050, with growth rates decreasing from 2.6 percent to 0.5 percent through 2050. This indicates that growth will be slow in both Cuyama and New Cuyama. Collectively, the Cuyama Valley is expected to growth by 8.6 percent between 2021 and 2050. 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 43,610. 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. 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 5,663. Growth in Solvang is projected to be relatively low with a total increase of 9.3 percent to reach 6,298 residents by 2050. Exhibit I Los Alamos Community Services District has a population of approximately 1,634 people. 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. 2. THE LOCATION AND CHARACTERISTICS OF ANY DISADVANTAGED UNINCORPORATED COMMUNITIES (DUC) WITHIN OR CONTIGUOUS TO THE SPHERE OF INFLUENCE. REGIONAL In 2024, the California statewide median household income (MHI) was $119,100, and 80% of that was $89,040. 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 Cachuma Resource Conservation District service area and Sphere of Influence cover the entire 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, County Service Area 3, 4, or 11, City of Solvang, City of Buellton, and City of Carpinteria, providing parks and recreation related services in Santa Barbara County. The median household income (MHI) for Goleta was $113,889 in 2024, 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 Exhibit I 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 $66,026 in 2024, 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 $66,947 in 2024, 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 $81,447 in 2024, 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 Orcutt was $108,225 in 2024, which does not qualify the community as a disadvantaged community as it relates to County Service Area No. 5. However, a small area was identified in the DAC Mapping and EJ Screen includes State Hwy 1 (Orcutt Expressway) and Union Valley Parkway and Del Cielo Mobile Estates that are contiguous to CSA 5’s Sphere of Influence does qualify as a disadvantaged community. The MHI for Santa Barbara City was $104,001 in 2024, 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 between $23,121 and $24,121 in 2024, which qualifies the community as a disadvantaged community. This qualifies for both Isla Vista CSD and Isla Vista Recreation and Park District, respectively for smaller portions within the community. However, the area is being served by the various Districts for water, wastewater, park and recreation, and fire services. Exhibit I The MHI for Cuyama which includes Cuyama Valley Recreation & Park District’s boundaries was $55,104 in 2024, which does qualify the community as a disadvantaged community. The District’s Spheres of Influence is coterminous and Cuyama Valley Recreation & Park District boundary is within an unincorporated community. The MHI for Los Alamos was $46,930 in 2024, which does qualify the community as a disadvantaged community. The District’s Spheres of Influence is coterminous and Los Alamos is an unincorporated community. 6 Government Code section 56033.5. 3. PRESENT AND PLANNED CAPACITY OF PUBLIC FACILITIES AND ADEQUACY OF PUBLIC SERVICES, AND INFRASTRUCTURE NEEDS OR DEFICIENCIES REGIONAL Outside of the one Countywide RCD studied in this review, eighty-nine percent of the residents of Santa Barbara County are currently within the boundaries of a City or Special District providing parks, recreation, open space, library, and facility rental services. A few agencies adopt Master Plans to evaluate service capacities and future needs. The County is undergoing a Recreation Master Plan with a target date of early 2025. It is recommended all agencies adopt Master Park & Recreation Plans that address future population projections; identify needs for parkland acreage, facilities, and staffing; evaluate revenues and expenses; provide a cost avoidance analysis; and determine whether projected revenues are adequate to fund planned improvements. Cumulatively, there are adequate parkland and recreational resources in the County to meet the existing need of 4,436 acres and projected future need of 5,133 acres of developed parkland. This includes factoring the additional unincorporated portions of the County and park system under County operations and maintenance. Under these public agencies there are 16,129-acres of parkland and open space. Of this amount 5,692-acres are in unincorporated areas. The 2023 NRPA Agency Performance Review outlines key metrics that enable park and recreation professionals to compare agencies and identify best practices. Key findings from the report show that the typical park and recreation agency has: • 2,287 residents per park • one playground for every 3,759 residents • 8.9 full-time employees per 10,000 residents • operating expenditures per capita of $94.77 • revenue to operating expenditures of 24.6 percent Exhibit I • 10.8 acres of parkland per 1,000 residents • 46 percent of full-time staff dedicated to operations/maintenance As documented in each Chapter Profile, some agencies meet these metrics while other fall short. The Los Alamos Community Plan adopts 4.7 acres of recreation/open space per 1,000 people as the minimum standard ratio, per the Land Use Element. The Orcutt Community Plan (largely covers CSA 5) and Summerland Community Plan (covers CSA 11) both adopted 4.7 acres of recreation/open space per 1,000 people as the minimum standard ratio, per the Land Use Element. Recreation needs are met by both County parks and private/pseudo-private parks provided through development projects. The City of Buellton’s standard for park provision is five acres of park area per 1,000 residents. The City of Goleta Open Space Element does not adopt a specific parkland to population ratio but acknowledges the City provides about 17 acres per 1,000 residents. AGENCY SPECIFIC The Cities of Buellton and Solvang have an MOU for shared recreation services/events. As documented in respective City’s Profile a total of 90-acres of parkland serves approximately 10,333 residents. Library services are managed by the City of Goleta in these Cities and all services are determined to be adequate. The City of Goleta maintains approximately 550 acres of city parks and open space that serves a population of 32,515. The City of Goleta manages the Goleta Valley Library Branch that includes County Library Zone 4. Library Zone 4 serves as a regional main library for Goleta, Hope Ranch, Isla Vista, County Community Services Area 3, and Gaviota. the City also manages the libraries in the Santa Ynez Valley which include the Buellton Library, Solvang Library, Los Olivos Library, and Santa Ynez Library. Both park and library services are determined to be adequate. The City of Guadalupe’s maintains approximately 21 acres of city parkland with 8,676 residents. The City of Guadalupe’s library is part of Zone 3 which is managed by the City of Santa Maria on a contract basis. The City is slightly underserved on a per capita basis at 2.56 ratio. The City of Lompoc maintains approximately 298 acres of city parkland and 71.86 acres of trails serving 43,610 residents. The City develops and maintains classes, camps, workshops, and events designed to serve adults, youth and families of all ages and abilities. The City of Lompoc libraries located in Lompoc and Vandenberg Village, as well as the Charlotte’s Web Mobile Children’s library (also known as the bookmobile). The City of Carpinteria maintains a total of (11) recreation parks, pocket parks, neighborhood parks, and open space/nature preserves. The City conducts a variety of special programs intended to help promote recreation in the community. The City of Carpinteria took over the management and operation of the library on July 1, 2022. Exhibit I The City of Santa Barbara maintains approximately 1,765-acres of city parkland encompassing 60 developed and open space parks, beaches, recreation and sports facilities, and a municipal golf course as well as the City's urban forest, parkways and medians program. A wide variety of classes, camps, and programs that help participants young and old to develop a healthy passion for arts, dance, fitness, and more. The Santa Barbara Public Library is within Zone 1 and provides library services to residents within the City of Santa Barbara and unincorporated areas (Montecito, Summerland, and Mission Canyon). Library on the Go outreach van provides library services and programs to neighborhoods in Santa Barbara, Montecito, and Summerland. The City of Santa Maria maintains approximately 2,000-acres of city parks in 31 neighborhood and community parks, part of the 1,774-acre Los Flores Ranch Park property, the Abel Maldonado Community Youth Center, the Hagerman Softball Complex, Paul Nelson Aquatics Center, Elwin Mussell Senior Center, Veterans' Memorial Center and other community centers. The City of Santa Maria Recreation Department offers various programs, courses, and camps for youth and adults of all ages. The Santa Maria Public Library system provides library services to approximately 170,000 people in northern Santa Barbara County at the Main Library, and separate branches located in Cuyama, Guadalupe, Los Alamos, and Orcutt. Isla Vista Recreation and Park maintains 25 parks and roughly 58 acres of open space serving over 27,000 visitors. The District holds many recreational and event activities throughout the year. Los Alamos CSD operates and maintains the Ferrini Park (0.5-acres) serving approximately 1,634 people. Ferrini Park is a day use park only. The community occasionally holds music in the park events during the summer months. EMID operates and maintains (18-acres) including Community Center, Riding Arena, Children’s Playground, and Tecolote Meadows Park. The Riding Arena provides a space for equestrian activities. The Children’s Playground provides swings, slides and imagination areas for ages 2-12. Cuyama Valley Recreation and Park maintains 13.6-acres serving approximately 680 people. Richardson Park offers BBQ Grills, Benches or Picnic Tables, Group Picnic Areas, Hiking Trails, Playground, and Restrooms. Recreational Programs include soccer, basketball, volleyball, cheerleading, dance, and theatre. 4. FINANCIAL ABILITY OF AGENCY TO PROVIDE SERVICES REGIONAL The demands on parks, recreation, open space, library, and facility rental 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, the existence of parks and recreational programs, and other factors. These factors help dictate the amount of money required to provide an adequate level of service. The collection and distribution of Quimby Act fees on new subdivision lots within each Exhibit I City and unincorporated portions of the County is a primary funding source for maintaining parks and recreational activities. (Those fees are used by the Cities and County, for existing park and recreation programs, for specific community recreation facilities, and to school districts within the County boundaries for enhanced recreational opportunities.) Nearly all funding for parks, recreation, open space, library, and facility rental services provided by the local agencies are generated from general sales, property, sales tax revenues (as part of General Funds), charges for services, Grants, and Ballot passed Measures that provide revenues for park, recreation, and library projects in Santa Barbara County. Each service providers have varying levels of service and funding. Coordination between agencies can be challenging. Many recreational service providers struggle with the same obstacles of limited funding for recreation planning, maintenance, and development of parks and facilities, as well as improvements to recreation facilities and services. Typically, agencies’ lack the ability to pursue state and federal grants, or requiring dependence on limited local funding sources particularly the smaller unincorporated areas. Pension and other post-employment benefit costs have increased over the last five years. Many of the agencies currently finances benefits on a pay-as-you-go basis. The City of Carpinteria, City of Goleta, City of Lompoc, and City of Santa Barbara are the exceptions who have established a Benefit Trust and/or OPEB Trust for the purpose of reimburse or to pay pension benefits. The following agencies do not offer Pension and other post-employment benefit (OPEB) to employees; Cuyama Valley Recreation and Park District, Embarcadero Municipal Improvement District, and Isla Vista Community Services District. While an agencies budget may expand due to increased service demands, the size of a budget is closely related to the availability of funds. The financial ability to provide park, recreation, library, and facility rental services from some agencies has not kept pace in recent years. As outlined in Chapter Three, agencies providing these services within Santa Barbara County experience a wide range of revenue. Local Special Districts agencies receive between $895 and $4.42 per resident (the median being $180). While the City agencies receive between $5,548 and $1,851 per resident (the median being $3,003). The amount of revenue received by a Special District agency are often determined by factors over which agency residents have no control: assessed valuation, the date of a formation and past taxation levels, land development and property sales within the agency’s boundaries, with a few exceptions for some district that set specific rates for services. For a City, the competition is for scarce resources among local government programs that divide up General Fund revenues. Local residents do have the ability to propose and approve tax measures to increase local services. Although passage of sales tax measures is increasingly more difficult. State law7 requires that an agency file an audit with the State Controller and County Auditor within 12 months of the end of the fiscal year or years under examination. All of the agencies providing parks, recreation, open space, library, and facility rental services, except for three, have Exhibit I provided LAFCO with the most recent audit as required by State law. The Cuyama Valley Recreation and Park were not able to provide audits since 2018. The City of Guadalupe, Isla Vista CSD and EMID are in the process of completing their 2023 audit. However, these three agencies did provide financial estimates. AGENCY SPECIFIC When a district annexes an area, the Property Tax Transfer Agreement with the County typically matches the annexing district’s 1% County property tax within the annexation area. On the other hand, when an area is detached from a district, through a City annexation, the district no longer receives any taxes from this property. The 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. 7 Government Code section 26909(a)(2). 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 parks and recreational needs the opportunities for shared facilities are limited. A key metric for shared services would be to have parks and recreation opportunities within a 10-minute radius of where residents live. So, while many do not currently share facilities with other agencies or the agencies do not have any opportunities to do so, residents that have the opportunity to travel short distances for recreational and open space activities is available. Some jurisdictions have shared service arrangements, which are outlined below and described in greater detail for each agency in Chapter Three, such as library services, some beach and trail access and maintenance. AGENCY SPECIFIC The libraries within the County of Santa Barbara are separated into (5) zones based on the management of the libraries. Currently, all zone, with the exception of Zone 1 (Santa Barbara) are members of Black Gold Cooperative Library System. As members the cooperative allows for all branches to be able to share library resources and materials. Exhibit I 6. ACCOUNTABILITY FOR COMMUNITY SERVICE NEEDS, INCLUDING GOVERNMENT STRUCTURE AND OPERATIONAL EFFICIENCIES REGIONAL Santa Barbara County is served by a web of agencies providing parks, recreation, open space, library, and facility rental services. This Municipal Service Review primarily looks at the 18 Agencies – one Resource Conservation District, two Recreation and Parks Districts, one Municipal Improvement District, two Community Services Districts (CSD), four County Service Areas, 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 18 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 with the exception of Cuyama Valley Recreation & Park District. Notably, Cuyama Valley Recreation and Park District were unable to provide budget, audits, or specific data needs for their service area. 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 are either transitioning or already elect members by-district elections by 2024. Cachuma Resource Conversation District is composed of nine members who are appointed to four- year terms by the County Board of Supervisors. Exhibit I Cuyama Valley Recreation & Park District is composed of a five-member Board of Directors that are elected at-large to staggered four-year terms. The County Service Areas (3, 4,5, & 11) are dependent Special Districts governed directly by the Santa Barbara County Board of Supervisors. The five County supervisors are elected from geographic districts for four-year terms. Isla Vista Community Service District has a seven-member Board of Directors with four members elected at-large to staggered four-year terms, and one member elected at-large to serve a two-year term. UCSB and County both appoint the remaining two members. The Board of Supervisors appointment is for a two-year term and the Chancellor of University of California, Santa Barbara for a term of four years. The Embarcadero Municipal Improvement District has a five-member Board of Directors that are elected at-large to staggered four-year terms. Of the 18 Special Districts and Cities providing parks, open space, library, & beautification, facility rental services, all of them with the exception of the dependent districts and the Cuyama Valley Recreation & Park District whose website is currently under construction, 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. CSA 3, 4. 5 & 11 are managed by the County and operates under the Public Works’s Department which maintains a separate website and provides some useful links to important public information. Consistent with the public notice requirements of California’s Brown Act, public agendas must be posted by all public agencies at a public location a minimum of 72 hours prior to the meeting. State law also requires that agendas be posted on the agency website, if one exists. All agencies must also allow the opportunity for members of the public to directly address the legislative body on any item of interest to the public at every regular meeting. As of January 2020, Senate Bill 929 requires all independent special districts to maintain a website, unless the district passes a resolution claiming hardship for particular reasons each year. All Special Districts in this Study currently maintain a website. Exhibit I 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. Exhibit J CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS A. Scope This chapter provides recommended Sphere of Influence determinations for one Resource Conservation District, two Recreation and Parks Districts, one Community Services Districts (CSD), and four County Service Areas. The other ten agencies provide multiple types of services still being evaluated. This chapter does not include recommended determinations for the Embarcadero Municipal Improvement District, Isla Vista Community Service District, or the eight Cities (Buellton, Carpinteria, Goleta, Guadalupe, Lompoc, Santa Barbara, Santa Maria, and Solvang). The current report addresses the parks, recreation, open space, library, and facility rental services provided by these eight Cities and two multi-service districts. It discusses, but does not update, the Spheres of Influence of these agencies. Sphere updates will be provided together with future reviews of all of the services provided by the Cities and multi-service districts. B. Summary of Recommendations Based on the recommended determinations in this chapter, the Executive Officer recommends that the Commission: 1. Adopting the 2024 Municipal Service Review for all 18 Special Districts and Cities providing Parks, Recreation, Open Space, Library, and Facility Rental Services in Santa Barbara County; 2. Affirming the currently adopted Spheres of Influence of the Cachuma Resources Conservation District, Cuyama Valley Recreation and Park District, Isla Vista Recreation and Park District, Los Alamos Community Services District, County Service Area 3, County Service Area 4, County Service Area 5, and County Service Area 11, as shown on the map on pages 41, 42, 43, 44, 45, 46, 47, & 48. C. Overview The Cortese-Knox-Hertzberg Act states that in determining the Sphere of Influence of each local agency, LAFCO shall consider and prepare a written statement of its determinations with respect to five areas8: 8 These determinations are contained in Government Code section 56425(e). Exhibit J 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 eight Special Districts. The other ten agencies provide multiple types of services still being evaluated. This chapter does not include recommended determinations for the Embarcadero Municipal Improvement District, Isla Vista Community Service District, or the eight Cities (Buellton, Carpinteria, Goleta, Guadalupe, Lompoc, Santa Barbara, Santa Maria, and Solvang). Each of the five recommended determinations applies to all 18 agencies as a group. The Executive Officer has found the Spheres of Influence of the Cachuma Resource Conservation District, Cuyama Valley Recreation and Parks District, Isla Vista Recreation and Parks District, Los Alamos Community Services District, County Service Areas No.3, County Service Areas No.4, County Service Areas No.5, and County Service Areas No.11. 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 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 additional to the strong agricultural economies of the Santa Maria, Santa Ynez and Lompoc Valleys, the South Coast Region is a center of tourism along the Central Coast. Exhibit J 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 Cachuma Resource Conservation District, two Recreation & Park Districts (Cuyama and Isla Vista, the Embarcadero Municipal Improvement District, and three Community Service Districts (Cuyama, Isla Vista, Los Alamos) have a Sphere of Influence that match their district boundaries having no Sphere of Influence beyond service boundaries. The four County Service Areas (3,4,5 & 11) all have a Sphere of Influence that match their district boundaries. These communities have limited areas for future development and will be dependent on in-fill projects. Trends for recreational planning include high rates of diabetes and obesity, Santa Maria Valley needs attractive, widespread, and easily accessible options to use recreation and active transportation as daily exercise. The City of Santa Maria is projected to grow by 16.2 percent, significantly increasing demand for parks and recreation facilities. Over 30 percent of the City of Santa Maria’s and Guadalupe’s residents are children under 18 who require access to playgrounds, ballfields, and diverse active recreation opportunities. Nearly 30 percent of Orcutt’s residents are seniors over 55 years old who may require recreation amenities and senior-focused programming that support active lifestyles and community engagement. With 23.8 percent of residents under 18 years old, local facilities and programs serving school- aged youth and teenagers are needed, particularly considering the distance between Cuyama Valley and other urban areas. With 32.9 percent of residents over 55 years old, the Cuyama Valley may require added senior programs and passive recreational opportunities located in within Cuyama or New Cuyama for ease of access. With 24.3 percent of residents under 18 years old, Lompoc Valley has continuous need for active recreation such as playgrounds, ballfields, and active recreation programming. With 39 percent of Vandenberg Village residents and 31 percent of Mission Hills residents are over age 55, these communities may require added senior programs and passive recreational opportunities located locally for ease of access. With high rates of diabetes and obesity, Lompoc Valley needs attractive, widespread, and easily accessible options to use recreation and active transportation as daily exercise. The communities in Santa Ynez Valley are generally autonomous and separated from one another, which indicates that recreation needs must be met locally to serve the unique needs of each community. With nearly half residents in Ballard, Santa Ynez, and Los Olivos are over age 55, these communities may seek more passive recreational opportunities such as hiking trails, passive parks, or open space and senior recreational programs. With over 20 percent under 18 years old in Los Alamos and the City of Buellton, these communities will require expanded access to active recreation such as playgrounds, ballfields, and active recreation programming. The South Coast may have a relatively low proportion of children under the age of 18 (16.9 percent), but in terms of total population, the South Coast has the most children in the County Exhibit J (35,242 residents), indicating an ongoing need for active recreation such as playgrounds, ballfields, and active recreation programming, particularly in the cities. While most residents in the City of Goleta are seniors (28.7 percent), there are strong proportions of children and young adults, indicating an ongoing need for a balanced and diverse recreation program that meets a wide range of needs. While most residents in the City of Goleta are seniors (28.7 percent), there are strong proportions of children and young adults, indicating an ongoing need for a balanced and diverse recreation program that meets a wide range of needs. With 17.6 percent of residents under 18 years old, the City of Santa Barbara will continue to need active parks and youth-focused recreation programs. While most residents in the City of Carpinteria are seniors (32.7 percent), there are strong proportions of children and young adults, indicating an ongoing need for a balanced and diverse recreation program that meets a wide range of needs. Nearly all Isla Vista residents are college aged, indicating a need for facilities and programs that meet the needs of young adults. 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 97% of the parcel acreage is under private ownership with 80% already developed. The undeveloped area consists of 13 vacant parcels that collectively total 37.45 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 81% having already been developed. The undeveloped area consists of 39 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 98% of the parcel acreage is under private ownership with 91% having already been developed. The undeveloped area consists of 83 vacant parcels that collectively total 103 acres. • The City of Guadalupe’s projected growth rate is about 1.2%. Close to 98% of the parcel acreage is under private ownership with 93% having already been developed. The undeveloped area consists of 50 vacant parcels that collectively total 93 acres. • The City of Lompoc’s projected growth rate is about 0.45%. Close to 98% of the parcel acreage is under private ownership with 88% already been developed. The undeveloped area consists of 105 vacant parcels that collectively total 319 acres. • The City of Santa Barbara’s projected growth rate is about 0.3%. Close to 76% of the parcel acreage is under private ownership with nearly all or 94% having already been developed. The undeveloped area consists of 507 vacant parcels that collectively total 586 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 89% of the parcel acreage is under private ownership with approximately 90% having already been developed. The undeveloped area consists of 249 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 54 vacant parcels that collectively total 73 acres. • The County’s growth rate, covering the same period, estimates 9.5 percent growth in the Exhibit J surrounding unincorporated areas. For the two Community Services District (Los Alamos and Isla Vista), the Cuyama Valley Recreation and Park District, growth rate will follow the respective unincorporated County at less than one percent. A small portion of land use zoning within the proposed Study Area of Orcutt is considered prime agriculture. 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. In general, Santa Barbara County’s parks, open space, library & facility rental service agencies have adequate Spheres of Influence and boundaries. Sixty-eight percent of residents living within Santa Barbara County are within the boundaries of a local agency providing such related services. 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. 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 recreation needs. The amount and type of recreation facilities and programs needed in each community is determined in part by population growth and other demographic factors that can change over time. All local parks, open space, library and facility rental service agencies plan to meet current and future needs through annual budgets and maintenance schedules. Some agencies have adopted detailed strategic plans that pinpoint future actions required to meet community needs. The need for adequate future funding, staffing, equipment and facilities is great where significant residential or commercial growth is anticipated. Much of the urban growth anticipated in Santa Barbara County in the coming decades will occur within City boundaries. It is estimated the growth rate of 4.0 percent will occur along South Coast and 9.5 percent countywide. Exhibit J 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. If the County’s Housing Element is certified by the State significant growth potential would exist 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. The future preparation of Specific/Development Plans as areas are proposed for development and by conformance to LAFCO policies requiring a comprehensive Plan for Providing Services at the time of each future annexation proposal will address the needs. With limited growth potential for some of the service areas, existing park, open space, library, and rental facility related services in the area appear adequate. The Executive Officer recommends that LAFCO affirm the current adopted Spheres of Influence of the Cachuma Resources Conservation District, Cuyama Valley Recreation and Park District, Isla Vista Recreation and Park District, Los Alamos Community Services District, County Service Area 3, County Service Area 4, County Service Area 5, and County Service Area 11 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 parks, recreation, open space, library, and facility rental services. As outlined in Chapters One and Three, the level of service provided by each agency varies according to the service area’s needs and available revenues. The existence of special revenue measures, sales tax increases, and portion of property taxes allows generally each agency to meet the overall regional needs. Most agencies are currently able to provide adequate parks, recreation, open space, library, and facility rental services to their respected area. The NPR per capita ratio is listed on page 18 shows the range of ratio between 0.31 and 20.6. Many communities have established a standard of 4.7- acres per 1,000 per population. The communities of Guadalupe, Orcutt, and Los Alamos represent a deficit in parkland needs. As outlined in Chapter Three, each of the agencies are documented for revenues, equipment, and facilities. These agencies maintain fund balances that are available to meet unexpected demands, with the City of Guadalupe, Cuyama Valley Recreation and Park District on the leaner range to maintain parks, recreation, open space, and libraries. The Cachuma Resource Conservation District operates on a lean budget for soil and conservation services they provide. 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 the other agencies, the current need for services will not change significantly. Exhibit J The Executive Officer proposes no changes to the Sphere of Influence for the eight 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. The agency may also gain sales and property taxes advantages when these areas are annexed. The area residents also have an economic interest in the services provided as some agencies are funded through a portion of the one-percent property tax. The Sphere areas would rely on the nearest agency for customers and employees if commercial development occurs. Where residential development is proposed, the agency provides places for shopping and services for the people living in those areas. Areas to recreate, schools, places of worship and cultural events would also be available to the areas in the Sphere of Influence that include development. The agency may also gain sales and property taxes advantages when these areas are annexed. The area residents also have an economic interest in the services provided as the agencies are funded through a portion of the one-percent property tax. 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.