LAFCO
Municipal Service Review and Sphere of Influence Update: Agencies Providing Water, Wastewater, Recycled Water, and Stormwater Services In Santa Barbara County
Read the report at Local Agency Formation Commissions ↗
LAFCO
of Santa Barbara County
LOCAL AGENCY FORMATION COMMISSION OF SANTA BARBARA COUNTY
Final
2022 Municipal Service Review
and Sphere of Influence Update:
Agencies Providing Water,
Wastewater, Recycled Water, and
Stormwater Services
In Santa Barbara County
Adopted by the Commission on May 4, 2023
[This page left blank intentionally.]
Table of Contents
EXECUTIVE SUMMARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Report Overview and Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Recommended Actions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Key Findings. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS 29
A. Scope. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
B. Summary of Recommendations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
C. Overview . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
D. Determinations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
1. Growth and Population Projections for the Affected Area. . . . . . . . . . . . . . . . . . . 30
2. The Locations and Characteristics of any Disadvantaged Unincorporated
Communities within or Contiguous to the Sphere of Influence. . . . . . . . . . . . . . 34
3. Present and Planned Capacity of Public Facilities and Adequacy of Public
Services, and Infrastructure Needs or Deficiencies. . . . . . . . . . . . . . . . . . . . . . . . . . 36
4. Financial Ability of Agency to Provide Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
5. Status of, and Opportunities for, Shared Facilities. . . . . . . . . . . . . . . . . . . . . . . . . . 45
6. Accountability for Community Service Needs, including Government
Structure and Operational Efficiencies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
7. Any Other Matter Related to Effective or Efficient Service Delivery, as
Required by Commission Policy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND
RECOMMENDATIONS 55
A. Scope. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
B. Summary of Recommendations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
C. Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
D. Determinations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
1. The Present and Planned Land Uses in the Area, Including Agricultural and
Open-Space Lands. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
2. The Present and Probably Need for Public Facilities and Services in the Area 62
3. The Present Capacity of Public Facilities and Adequacy of Public Services
that the Agency Provides or is Authorized to Provide. . . . . . . . . . . . . . . . . . . . . . . 64
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. . . . 65
5. Present and probable need for public facilities and services of Disadvantaged
Unincorporated Communities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
LAFCO of Santa Barbara i
CHAPTER THREE: AGENCY PROFILES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87
A. Carpinteria Sanitary District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
B. Goleta Sanitary District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127
C. Goleta West Sanitary District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
D. Laguna County Sanitation District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189
E. Montecito Sanitary District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 221
F. Summerland Sanitary District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 253
G. Embarcadero Municipal Improvement District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 277
H. Carpinteria Valley Water District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 299
I. Cuyama Basin Water District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 329
J. Goleta Water District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 353
K. Montecito Water District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 387
L. San Antonio Basin Water District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 437
M. Santa Maria Valley Water Conservation District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 461
N. Santa Ynez River Water Conservation District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 481
O. Santa Ynez River Water Conservation District Improvement District No. 1. . . . . . . . . 505
P. Santa Barbara County Water Agency. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 535
Q. Santa Barbara County Flood Control & Water Conservation. . . . . . . . . . . . . . . . . . . . . . 561
R. County Service Area 12 (Mission Canyon) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 593
S. Casmalia Community Services District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 619
T. Cuyama Community Services District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 639
U. Los Alamos Community Services District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 663
V. Los Olivos Community Services District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 689
W. Mission Hills Community Services District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 711
X. Santa Ynez Community Services District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 737
Y. Vandenberg Village Community Services District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 767
Z. City of Buellton. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 797
AA. City of Carpinteria. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 829
BB. City of Goleta. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 853
CC. City of Guadalupe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 881
DD. City of Lompoc . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .911
EE. City of Santa Barbara. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .945
FF. City of Santa Maria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 993
GG. City of Solvang . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1027
ii ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
APPENDIX 1056
A. Acknowledgements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1056
B. Mutual and Private Water Providers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1057
C. Description and Sources of Data. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..1059
D. Relationship to Prior and Future Municipal Service Reviews. . . . . . . . . . . . . . . . . . . . . .. 1061
LAFCO of Santa Barbara ii
LIST OF TABLES
Table ES-1: Agency List (33 Agencies) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Table ES-2: Area, Population, and Water/Wastewater Capacity (All Agencies) .. . . . . . . . . 26
Table ES-3: Annual Upgrades, Replacement, and Repair for Service (All Agencies) . . . . . . .27
Table ES-4: Annual Revenue, Fund Balance, and Population (All Agencies) . . . . . . . . . . . . . . 28
LIST OF MAPS
MAP ES-1: Map of Water, Wastewater, Stormwater Agencies. . . . . . . . . . . . . . . . . . . . . . . . 2
MAP ES-2: Map of Mutual and Private Water Providers . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Recommended Carpinteria Sanitary District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Recommended Goleta Sanitary District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . 68
Recommended Laguna County Sanitation District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . 69
Recommended Montecito Sanitary District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Recommended Summerland Sanitary District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Recommended Carpinteria Valley Water District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
Recommended Cuyama Basin Water District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Recommended Goleta Water District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
Recommended Montecito Water District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75
Recommended San Antonio Basin Water District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
Recommended Santa Maria Valley Water Conservation District. . . . . . .. . .. . . . . . . . . . . . 77
Recommended Santa Ynez River Water Conservation District . . . . . . . . . . . . . . . . . . . . . . . 78
Recommended Santa Ynez River Water Conservation Dist. Improvement Dist. No. 1. . . .79
Recommended Santa Barbara County Water Agency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .80
Recommended Santa Barbara County Flood Control & Water Conservation. . . . . . . . . 81
Recommended County Service Area 12 (Mission Canyon Sewer District) . . . . .. . . . . . . 82
Recommended Casmalia Community Services District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
Recommended Los Olivos Community Services District . . . . . . . . . . . . . . . .. . . . . . . . . . . . 84
Recommended Vandenberg Village Community Services District . . . . . . .. . . . . . . . . . . . 85
LAFCO
of Santa Barbara County iii
Carpinteria Sanitary District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90
Goleta Sanitary District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128
Goleta West Sanitary District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 160
Laguna County Sanitation District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 190
Montecito Sanitary District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 222
Summerland Sanitary District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 254
Embarcadero Municipal Improvement District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 278
Carpinteria Valley Water District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 300
Cuyama Basin Water District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 330
Goleta Water District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 354
Montecito Water District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 388
San Antonio Basin Water District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 438
Santa Maria Valley Water Conservation District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 462
Santa Ynez River Water Conservation District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 482
Santa Ynez River Water Conservation District Improvement District No. 1. . . . . . . .. . . 506
Santa Barbara County Water Agency. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 536
Santa Barbara County Flood Control & Water Conservation. . . . . . . . . . . . . . . . . . . . . . . . 562
County Service Area 12 (Mission Canyon Sewer District) . . . . . . . . . . . . . . . . . . . . . . . . . . 594
Casmalia Community Services District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 620
Cuyama Community Services District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 640
Los Alamos Community Services District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 664
Los Olivos Community Services District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 690
Mission Hills Community Services District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 712
Santa Ynez Community Services District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 738
Vandenberg Village Community Services District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 768
City of Buellton. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 798
City of Carpinteria. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 830
City of Goleta. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 854
City of Guadalupe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 882
City of Lompoc . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 912
City of Santa Barbara. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 946
City of Santa Maria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 994
City of Solvang . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1028
iv ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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LAFCO
of Santa Barbara County v
EXECUTIVE SUMMARY
INTRODUCTION
This report provides information about the services and boundaries of Cities and Special Districts
providing water, wastewater, recycled water and stormwater 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 33 agencies reviewed in this report, ten are Water
Districts, two being Countywide Districts, seven Community Services Districts (CSD), six
Sanitary Districts, one County Service Area, one Municipal Improvement District, and eight
Cities that have Water and Wastewater Departments. While the report discusses the services
and boundaries of all of these agencies, formal boundary updates are recommended only for the
six Sanitary Districts, nine Water Districts, three CSD Districts, and one CSA. The other fourteen
agencies provide multiple types of services; their Spheres of Influence will be updated as part of
future municipal service reviews for those agencies.
Water, Wastewater, and Stormwater Services are among the most critical services provided by
governments. In Santa Barbara County, these services are provided by a network of private and
public local agencies. Map ES-1 and ES-2, on the next two pages, illustrates the boundaries of local
water, wastewater and stormwater agencies and the responsibility areas of mutual and private
water providers.
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 water, wastewater, recycled water
and stormwater services the majority of the residents in the County receive services. Other City
services and boundaries will be reviewed by LAFCO within each of the MSR volumes covering
the various services and resources they provide. This report focuses on the crucial role of
delivering water, wastewater, recycled water and stormwater services throughout Santa Barbara
County. More than 430,000 people receive water, wastewater, recycled water and stormwater
services from one of these agencies, including 91 percent of all unincorporated residents. Special
Districts providing water, wastewater, recycled water and stormwater services cover 1,006 square
miles, greater than thirty-six 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 69.6
square miles, less than three percent of the land area, plus another 17.67 square miles in Spheres of
Influence. All 444,229 County residents benefit from the County Water Agency and Flood
Control and Conservation District that provides Countywide support for water supply and
stormwater management to other agencies. As a group, Special Districts and Cities receive
approximately $1.04 billion a year to provide water, wastewater, recycled water and stormwater
services in Santa Barbara County. Agency comparisons are provided in Table ES-2 (page 26),
Table ES-3 (page 27) and Table ES-4 (page 28).
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 33 Agencies
2
ADOPTED
2022
WATER,
WASTEWATER,
AND
STORMWATER
SERVICE
REVIEW
&
SPHERE
UPDATE
Mutual Water and Private Water Providers
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 33 agencies (eight Cities, and twenty-five Special Districts) that
provide water, wastewater, recycled water and stormwater 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
33 Special Districts and Cities considered in this Municipal Service Review (MSR) are listed in Table
ES-1, below:
Table ES-1, Agency List
AGENCIES WATER SEWER RECYCLED STORMWATER WATER
SERVICES SERVICES WATER SERVICES MANAGEMENT
Special Districts
Carpinteria Sanitary District
Goleta Sanitary District
Goleta West Sanitary District
Laguna County Sanitation District
Montecito Sanitary District
Summerland Sanitary District
Embarcadero Municipal Improvement
District (EMID)
Carpinteria Valley Water District
Cuyama Basin Water District
Goleta Water District
Montecito Water District
San Antonio Basin Water District
Santa Maria Valley Water
Conservation District
Santa Ynez River Water Conservation
District
Santa Ynez River Water Conservation
District Improvement District No. 1
Santa Barbara County Water Agency
Santa Barbara County Flood Control
& Water Conservation
4 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
EXECUTIVE SUMMARY
AGENCIES WATER SEWER RECYCLED STORMWATER WATER
SERVICES SERVICES WATER SERVICES MANAGEMENT
Special Districts Cont.
County Service Area 12 (Mission
Canyon)
Casmalia Community Services
District
Cuyama Community Services District
Los Alamos Community Services
District
Los Olivos Community Services
District
Mission Hills Community Services
District
Santa Ynez Community Services
District
Vandenberg Village Community
Services District
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
LAFCO of Santa Barbara County 5
EXECUTIVE SUMMARY
Chapter One is a combined review of water, wastewater, recycled water and stormwater services
provided by 33 agencies. The agencies include six Water Districts, four Water Conservation
District, two being Countywide Districts, seven Community Services Districts (CSD), six
Sanitary Districts, one County Service Area, one Municipal Improvement District, 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 five
Sanitary/Sanitation Districts, five Water Districts, three Water Conservation Districts, two
Countywide (Water Agency & Flood Control), Municipal Improvement District, County Service
Area, and seven Community Service Districts 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 two of the Sanitary Districts, two Water Districts, four
Water Conservation Districts and County Water Agency, County Service Area, and four
Community Service Districts; the recommended action is to simply affirm their existing Spheres
of Influence, which many are coterminous. A Sphere change is recommended for Carpinteria
Sanitary, Laguna County Sanitation, Montecito Sanitary, Summerland Sanitary, Goleta Water.
Montecito Water, and Carpinteria Valley Water. Amendments are recommended for the Sphere
of Influence of Santa Ynez Community Services District, and Cities of Santa Barbara. These would
change once future MSR’s are completed. The Sphere of Influence additions are outlined in
Chapter Two and discussed in each agencies chapter profile.
Boundaries are discussed, but no Sphere updates are provided, for the Goleta West Sanitary,
Embarcadero Municipal Improvement District, Cuyama Community Services District, Mission
Hills Community Services District and Cities of Buellton, Carpinteria, Goleta, Guadalupe,
Lompoc, and Solvang that provide water, wastewater, recycled water and/or stormwater services.
These SOI updates will be done as part of future reviews.
Chapter Three contains individual profiles for all 33 agencies that provide water, wastewater,
recycled water and stormwater 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
6 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
EXECUTIVE SUMMARY
potential for causing a significant effect on the environment (Section 15061(b)(3)).
Find that Sections 15301, 15319, and 15320 of the State CEQA Guidelines are applicable;
2. Adopting the 2022 Municipal Service Review for all 33 Special Districts and Cities
providing Water, Wastewater, Recycled Water and Stormwater Services in Santa
Barbara County;
3. Affirming the currently adopted Spheres of Influence of the Cuyama Basin Water
District, San Antonio Basin Water District, Santa Maria Valley Water Conservation
District, Santa Ynez River Water Conservation District, Santa Ynez River Water
Conservation District Improvement District No. 1, Santa Barbara County Water
Agency, Santa Barbara County Flood Control & Water Conservation, County Service
Area 12 (Mission Canyon Sewer District), Casmalia Community Services District, Los
Olivos Community Services District, and Vandenberg Village Community Services
District, as shown on the map on pages 73, 76, 77, 78, 79, 80, 81, 82, 83, 84 & 85, and;
4. Amending the Spheres of Influence of the Carpinteria Sanitary District, Goleta
Sanitary District, Laguna County Sanitation District, Montecito Sanitary District,
Summerland Sanitary District, Goleta Water District. Montecito Water District, and
Carpinteria Valley Water District, as shown on the maps on pages 67, 68, 69, 70, 71, 74,
75, & 72.
The Executive Officer commends and encourages the ongoing work and accomplishments by local
water, wastewater, recycled water and stormwater services providers to cooperatively provide
efficient and effective services. Cooperative arrangements will likely continue to take many forms
in the future, including exchange agreements, joint power authorities 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, enhancements towards recycled water opportunities, and
assessments in cost measures.
LAFCO commends the agencies reviewed in this report that maintain up-to-date fiscal and
operational information. State law1 requires that each agency file an audit with the State
Controller, County Auditor, and LAFCO within 12 months of the end of the fiscal year or years
under examination. All agencies were able to provide LAFCO with an audit, although some
arrived late or was not posted on their website. LAFCO encourages all agencies to continue to
meet their responsibilities for fiscal disclosure.
1 Government Code section 26909(a)(2).
LAFCO of Santa Barbara County 7
E XECUTIVE SUMMARY
Thirty-one of the thirty-three agencies surveyed maintained websites which provide basic
information on the composition of their board of directors or City Council members and post
agendas for upcoming meetings. These agencies are providing the public with needed information.
Some agencies also post additional useful information about their operations and finances. CSA
12, County Water Agency, and County Flood Control & Conservation District 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, with CSA 12 having the
least information available. Casmalia Community Service District is the only agency that does not
maintain a website.
LAFCO encourages agencies without websites to establish one to improve public accessibility.
All agencies are encouraged to maintain up-to-date websites that include, at a minimum, a listing
of district directors, or City Council members and their terms, announcements of upcoming
meetings, meeting agendas and minutes, annual budgets, performance data, and current audits.
This information is useful to promote transparency and accountability, as well as allowing public
oversight of agency activities.
8 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
EXECUTIVE SUMMARY
KEY FINDINGS
Following are the key findings of this report:
1. Spheres of Influence and Agency Boundaries
State law2 defines a "Sphere of Influence" as the plan representing LAFCO’s determination for
the probable physical boundaries and service area of a local agency. Ninety-seven percent of
the County’s residents live within the boundaries of a City or Special District providing water,
wastewater, recycled water and stormwater services. Map ES-1 (page 2) shows the boundaries
of local service providers. The Santa Barbara County Water Agency and Flood Control and
Conservation District both cover the entire unincorporated and incorporated areas. They also
contract with some State agencies to bring non-local water supplies and assist with State
managed stormwater areas. Map ES-2 (page 3) also shows the location of Mutual and Private
Water Providers. Table ES-2 (page 26) lists the estimated area, population, and
water/wastewater capacities for each agency.
One of the Sanitary Districts (Summerland), all five Water Districts, and two of the three
Water Conservation District (SMVWCD & SYRWCD ID#1), both Countywide Water
Agency and Flood Control, County Service Area 12, and four Community Service Districts
(Casmalia, Cuyama, Los Alamos, & Los Olivos) have a Sphere of Influence that match their
district boundaries. Five Cities have Spheres of Influence that extend beyond their service
boundaries: Carpinteria, Lompoc, Santa Barbara, Santa Maria and Solvang. The Cities of
Buellton, Goleta, and Guadalupe have a coterminous Sphere with their service boundaries;
however, water and wastewater are provided by other agencies for Goleta and Carpinteria. A
total of 42 Study Areas were evaluated with 15 overall being recommended to be added with
two areas recommended to be detached from Montecito Water District’s Sphere.
No Sphere of Influence change, or designation of a Future Study Area, is necessary or
recommended for Cuyama Basin Water District, San Antonio Basin Water District, Santa
Maria Valley Water Conservation District, Santa Ynez River Water Conservation District,
Santa Ynez River Water Conservation District Improvement District No. 1, Santa Barbara
County Water Agency, Santa Barbara County Flood Control & Water Conservation, County
Service Area 12 (Mission Canyon Sewer District), Casmalia Community Services District,
Los Olivos Community Services District, and Vandenberg Village Community Services
District. Their Spheres of Influence already well define their probable service areas. The
recommended action for these districts is to simply affirm their existing Spheres of Influence.
A future study is recommended for the Goleta Sanitary District along with an addition. Future
consolidation feasibility study is also recommended for community of Montecito service
providers that may affect their boundaries.
2 Government Code section 56076.
LAFCO of Santa Barbara County 9
EXECUTIVE SUMMARY
Sphere expansions are recommended for Carpinteria Sanitary District, Goleta Sanitary
District, Laguna County Sanitation District, Montecito Sanitary District, Summerland
Sanitary District, Goleta Water District. Montecito Water District, and Carpinteria Valley
Water District. The Study Areas may benefit from local services. These districts support this
recommendation and anticipate future annexation applications to extend services to the
expansion areas. Maps on pages 67, 68, 69, 70, 71, 74, 75, & 72 show the recommended Sphere
amendments for each of these agencies.
This Study covers approximately 2,737 acres containing lands that are serviced Water,
Wastewater, Recycled Water and Stormwater Services from 33 agencies. The Study areas also
look at portions with overlapping services between agencies and new service needs for some
agencies. The Study Areas indicates that some areas may warrant inclusion/exclusion into
their Sphere of Influence. The locations of the Study Areas are identified in a map within the
agency’s profile. The recommended Sphere of Influence expansion would add approximately
1,666 acres across seven (8) agencies. In addition, an additional 394.63 acres are recommended
for expansion across two (2) agencies (SYCSD, and City of Santa Barbara) once future service
reviews are completed.
This report primarily discusses the water, wastewater, recycled water and stormwater
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
Goleta West Sanitary District, Embarcadero Municipal Improvement District, Cuyama
Community Services District, Los Alamos Community Services District, Mission Hills
Community Services District, and Santa Ynez Community Services District. In addition, eight
Cities provide water, wastewater and stormwater services directly or are provided by other
agencies, so their Spheres will be updated once future service reviews are completed.
10 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
EXECUTIVE SUMMARY
2. Water Services Cooperation
Many of the entities within the County have a long history of working together to resolve
water issues, and a framework already exists for addressing key issues related to water
resource management. There are multiple partnerships working together regionally to
develop larger more cost-effective units of supply that can be stored and shared through
transfer, in-lieu, banking and cost sharing agreements.
Historically, significant integrated water resource projects have been developed within the
Region. These cross-agency integration and coordination projects include the following:
Cachuma Project (five Cachuma Member Units, Cachuma Operation and Maintenance Board,
Cachuma Conservation Release Board, the U.S. Bureau of Reclamation, and the Santa Barbara
County Water Agency).
Twitchell Project (the U.S. Bureau of Reclamation, Santa Maria Valley Water Conservation
District, and Santa Barbara County Water Agency).
State Water Project (12 local agencies, three private parties, one federal agency, Santa Barbara
County Flood Control District, Central Coast Water Authority [CCWA], and DWR).
Goleta Valley Water Recycling Project (Goleta Water District and Goleta Sanitary District).
City of Santa Barbara Desalination Project (City of Santa Barbara, Goleta Water District, and
Montecito Water District).
There is an interconnection between Mission Hills Community Services District and the City
of Lompoc to supply emergency water in the event of a water supply emergency.
Interconnections between south County water districts (Goleta Water District, City of Santa
Barbara, Montecito Water District, and Carpinteria Valley Water District). Interconnections
between central County water districts (City of Solvang and Santa Ynez River Water
Conservation District, Improvement District No. 1). Interconnections between north County
water districts (City of Santa Maria, Golden State Water Company) and Nipomo Community
Services District (although outside of the IRWM boundary, it is within the central coast
funding area and the San Luis Obispo County IRWM region)
The Santa Ynez River watershed is a resource with various entities holding water rights,
including the Cachuma Member Units, the U.S. Bureau of Reclamation, and downstream
water rights represented by the Santa Ynez River Water Conservation District. Two
documents establish cooperative operations along the Santa Ynez River: the Upper Santa
Ynez River Operations Agreement and the Cachuma Project Settlement Agreement.
LAFCO of Santa Barbara County 11
EXECUTIVE SUMMARY
3. Wastewater Services Cooperation
Wastewater service providers must address increasingly strict discharge limits for WWTPs,
requiring increasing costs for wastewater agencies. Systems that discharge to surface water
bodies (and the ocean) require National Pollutant Discharge Elimination System (NPDES)
permits. Treatment systems that discharge to land or percolation ponds are regulated by
waste discharge requirements. Both kinds of permits are issued and monitored by the Central
Coast Regional Water Quality Control Board (RWQCB). The SWRCB General Waste
Discharge Requirement for Sanitary Sewer Systems also requires wastewater agencies to
evaluate and rehabilitate sewer collection systems with a target of zero sewer overflows.
There are multiple partnerships working together regionally to transport, treat, and dispose
of wastewater through cross-agency collaboration and coordination include the following:
LRWRP Plant City of Lompoc, Vandenberg Space Force Base, Vandenberg Village
Community Services District.
El Estero Plant City of Santa Barbara and unincorporated Mission Canyon area.
City of Santa Maria and small portion of the unincorporated community of Orcutt working
with Laguna County Sanitation.
City of Solvang and portions of the Santa Ynez Valley with SYCSD.
Goleta Regional Treatment Plant - Unincorporated area of Goleta Valley immediately west of
and adjacent to the City of Santa Barbara, the City of Goleta around and east of the Santa
Barbara Municipal Airport, the Goleta West Sanitary District, University of California at
Santa Barbara, Santa Barbara Municipal Airport, and certain Santa Barbara County facilities.
Portion of GWSD includes coordination of Embarcadero Municipal Improvement District.
Exchange Agreement for collection and treatment between various agencies including
Montecito Sanitary and Summerland Sanitary and Montecito Sanitary and City of Santa
Barbara. City of Santa Barbra and Goleta Sanitary.
Table ES-3 (page 27) lists annual3 upgrades or repairs for service for agencies providing water
and wastewater in the County. In 2021, about 1,490 miles of water lines are managed and 1,281
of sewer lines are managed by the agencies providing water and wastewater services. Eleven
agencies did not report activity, with the average percentage of the fifteen reported agencies
was 67.5 % of lines were routinely cleaned, followed by 26.6% system lines being inspected.
3 Upgrades and maintenance are a snapshot measurement for FY 20-21. Other repairs and inspections may have been
performed or scheduled during previous years.
12 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
EXECUTIVE SUMMARY
4. Recycled Water Service Cooperation
Recycled water must meet rigorous water quality standards before it can be reused. Various
treatment technologies are approved for treatment of recycled water under Title 22 of the
California Code of Regulations, but generally they are all referred to as tertiary treatment. The
level of treatment required depends on the type of reuse. In addition, other constituents, such
as total dissolved solids (TDS), in the treated wastewater sometimes limit the use or require
additional treatment for landscape irrigation and groundwater recharge with recycled water.
Currently, three agencies in the County treat all of their effluent to full tertiary levels. These
agencies are the Laguna County Sanitation District, the City of Lompoc, and the Summerland
Sanitary District. The Laguna County Sanitation District produces approximately 2,242 AFY,
which is used for agricultural, landscaping, and industrial purposes, with recycling as its only
discharge mechanism. Reverse osmosis is used to reduce TDS to improve water quality. The
Summerland Sanitary District treats approximately 168 AFY, which is discharged to the
Pacific Ocean due to the lack of infrastructure or the financial capacity to deliver recycled
water.
Two other agencies treat some of their flow to tertiary levels for reuse as landscape irrigation:
the City of Santa Barbara and the Goleta Sanitary District. The City of Santa Barbara’s recycled
water system has distribution capacity to deliver 1,400 AFY. The Goleta recycled water system
is operated jointly by the Goleta Sanitary District and the Goleta Water District, which acts
as the purveyor/retailer of the recycled water to its customers. The system currently serves
approximately 785 AFY of recycled water, and the Goleta regional treatment plant can treat
up to 1,500 AFY of tertiary effluent.
The City of Lompoc’s Recycled Water permit for dust control and compaction allows 62,000
gallons of recycled water sales per day; therefore, the total maximum amount of recycled water
yearly sales allowed is 69 AFY of its tertiary treated effluent for reuse. The City currently
discharges approximately 2.98 MGD to the Santa Ynez River, through San Miguelito Creek.
The Los Alamos CSD discharges all of its approximately 130 AFY of secondary effluent for
pasture Irrigation.
According to the County’s IRWM Plan the current demand for recycled water in the Region
is 4,177 AFY.
LAFCO of Santa Barbara County 13
EXECUTIVE SUMMARY
5. Storm Water Service Cooperation
Santa Barbara County has led the development of an Integrated Stormwater Resources Plan
(SWRP), 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 Santa Barbara County Flood Control and Water Conservation District (SBCFWCD) is
the primary flood control service provider in Santa Barbara County and is governed by the
County Board of Supervisors. Many City stormwater systems drain in various fashions, in
some cases directly into SBCFWCD channels and in other cases through local creeks and into
the Pacific Ocean.
Stormwater services are typically handled by each municipality, by some Community Service
Districts, and Water Districts. All the Cities have active street sweeping, storm drain
inspection, and litter control programs as required by the NPDES permit and monitor these
activities through performance tracking.
Construction of the flood control facilities that make up the flood control and drainage system
began in 1950 and has continued up to the present time. The Santa Barbara County Flood
Control and Water Conservation District maintains 288.5 miles of levees and channels and 73
special facilities. Following is a list the major facilities that the Santa Barbara County Flood
Control and Water Conservation District maintains:
• 24.5 miles of levees along the Santa Maria River
• 42 miles of closed conduits
• 22 miles of lined channels
• 50 miles of improved earth channels
• 150 miles of unimproved earth channels
• 38 retarding and recharge basins
• 25 debris basins
• 10 sediment trapping basins
In preparation of the Countywide Stormwater Resource Plan, in 2017 the Goleta Water
District conducted an extensive parcel screening analysis based on industry-standard
screening practices to find the most feasible parcels for stormwater capture in the Goleta
Water District service area that would meet all regulatory standards. This analysis included
review of land use, geophysical properties, infiltrative soil types, and other hydrologic factors.
The Stormwater Resource Plan identifies 12 potentially feasible projects that present
14 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
EXECUTIVE SUMMARY
opportunities to capture runoff during modeled storm events. Each project design involves
either recharging the Goleta Groundwater Basin or offsetting potable water use through
capture and reuse. The three types of projects are infiltration projects, dry well projects, and
capture and reuse projects, described below:
• Infiltration basin projects divert flow from nearby creeks to areas with available land
and optimal soil type. The Goleta Water District selected infiltration basin sites that
overlie the Central sub-basin, for the most productive use of infiltrated water.
• Dry well projects are designed using gravity-fed excavated pits lined with perforated
casing and backfilled with gravel or stone, allowing water to penetrate layers of soil
with poor infiltration.
• Capture and reuse projects, also known as “rainwater harvesting,” use a subsurface
storage tank to capture flow from nearby creeks and storm drain systems to use for
irrigation on site or at feasible locations nearby.
As additional Stormwater Resource Plans are developed within Santa Barbara County, the
IRWM Region group will review for compliance with the SWRCB’s Storm Water Resource
Plan Guidelines. Future flood control needs in urban areas in California will increase as a
result of recent legislation (SB 5) that requires 200-year flood protection. Development will
not be allowed without 200-year flood protection in areas with more than 10,000 people. This
requirement affects the Cities of Santa Maria, Lompoc, Goleta, Santa Barbra and
unincorporated Valley areas. By 2025, existing communities will be required to have 200-year
flood protection. Flood control and hazard mitigation planning will also be substantially
affected by evolving needs related to climate change.
The City of Santa Maria and the Goleta Water District have prepared SWRPs consistent with
mandates of the Storm Water Resource Planning Act. The Central Coast RWQCB uses
Conditional Waiver of Waste Discharge Requirements, commonly known as an “Ag Order,”
to control discharges from irrigated agricultural lands to protect surface water and
groundwater quality. This permit applies to owners and operators of irrigated land used for
commercial crop production; it is intended to control pollution from pesticides, nutrients, and
sediments. Each grower in the Central Coast region must submit a Notice of Intent to comply
with the Agricultural Order. Many of the other agencies listed in this report provide
stormwater management and flood control services implemented locally including all eight
Cities, County Water Agency and Flood Control District.
LAFCO of Santa Barbara County 15
EXECUTIVE SUMMARY
6. Finances
The national pandemic had reduced revenues for virtually all local government agencies.
Particularly hard hit were local agencies relying on transient occupancy or sales tax. The rate
of residential and commercial development has slowed in areas depriving local government of
physical improvements and tax revenues. In the last decade, the State mandated the
dissolution of local redevelopment agencies. This dissolution removed an important source of
discretionary funds for the County and many local Cities. The pandemic had also reduced use
of the airport, and set travel restriction that reduced revenue available to the agencies for all
uses. Many of the agencies have recovered from the pandemic effects.
Although all local agencies providing water, wastewater, and stormwater services have been
hurt differently by the pandemic, there are significant variations in the amount of revenue
received by the agencies. Among the agencies providing these services in Fiscal Year 2020-21,
the Montecito Water received $2,201 in revenue for each resident, while the Goleta West
Sanitary received $227 for each of its residents.
Water and Sewer rates and connection fees and property tax revenues are the primary
financing sources for water, sewer enterprises, and storm drainage in the Service Review area.
The water and wastewater service providers rely to differing degrees on these and other
sources for revenues. Water purveyors largely depend on water sales revenue to operate the
utility. Compared with other municipal services, there are relatively few financing constraints
for water enterprises. Generally, agencies may establish service charges on a cost-of-service
basis and are not required to obtain voter approval for rate increases or restructuring. The
boards of each of the public sector water providers are responsible for establishing service
charges. Service charges are restricted to the amount needed to recover the costs of providing
water service. Similarly with wastewater providers, they depend on flow rates and set user,
impact fees, and/or connection costs.
With the exception of Cuyama Basin Water District, Vandenberg Village CSD, City of
Buellton, and Los Olivos (yet to hold Prop 218 vote), each of the agencies reviewed here
updated their rates recently between 2020 and 2022. Rate increases among the retailers
ranged from 1.5 percent to 11 percent, with a median increase of approximately 5 percent.
Water and wastewater service costs vary between providers, due to differences in services
provided, water source, treatment methods, service areas, infrastructure age, maintenance
efforts and capital financing approaches. 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. Many agencies, particularly the smaller districts, do
not prepare plans and policies representative of “Best Practices.” Without adequate financial
16 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
EXECUTIVE SUMMARY
planning documents, it is difficult to assess and provide for financial stability, transparency,
and public engagement. Essential planning documents that typically receive low priority
include capital improvement programs including costs, timing and future funding sources;
fully documented budgets and financial reports; current cost of service studies necessary to
adjust rates to assure adequate funding for operations and ongoing capital requirements.
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 water and sanitary districts are mostly affected financially by potential City annexations,
and district detachments. The agencies that do not receive apportionment of any property
taxes are Laguna County Sanitation, Carpinteria Valley Water, Cuyama Basin Water, Goleta
Water, Montecito Water, San Antonio Basin Water, SYRWCD ID#1, CSA 12, Casmalia CSD,
Cuyama CSD, Los Olivos CSD, Mission Hills CSD, and Vandenberg Village CSD.
In addition to needing adequate revenues, a local agency relies on its fund balance to provide
a cushion for unforeseen expenditures or revenue shortfalls. A fund balance helps to ensure
that resources are available to meet the cost of operations. As shown in Table ES-4 (page 28),
the agencies reviewed in this report have fund balances ranging from 2% of annual budget to
632% 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.
Traditionally, stormwater programs are financed by general funds and assessments. New and
evolving requirements have increased the scope of municipal responsibility in this area
without additional funding. Funding for stormwater programs is generally inadequate.
Current requirements for property owner and/or voter approval for collection of additional
fees to support the additional operation, monitoring and reporting requirements of a non-
point source water quality program have made it difficult for jurisdictions to provide funding.
Table ES-4 (page 28) gives details on the annual revenue of agencies providing water,
wastewater, recycled water, and stormwater services.
4 Policies and Procedures Relating to Spheres and Changes of Organization and Reorganization, Section 7- II, III, & VI Handbook.
LAFCO of Santa Barbara County 17
EXECUTIVE SUMMARY
7. Public Accountability and Transparency
Two of the Sanitary Districts (Montecito & Summerland), a Municipal Improvement District,
two California Water Districts (Cuyama Basin & San Antonio Basin), one Water District
(Montecito), six Community Services Districts (Casmalia, Cuyama, Los Alamos, Los Olivos,
Mission Hills, Vandenberg Village), and one of the eight Cities are governed by
directors/council members who are elected at-large by voters. While some agencies regularly
have contested elections, others routinely hold uncontested elections. 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. This list includes Carpinteria Sanitary District,
Goleta Sanitary District, Goleta West Sanitary District, Carpinteria Valley Water District,
Goleta Water District, Santa Maria Valley Water Conservation District, Santa Ynez River
Water Conservation District, Santa Ynez River Water Conservation District Improvement
District #1, and Santa Ynez Community Services District.
The County Water Agency, Flood Control & Water Conservation District and County
Service Area 12 (Mission Canyon Sewer District) are dependent Special District governed
directly by the Santa Barbara County Board of Supervisors. The five County Supervisors are
elected from geographic divisions for four-year terms.
Thirty-two agencies reviewed in this report have prepared up-to-date fiscal and operational
information. State law5 requires that each agency 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 CSD audit,
since they have not been completed for the report period.
Of the 33 agencies providing water, wastewater, recycled water and stormwater services,
Thirty-one maintain websites listing information about the Board of Directors or City Council
Members and postings of upcoming meeting agendas. Casmalia CSD and CSA 12 do not
maintain a website, although information on service type, rates, and informational documents
can be found on related County Public Works website for CSA 12. These websites are
maintained by the Cities, Water and Sanitary Districts, or multi-service districts containing
useful information.
5 Government Code section 26909(a)(2).
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
18 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
EXECUTIVE SUMMARY
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.
8. Potential Effects of Climate Change on Utility Systems
Ongoing climatic shifts will affect water supply reliability throughout Santa Barbara County
in the future. However, the degree, timing, and long-term effect will depend on numerous
factors including natural climatic cyclicality (i.e., variability), atmosphere-ocean interactions,
the robustness of the Pacific oscillation cycles, global emissions of greenhouse gases, and the
Statewide adaptive capabilities of offsetting the resulting hydrologic changes, to name but a
few. Since the delicate atmosphere-ocean feedback mechanisms that dictate global circulation
of both the atmospheric and oceanic systems are driven by the energy balance of the earth,
changes in that balance will affect our climate. Shifts in the energy balance, such as those
caused by attenuated outgoing longwave radiation will affect climate to some degree. How
such climatic shifts ultimately affect California and, more specifically, Santa Barbara County,
will depend on each of the aforementioned factors. A dominating factor in the weather of
California is the semi-permanent high-pressure area of the north Pacific Ocean. This pressure
center typically moves northward in summer, holding storm tracks well to the north and, as a
result, California receives little or no precipitation from this source during that period. In
winter, however, the Pacific high typically retreats southward permitting storm centers to
swing into and across California. These storms bring widespread precipitation to the State.
When changes in the circulation pattern, however, permit storm centers to approach the
California coast from a southwesterly direction, copious amounts of moisture are carried by
the northeastward streaming air (the "Pineapple Express"). This circulation of the Pacific
high, when combined with the topography of California is what influences the actual
precipitation patterns observed on the ground.
A major oscillation in the Pacific atmospheric circulation is known as the El Niño Southern
Oscillation (ENSO) condition. Under an ENSO condition, sea surface temperatures in the
eastern Pacific are above normal and the central and eastern Pacific experience increased
convection activity. It is this convection activity that manifests itself into what we observe as
a typically wet winter in California. The opposite ENSO phase is known as La Niña where,
cold upwelling water in the eastern Pacific coincides with convection activity displaced
further westwards towards the central Pacific. In California, this more distant displacement
of Pacific convection activity is experienced as a drier period.
For Santa Barbara County, these effects will be experienced in three primary ways. First and
foremost, will be a reduction of available imported water supplies. Second, will be a decrease
in locally-derived water supplies, should the prevailing storm tracks experience permanent
latitudinal shifts. And finally, as the volume of freshwater inflows from melting permanent
LAFCO of Santa Barbara County 19
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icepacks coupled with thermal expansion of the oceanic water bodies will lead to a rise in
mean sea levels worldwide.
Santa Barbara County weather is mainly controlled by the Pacific high-pressure system. In the
dry season, from about May through September, the Pacific high-pressure system usually
occupies the area northeast of Hawaii. During the winter months, it is weaker and positioned
farther south. At times, the persistence of the Pacific high-pressure system keeps the Pacific
storm track farther to the north. This “blocking high” results in either no precipitation for part
or all of California, or, at most, light amounts of rainfall. This climatological scenario is the
reason for most of California’s droughts, including those occurring in 1976 to 1977, 1986 to 1991,
and the current drought that the County of Santa Barbara is still experiencing.
California's precipitation (and, therefore, primary water source) is largely focused in upper
watershed areas or source areas. This time sensitive supply will likely experience both a
change in character, from snow to rain, where a higher proportion of the annual precipitation
could occur as rain, and a change in overall precipitation quantity as well as timing. With a
shift in primary precipitation from snow to rain, the responsiveness of the draining streams
and rivers will also be affected. No longer will the time-released capability of the existing
snowpack play the role that it does today. It is expected, therefore, that alterations in
hydrologic composition will occur and exhibit a more pronounced shift from snow-dominated
to rain or rain/snow-dominated systems. For Santa Barbara County this has implications to
water supply security by reducing the ability of the existing State Water Project (SWP)
terminal reservoirs to manage altered inflow under their existing operational rules.
Generally, it can be surmised that, with less snowfall, watershed responses will be quicker
and, in many cases, earlier. For all of the regions and systems within the State that rely on river
flows, a decrease in the proportionality of the spring pulse can have significant implications
as demands for allocations continue to increase. Under these diverging conditions, there will
quite simply be less water to go around. This anticipated shortage includes the entire Delta
watershed including the Delta itself, its upper catchments, Central Valley Project (CVP) and
SWP terminal reservoirs, the mainstem rivers (Sacramento and San Joaquin) and their
tributaries (e.g., Feather, American, Stanislaus, etc.), and to a lesser extent the Coastal
watersheds and Southern California watersheds.
Acknowledging the various trends set forth in the numerous hydrological and climatological
studies is very useful in providing the baseline from which to forewarn policy makers, water
managers, and resource management practitioners of the potential repercussions of climatic
shifts to water resources, including governance issues such as water rights.
Some of the likely trends that may negatively affect Santa Barbara County water supply
include but are not limited to:
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1) Lower summer and late-spring runoff,
2) Higher mid-winter stream flows,
3) Altered total annual precipitation,
4) Shift in precipitation form, from snow to rain,
5) Snowpack peak water content earlier in the year,
6) Lower natural snowpack storage and, therefore, a decrease in time-delay capability,
7) More responsive watersheds (quicker flow response),
8) Watershed saturation and storage will occur earlier in the season,
9) Rates of water flows will by stunted (a more flattened unit hydrograph),
10) Existing ephemeral streams may dry up earlier,
11) Intensities of individual precipitation events may increase, and
12) Likely shift towards overall drier annual conditions.
For each of these general trends, however, variations between watersheds will exist.
Each watershed, some even adjacent to each other, will respond differently depending on their
own inherent physiologic, geologic, pedologic, and hydrologic characteristics. Universal
applicability of these trends across all watersheds is not possible�despite modelers’ attempts
to do so. The degree to which these trends play out across California will depend significantly
on the robustness of the shifts in Pacific storm tracks, which as discussed earlier, will depend
on a complex series of atmospheric and hydro climatological interactions.
For Santa Barbara County, the potential implications to water supply and water resources
management resulting from these likely trends include, but are not limited to:
1) Reduced State contract deliveries,
2) Increased frequency of shortage impositions by State water managers on contractor
deliveries,
3) Shifted seasonal availability from which Sierra Nevada supplies would be available,
4) Long-term shift away from imported supplies,
5) Increased need to develop new local/regional storage�with longer carryover
potential,
6) Higher variability in inter-annual localized reservoir inflows (more intense drier and
wetter periods),
7) Greater urgency to develop groundwater storage and banking,
8) Increased localized storm intensities,
9) Revisiting localized flood detention/stormwater management strategies,
10) Increased recycled water development,
11) Longer-term sea level rise, and
LAFCO of Santa Barbara County 21
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12) Increased frequency of seasonal desiccation of localized streams, but coincident
with higher peak flow events.
Under existing conditions, miles of sewer main are potentially impacted by erosion and
coastal flooding and erosion may affect more than 450 parcels on septic systems (442 with
coastal armoring). All WWTPs along the Santa Barbara County coastline, including those in
the cities and communities of Carpinteria, Summerland, Montecito, Santa Barbara, and
Goleta, are vulnerable to inundation and flooding as it relates to storm events and sea level
rise.
The water supply infrastructure in the County is vulnerable to the impacts of sea-level rise.
Most notable are the water supply pipes susceptible to erosion, and the valves that will be
flooded. These scenarios would reduce the ability to manage the system. Under existing
conditions, potentially 1 mile of water supply mainline pipe is vulnerable to erosion (County
of Santa Barbara 2017).
By 2100, 8.7 miles of water main, 186 hydrants, and 184 control valves are projected to be
impacted, likely causing failure in the system. Under the coastal armoring scenario,
Montecito Water District would have 0.4 miles of water supply mainline pipe and 23
hydrants affected by coastal flooding. With coastal armoring, no valves are expected to be
damaged by flooding. Carpinteria Valley Water District anticipates 8.05 miles of water main,
46 hydrants, 630 meters, two pressure regulator stations, 252 valves, and nine private wells
to be impacted by 2100 with armoring in place (County of Santa Barbara 2017).
No groundwater wells reported by water districts were found to be vulnerable to existing or
future coastal hazards (County of Santa Barbara 2017). The Coastal Branch of the SWP
delivers water originating in Northern California to water agencies in Santa Barbara County.
The Sacramento–San Joaquin River Delta (Delta) is the central hub of the SWP. Potential
impacts to the Delta resulting from climate change include increased risk of levee failure,
reduced water quality, and reduced water supply, all of which could significantly impact
SWP operations and the supply of water delivered to the IWRM Region. Sea-level rise
threatens to disrupt deliveries from the SWP if saltwater advances into the Delta and
increased quantities of fresh water would need to be released to protect water quality. Santa
Barbara County water agencies should consider adapting to reduced deliveries from the SWP
as a component of climate change adaptation (County of Santa Barbara 2017).
Imported water supply from the SWP is projected to decrease by 7% to 10% by 2050, and
21% to 25% by 2100. Seawater inundation in coastal aquifers; increased evapotranspiration
rates due to increased temperatures; changes in the amount, timing, and quality of runoff and
recharge as precipitation patterns change; increased sedimentation to reservoirs due to
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increased wildfires; more extreme storm events; longer and more frequent droughts; and
damage to infrastructure due to increased flooding and sea-level rise all present significant
risk to local water supply. Although these risks have not been quantified, they are widely
recognized.
The California Regional Water Quality Control Board are requiring all discharge agencies to
prepare a Climate Change Adaptation Program as part of any new NPDES Permit. The
Climate Change Adaptation Program will consist of three separate sections (Coastal Hazards
Monitoring Plan, Life Expectancy Analysis, and Climate Change Adaptation Plan). The
Climate Change Adaptation Plan must provide a clear, long-term plan for providing
necessary wastewater treatment functions that are not vulnerable to coastal hazards
threatening the existing infrastructure. The Climate Change Adaptation Plan must, at
minimum, include a detailed cost-benefit analysis comparing the costs and benefits of two
adaptation scenarios: (1) maintaining the plant at the present location versus (2) relocating
the plant to an inland location safe from flooding and other coastal hazards over time.
Conclusions must be included regarding the expected point in time when investments in
infrastructure (including tidal inundation and bluff erosion protection measures) at the
current location outweigh investing in a relocated plant at a location that is safe from erosion
and other coastal hazards. The Climate Plan must also describe in detail how the District’s
will identify and address climate change hazards and vulnerabilities at their facilities,
including planning to maximize the amount of the facility’s treated effluent (either at the
current location or a future inland location not subject to coastal hazards) used for beneficial
reuse water recycling. This algins with the State Water Board’s Water Quality Control Policy for
Recycled Water adopts goals to increase the use of recycled water and to reuse all dry weather
direct discharges of treated wastewater to ocean waters that can be viably put to a beneficial
use. The State Water Board’s Resolution No. 2017-0012, Comprehensive Response to Climate
Change, requires a proactive response to climate change in all California Water Board actions,
with the intent to embed climate change consideration into all programs and activities.
As part of the Climate Change Adaptation Program the following elements are required:
• Identification of control measures required for near and long-term protection and
accommodation of the existing site such as emergency procedures, contingency plans,
alarm/notification systems, training, backup power and equipment, and the need for
planned mitigations to ameliorate climate induced impacts such as changing influent
and receiving water quality and conditions, as well as the impact of rising sea level,
storm surges and back- to-back severe storms that are expected to become more
frequent.
• Identification of preferred inland site or sites for wastewater treatment functions,
including evaluating alternative wastewater treatment options in lieu of building a
new inland wastewater treatment plant (including the construction of an inland
LAFCO of Santa Barbara County 23
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package plant or plants, the possibility of combining services with other nearby
existing wastewater treatment plants, natural infrastructure alternatives, (e.g.,
constructed wetlands and similar alternatives).
• Details regarding the production of recycled water to maximize the amount of the
Facility’s treated effluent used for beneficial reuse water recycling in both adaptation
scenarios.
• Details regarding the mechanisms, costs, funding options, and timing for each
adaptation scenario.
• Expected costs associated with both adaptation scenarios to: purchase land for a
relocated plant, decommission the existing plant and restore the site to its natural
state, upgrade wastewater treatment functions to include water recycling (including
addressing the potential for joint satellite facilities and/or collaborations with nearby
communities and wastewater service providers for water recycling), and maximize
energy efficiency and reduce carbon output must be included.
• Timeline of potential major relocation events, including expected timeframes for land
acquisition, planning, permitting, design, construction and eventual operation of a
relocated plant or alternative wastewater treatment solutions that avoid the
significant coastal hazards that threaten the existing facility.
9. Groundwater Sustainability Plans
Ongoing County GSA’s have been established, which include the following. There are three
Management Areas in the Santa Ynez River Groundwater Basin (Basin), the WMA, CMA,
and EMA. Each Management Area is governed by a Groundwater Sustainability Agency
(GSA). Santa Ynez River Water Conservation District has taken the lead for SGMA efforts in
the Basin. The agencies include the Santa Ynez River Water Conservation District (CMA;
EMA; WMA), City of Solvang (EMA), City of Buellton (CMA), City of Lompoc (WMA),
County of Santa Barbara (CMA; EMA; WMA), Mission Hills Community Services District
(WMA), Santa Ynez River Water Conservation District Improvement District No. 1 (EMA),
and Vandenberg Village Community Services District (WMA). The Cuyama Basin
Groundwater Sustainability Plan covers the Cuyama Valley managed by the Cuyama Basin
GSA. Directors includes representatives from the four counties that intersect the Basin
(Kern, Santa Barbara, San Luis Obispo, and Ventura), the Cuyama Community Services
District, the Cuyama Basin Water District, and the Santa Barbara County Water Agency. The
San Antonio Basin Groundwater Sustainability Agency (SABGSA) developed a Groundwater
Sustainability Plan (GSP) for the San Antonio Creek Valley Groundwater Basin. The eight
(8)-member Board of Directors includes representatives from the Los Alamos Community
Services District and the San Antonio Basin Water District. The draft Montecito
Groundwater Basin (MGB) Groundwater Sustainability Plan (GSP) is expected to be
completed by June 2023. Montecito Water District acts as the sole GSA. The Carpinteria
24 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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Groundwater Sustainability Agency (CGSA) include Carpinteria Valley Water District, the
City of Carpinteria, the Santa Barbara County Water Agency and the County of Ventura. The
District is currently preparing a Groundwater Sustainability Plan which is expected to be
completed by end of year 2023.
10. Environmental Justice
Environmental Justice (EJ) identifies disadvantaged communities based on income level and
relative exposure to environmental risks. These environmental risks include poor air, water,
and soil quality as well as incompatible land uses. Environmental Justice also addresses poor
sanitation in homes and promotes access to healthy food, public facilities, and physical activity
from recreation. Communities that are considered disadvantaged because their median income
is 80 percent of the statewide median income in addition to a number of environmental risks
within the community are discussed in this report. The main goal of identifying environmental
justice characteristics is to reduce the inequitable conditions associated with unfair exposure
to environmental hazards. Environmental Justice also focuses on promoting civil engagement
in public decision-making processes. These characteristics are discussed further within the
MSR report.
Sisquoc, New Cuyama, Garey, Cuyama, Devon, and Casmalia are fairly isolated from other
populated areas within the County. Disadvantaged communities face financial hardships that
can make paying for reliable, high-quality water supplies challenging for water service
providers and individuals. Water quality issues, such as arsenic contamination in the Cuyama
Valley, are expensive to treat, increasing costs for service providers and rates for their
customers. In an effort to ensure access to affordable supplies for customers, service providers
sometimes delay rate increases. When costs increase and rates do not, service providers
deplete reserve funds and can handicap their ability to respond to unforeseen challenges, such
as infrastructure failures, which threaten supply reliability. Even with timely rate increases,
balancing the high costs of treatment can be challenging for small service providers. The
community of Isla Vista faces the challenge of undersized and unreliable distribution system.
Other isolated pockets of lower income groups existing within the Cities of Goleta, Santa
Maria, Santa Barbara, Guadalupe, and Lompoc.
LAFCO of Santa Barbara County 25
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Table ES-2
AREA, POPULATION AND CAPACITY FOR AGENCIES PROVIDING WATER, WASTEWATER, & STORMWATER SERVICES
Estimated Area
Agencies (Square Miles) Estimated Population (2022) Water/Wastewater Capacity
Carpinteria Sanitary 3.1 16,702 2.5 mgd
Goleta Sanitary 76 41,111 7.64 mgd
Goleta West Sanitary 6.75 39,500 3.12 mgd
Laguna County Sanitation 16.16 32,000 2.7 mgd
Montecito Sanitary 9.3 8,638 1.5 mgd
Summerland Sanitary 2.0 1,505 0.3 mgd
EMID 1.87 1,000 Included in GWSD portion
Carpinteria Valley Water 17.3 15,996 5,056 afy
Cuyama Basin Water 129 170 31,000 af
Goleta Water 45 84,462 16,244 afy
Montecito Water 15.4 11,769 4,492 afy or 10,685 gpm
San Antonino Basin Water 135 446 23,750 afy
SMVWCD 170 109,702 224,300 af
SYRWCD 281 74,240 1.01 mg
SYRWCD ID#1 16.9 7,022 8,933 afy
Santa Barbara County Water 2,753 444,229 N/A
SBCFCWCD 2,753 444,229 N/A
County Service Area 12 (Mission Canyon) 1.74 2,649 11 mgd
Casmalia CSD 0.2 150 322 afy
Cuyama CSD 0.6 550 0.5 mgd & 0.2 mgd
Los Alamos CSD 1.0 1,634 1.5 mgd & 0.4 mgd
Los Olivos CSD 0.4 1,000 TBD
Mission Hills CSD 1.3 3,571 1.5 mgd & 0.4 mgd
Santa Ynez CSD 1.7 4,505 0.3 mgd
Vandenberg Village CSD 5.25 7,308 2.2 mgd & 0.89 mgd
City of Buellton 1.6 5,161 2,963 afy & 0.65 mgd
City of Carpinteria 2.6 13,264 5,056 afy by CVWD & 2.5 mgd by CSD
City of Goleta 7.85 32,142 16,244 afy by GWD & 7.6 mgd by GSD
City of Guadalupe 1.31 8,293 2,896 afy & 0.96 mgd
City of Lompoc 11.59 42,753 10 mgd & 9.11 mgd
City of Santa Barbara 19.49 90,911 20,452 afy & 11 mgd
City of Santa Maria 22.78 107,407 37,820 afy & 13.5 mgd
City of Solvang 2.42 5,838 3,600 afy & 1.2 mgd
26
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Table ES-3
ANNUAL UPGRADES OR REPAIRS FOR SERVICE FOR AGENCIES PROVIDING WATER, WASTEWATER, & STORMWATER SERVICES
Booster
Agencies Inspected Cleaned Replaced Added Video Treatment Miles in
Time Period Station Plant System
Carpinteria Sanitary FY 2020-2021 2.5% 36% 0.03% 0% 28% 16.7% 16.7% 46
Goleta Sanitary FY 2020-2021 43.8% 60.6% 0% 0% 0% 0% 0% 132
Goleta West Sanitary FY 2020-2021 11.6% 74.4% 0% 0% 11.6% 0% 0% 68
Laguna County Sanitation FY 2020-2021 22.6% 49.7% 0.008% 0.007% 0% 1.2% 50% 128
Montecito Sanitary FY 2020-2021 14.4% 100% <0.02% <0.05% 14.4% 0% 0% 77
Summerland Sanitary FY 2020-2021 11% 100% 22% 0.1% 11% 66.6% 16.7% 9
EMID FY 2020-2021 n/a n/a n/a n/a n/a n/a n/a 3.63
Carpinteria Valley Water FY 2020-2021 100% 100% 0.01% 0.04% 0% 0% 0% 88.8
Cuyama Basin Water FY 2020-2021 N/A N/A N/A N/A N/A N/A N/A N/A
Goleta Water FY 2020-2021 0.1% 18.5% 0.3% 0.7% 0% 12% 0% 270
Montecito Water FY 2020-2021 N/A N/A 1.3% N/A N/A 3.5% 0.8% 114
San Antonino Basin Water FY 2020-2021 N/A N/A N/A N/A N/A N/A N/A N/A
SMVWCD FY 2020-2021 N/A N/A N/A N/A N/A N/A N/A N/A
SYRWCD FY 2020-2021 N/A N/A N/A N/A N/A N/A N/A N/A
SYRWCD ID#1 FY 2020-2021 0% 0% 0% 0% 0% 0% 0% 90
Santa Barbara County Water FY 2020-2021 N/A N/A N/A N/A N/A N/A N/A N/A
SBCFCWCD FY 2020-2021 N/A N/A N/A N/A N/A N/A N/A N/A
County Service Area 12 (Mission) FY 2020-2021 21.4% 78.6% 0% 0% 0% 0% N/A 13
Casmalia CSD FY 2020-2021 n/a n/a n/a n/a n/a n/a n/a n/a
Cuyama CSD FY 2020-2021 n/a n/a n/a n/a n/a n/a n/a n/a
Los Alamos CSD FY 2020-2021 n/a n/a n/a n/a n/a n/a n/a n/a & 8.5
Los Olivos CSD FY 2020-2021 n/a n/a n/a n/a n/a n/a n/a TBD
Mission Hills CSD FY 2020-2021 n/a n/a n/a n/a n/a n/a n/a 27.5 & 30.5
Santa Ynez CSD FY 2020-2021 9.6% 141% 0.1% 0% 110% 0% 0% 15.2
Vandenberg Village CSD FY 2020-2021 100% 100% 0.8% 0.016% 0% 0.8% 1% 33 & 29
City of Buellton FY 2020-2021 n/a n/a n/a n/a n/a n/a n/a 28.5 & 20
City of Carpinteria FY 2020-2021 N/A N/A N/A N/A N/A N/A N/A N/A
City of Goleta FY 2020-2021 N/A N/A N/A N/A N/A N/A N/A N/A
City of Guadalupe FY 2020-2021 0% 13.1% 1.9% 48.6% 0% 0% 0% 20 & 14.4
City of Lompoc FY 2020-2021 n/a n/a n/a n/a n/a n/a n/a 135 & 150
City of Santa Barbara FY 2020-2021 12% 97% 0% 0.3% 97% 21% 10% 312 & 256
City of Santa Maria FY 2020-2021 n/a n/a n/a n/a n/a n/a n/a 330 & 250
City of Solvang FY 2020-2021 50% 43% 0% 0% 43% 20% 15% 41 & 31
Total Miles & Average Percentages 26.6% 67.5% 1.8% 3.3% 21% 9.5% 7.4% 1,490 & 1,281
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Table ES-4
ANNUAL REVENUE, FUND BALANCE, AND POPULATION OF DISTRICTS PROVIDING WATER, WASTEWATER, & STORMWATER SERVICES
c. Fund Balance as a e. Per Capita f. Average
a. b. Percent of Annual d.Estimated Annual Portion of
County 1%
Agencies Time Annual Revenue Fund Balance Revenue ("b/a" ) Population Revenue Property Tax
Period ("a/d" )
Carpinteria Sanitary1 FY 20-21 $6,668,058 $15,195,058 228% 16,702 $399 2¢/$1
Goleta Sanitary FY 20-21 $13,320,829 $22,065,299 167% 41,111 $324 .002¢/$1
Goleta West Sanitary FY 20-21 $8,973,486 $16,729,489 186% 39,500 $227 6¢/$1
Laguna County Sanitation FY 20-21 $14,917,362 $86,322,429 579% 32,000 $466 N/A
Montecito Sanitary FY 20-21 $7,459,949 $15,893,249 213% 8,638 $864 .005¢/$1
Summerland Sanitary FY 20-21 $1,311,855 $3,800,655 290% 1,505 $872 5¢/$1
EMID FY 20-21 $423,115 $1,899,907 449% 1,000 $423 7¢/$1
Carpinteria Valley Water FY 20-21 $15,433,377 $25,842,170 167% 15,996 $965 N/A
Cuyama Basin Water FY 20-21 $1,462,109 $763,431 52% 170 $8,600 N/A
Goleta Water FY 20-21 $41,685,845 $34,366,479 82% 84,462 $494 N/A
Montecito Water FY 20-21 $25,904,696 $52,426,159 202% 11,769 $2,201 N/A
San Antonino Basin Water FY 20-21 $921,722 $898,654 98% 446 $2,067 N/A
SMVWCD FY 20-21 $934,923 $1,444,395 154% 109,702 $8.52 .005¢/$1
SYRWCD2 FY 20-21 $11,641,932 $2,454,119 21% 74,240 $157 .003¢/$1
SYRWCD ID#1 FY 20-21 $12,825,558 $10,536,803 82% 7,022 $1,826 N/A
Santa Barbara County Water FY 20-21 $3,899,809 $12,900,181 331% 444,895 $9 .004¢/$1
SBCFCWCD FY 20-21 $28,669,973 $70,368,867 245% 444,895 $64 .003¢/$1
County Service Area 12 (Mission) FY 20-21 $271,403 $1,716,493 632% 2,649 $102 N/A
Casmalia CSD3 FY 20-21 $83,199 $866,127 10.4% 150 $554 N/A
Cuyama CSD3 FY 18-19 $438,448 $362,174 82.6% 550 $797 N/A
Los Alamos CSD3 FY 20-21 $1,527,828 $6,850,780 448% 1,634 $935 4¢/$1
Los Olivos CSD3 FY 20-21 $312,887 $108,493 35% 1,000 $312 N/A
Mission Hills CSD3 FY 20-21 $2,852,167 $2,444,017 86% 3,571 $798 N/A
Santa Ynez CSD3 FY 20-21 $2,013,961 $7,800,727 387% 4,505 $447 3¢/$1
Vandenberg Village CSD3 FY 20-21 $4,658,313 $11,668,699 250% 7,308 $637 N/A
City of Buellton FY 20-21 $13,817,072 $11,512,157 83% 5,161 $2,677 15¢/$1
City of Carpinteria FY 20-21 $18,372,852 $12,274,965 67% 13,449 $1,366 9¢/$1
City of Goleta FY 20-21 $48,797,695 $32,792,658 67% 32,142 $1,518 5¢/$1
City of Guadalupe FY 20-21 $15,151,045 $370,356 2% 8,293 $1,827 13¢/$1
City of Lompoc FY 20-21 $115,881,860 $34,537,359 30% 42,753 $2,710 17¢/$1
City of Santa Barbara FY 20-21 $391,429,919 $38,734,314 10% 90,911 $4,305 12¢/$1
City of Santa Maria4 FY 20-21 $231,374,358 $52,183,211 2.3% 107,407 $2,154 12¢/$1
City of Solvang FY 20-21 $18,074,021 $11,663,928 65% 5,838 $3,096 6¢/$1
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CHAPTER ONE: MUNICIPAL SERVICE REVIEW
DETERMINATIONS
A. Scope
This Chapter contains the recommended Municipal Services determinations for the water,
wastewater, recycled water and stormwater services provided by all 33 Special Districts and
Cities in Santa Barbara County. These agencies are ten Water Districts (Carpinteria Valley
Water, Cuyama Basin Water, Goleta Water, Montecito Water, San Antonino Basin Water, Santa
Maria Valley Water Conservation, Santa Ynez River Water Conservation, Santa Ynez River
Water Conservation Improvement ID#1, County Water Agency, and County Flood Control &
Water Conservation), two being Countywide Districts, seven Community Services Districts
(CSD) (Casmalia, Cuyama, Los Alamos, Los Olivos, Mission Hills, Santa Ynez, and Vandenberg
Village), six Sanitary Districts (Carpinteria, Goleta, Goleta West, Laguna County, Montecito, and
Summerland), one County Service Area (CSA 12), one Municipal Improvement District (EMID),
and eight Cities (Buellton, Carpinteria, Goleta, Guadalupe, Lompoc, Santa Barbara, Santa Maria,
and Solvang) that have Water and Wastewater Departments. 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 33 agencies providing water,
wastewater, recycled water and stormwater 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
LAFCO of Santa Barbara County 29
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
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).
Each recommended determination applies to all 33 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 33 agencies are provided in Chapter Three.
Additional water and wastewater services are also provided by the mutual and private water
providers within the county. LAFCO has no authority over the Mutual and Private Water
Company entities. A brief review of their services is included in the Appendix.
D. Determinations
1. GROWTH AND POPULATION PROJECTIONS FOR THE AFFECTED AREA
REGIONAL
The preparation of this study was produced prior to the full release of 2020 Census and based on
the most recent available data. The 33 local agencies currently serve an estimated Countywide
resident population of 444,229. This population estimate represents close to a six percent overall
increase or 0.6% annually over the last 10 years.
Santa Barbara County is predominately city-centered with slightly more than 68% of the current
resident population residing in one of the eight incorporated Cities. Nearly 55 percent of all City
residents reside in North County.
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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.
Water, Wastewater, and Stormwater providers have seen increasing needs and are expected to
continue growing as a result of population growth.
Growth in demand will be affected by the availability of water supplies and wastewater services.
The County has experienced drought conditions for consecutive years, as has the entire State of
California. Dependency on local water sources and treatments will continue to be a focus for
providers. Recycled water is currently only being produced and utilized by three communities
(City of Santa Barbara, Goleta Sanitary/Goleta Water District partnership) with Laguna County
Sanitation District, the City of Lompoc, and the Summerland Sanitary District treating all of their
effluent to full tertiary levels. Laguna County Sanitation and City of Lompoc only provide limited
recycled water for irrigation use.
The unincorporated population of the County, the population not living within a City, has
remained constant for the past 10 years, with census population figures of 133,413 in 2010 and
138,275 in 2020. Growth within the Cities over the past 10 years has not changed the
unincorporated portion of the population from 31 percent.
The Cities that serve the greatest percentage of the population are likely to receive much of the
projected population growth. This is the City of Santa Maria. The agency serves 23%, and has
constituted 90% of the county’s population growth.
Visitors are an integral component in supporting Santa Barbara County’s economy as evident by
sales, transient-occupancy tax revenues, and create additional and fluid demands on all 33 local
agencies.
AGENCY SPECIFIC
The population of Carpinteria area includes the City of Carpinteria, Carpinteria Sanitary and
Water Districts. These population figures are estimated at 13,264, 16,702, and 15,966 people,
respectively. Between 2010 and 2020 the City’s population has increased by 224 persons. Between
2013 and 2022, the population of the water district within the Unincorporated area increased by
1,350 people.
The population of Montecito includes Montecito Sanitary and Water District and Summerland
Sanitary District. These population figures are estimated at 8,638, 11,769, and 1,505 people,
respectively. However, Montecito Urban Water Management Plan 2020 estimated population
and historic trends using a variety of methods because the district service area and census data
boundary do not align or residents reside elsewhere. Between 2010 and 2020 population of Santa
Barbara unincorporated area increased by 11,104 people (14.1 percent or 1.4 percent per year). The
LAFCO of Santa Barbara County 31
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
population of the Carpinteria/Summerland area increased by 11 people.
The population of Goleta area includes Goleta Sanitary and Water District and Goleta West
Sanitary District and City of Goleta. These population figures are estimated at 41,111, 84,462,
39,500 and 32,142 people, respectively. Between 2010 and 2020, the population of Goleta area
increased by 2,866 people (8.7 percent or less than 1 percent per year). However, since 2010, the
City’s estimated population has increased by 2,802 persons.
City of Guadalupe has experienced a sizeable percentage increase in estimated resident growth
at 7.4 percent; or less than 1 percent per year. Between 2010 and 2020, the population of Guadalupe
increased by 574 people.
City of Buellton has experienced the second largest percentage increase in estimated resident
growth among the 33 local jurisdictions over the last 10 years rising by 8.5% from 4,828 to 5,276.
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 5,644.
The City of Santa Maria, has a recent history of projected growth. Between 2010 and 2040, the
City is expected to grow faster than any other Santa Barbara County City; an increase of 29% from
99,553 to 141,529. The City is undergoing an update to its General Plan and reexamining its
growth plans. Between 2010 and 2020, the population of Santa Maria increased by 7,854 people
(7.3 percent; or less than 1 percent per year). Total population is estimated at 107,407 people. The
Laguna County Sanitation District covers the Orcutt urbanized and unincorporated territory.
This population is estimated to be 31,353.
City of Santa Barbara population is estimated to be 90,911 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 County Service Area 12 (Mission Canyon Sewer District) is located within the City’s
Sphere. This population is estimated at 2,649 people. The projected population of Mission
Canyon at buildout is approximately 2,731 persons. Between 2010 and 2020, the population of
CSA 12 area increased by 268 people.
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 42,753.
Cuyama Basin Water District includes 170 landowners. The 2020 population of Cuyama
Unincorporated was estimated to be 1,050 people. Between 2010 and 2020, the population of
Cuyama Unincorporated had not changed.
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San Antonio Basin Water District includes approximately 234 landowners. The 2020 population
of Solvang-Santa Ynez CCD was estimated to be 22,690 people. Between 2010 and 2020, the
population of Solvang-Santa Ynez unincorporated area increased by 169 people.
Santa Maria Valley Water Conservation District population is approximately 109,702 people. The
Cities of Guadalupe and Santa Maria are included within the District. The 2020 population of
Guadalupe CCD was 7,722 and the Santa Maria CCD to be 141,642. Between 2010 and 2020, the
population of Santa Maria Valley unincorporated area increased by 20 people.
Santa Ynez River Water Conservation District population is approximately 74,240 people. The
incorporated Cities of Buellton, Solvang and Lompoc are included within the District. The 2020
population of Solvang-Santa Ynez CCD to be 22,690 and the Lompoc CCD to be 59,964. Between
2010 and 2020, the population of Solvang-Santa Ynez unincorporated area increased by 169 people
and Lompoc Unincorporated had no change.
Santa Ynez River Water Conservation District Improvement District No. 1 population is
approximately 7,022 people. The District serves the communities of Santa Ynez, Los Olivos,
Ballard, the Santa Ynez Band of the Chumash Indians, and the City of Solvang on a limited basis.
Between 2010 and 2020, the population of Solvang-Santa Ynez unincorporated area increased by
169 people.
Casmalia Community Services District has a population of approximately 150 people. Between
2010 and 2020, the population of Santa Maria unincorporated area increased by 14 people.
However, Casmalia may have decreased by 62 people.
Cuyama Community Services District has a population of approximately 550 people. Between
2010 and 2020, the population of Cuyama unincorporated area did not change.
Los Alamos Community Services District has a population of approximately 1,634 people. Los
Olivos Community Services District has a population of approximately 1,000 people. Santa Ynez
Community Services District has an approximately 4,505 population.
Mission Hills Community Services District population is approximately 3,571 people. The
projected population of Mission Hills CSD service area at buildout is approximately 4,900
persons. Between 2010 and 2020, the population of Mission Hills decreased by 5 people.
Vandenberg Village Community Services District (VVCSD) population is approximately 7,308
people. VVCSD experienced the largest percentage increase at 11 percent. Between 2010 and 2020,
the population increased by 811 (11 percent or slightly more than 1.1 percent per year).
It is reasonable to assume growth rates for each of the 33 local jurisdictions over the next five years
will parallel their respective growth rates between 2015 and 2020.
LAFCO of Santa Barbara County 33
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
2. THE LOCATION AND CHARACTERISTICS OF ANY DISADVANTAGED
UNINCORPORATED COMMUNITIES (DUC) WITHIN OR CONTIGUOUS TO THE
SPHERE OF INFLUENCE.
REGIONAL
In 2020, the California statewide median household income (MHI) was MHI was $80,440, 80
percent of that is $64,352. The MHI for Countywide was $78,925 in 2022. LAFCO staff utilized
the State DAC Mapping Tool and CalEnviroScreen 4.0, Environmental Justice Screening and
Mapping Tool Version 2.0 (EJScreen), EnviroAtlas Interactive Map Tool 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, Lompoc, portions of Goleta,
Santa Maria, Santa Barbara, and Isla Vista were identified as qualifying as disadvantage
communities.
The boundaries of the County Water Agency and Flood Control and Water 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 Carpinteria Sanitary District, Carpinteria Valley Water
District, Carpinteria City, Montecito Sanitary District, Montecito Water District, Summerland
Sanitary District, EMID, Cuyama Basin Water District, San Antonino Basin Water District,
County Service Area 12, City of Solvang and Buellton, Los Alamos Community Services District,
Los Olivos Community Services District, Mission Hills Community Services District, Santa Ynez
Community Services District, and Vandenberg Village Community Services District providing
water, wastewater, and stormwater service in Santa Barbara County.
The median household income (MHI) for eastern Goleta Valley was $118,094 in 2022. The MHI
for western Goleta Valley average was $94,570 in 2022. And, the MHI for Goleta Valley was
$76,521 in 2022, which does not qualify the communities as a disadvantaged community.
However, the Goleta Sanitary District’s, Goleta West Sanitary District’s, Goleta Water District’s,
and City of Goleta’s each Spheres of Influence does qualify under the definition of disadvantaged
community for the present and probable need for public facilities and services because in May of
2022, the Old Town area, as part of the larger Census tract including properties in the City of
Goleta and County, was designated as a disadvantaged community by CalEPA. And, under the
definition of disadvantaged community for smaller portions within the community of Isla Vista
qualify.
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The MHI for Guadalupe was $55,511 in 2022. The MHI for $55,645 in Guadalupe CCD which
qualifies the community as a disadvantaged community, as well. The City of Guadalupe is an
incorporated City, therefore by definition would not qualify as a disadvantaged unincorporated
community. The City of Guadalupe’s and Santa Maria Valley Water District’s Spheres of Influence
are coterminous to the City limits and District service boundary which include the communities
of Guadalupe, Garey, and portions of Santa Maria.
The MHI for Lompoc was $57,071 in 2022, 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 $67,634 in 2022, The MHI for Santa Maria CCD was $74,095 in
2022, which qualifies the community as a disadvantaged community. The MHI for Orcutt was
$95,916 in 2022, which does not qualify the community as a disadvantaged community. However,
Laguna County Sanitation District and Santa Maria Valley Water District include portions of the
City of Santa Maria within their boundaries. 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 of Laguna County
Sanitation does qualify.
The MHI for Santa Ynez Valley was $99,731 in 2022 and $64,396 in Lompoc CCD, which does not
qualify the communities as a disadvantaged community. The City of Solvang, City of Buellton,
City of Lompoc and unincorporated portions are within the Santa Ynez River Water
Conservation District. 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 same is true for the City of Buellton and Solvang. The
Santa Ynez River Water Conservation District Improvement District No. 1 also overlaps the City
of Solvang and portions of Santa Ynez valley. However, for the community of Lompoc and
Cachuma Village both qualify as disadvantaged.
The MHI for Santa Barbara City was $81,618 in 2022, 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 Casmalia was not available but the per capita income was $26,330 in 2022, which
does qualify the community as a disadvantaged community. The District’s Spheres of Influence is
coterminous and Casmalia is an unincorporated community.
LAFCO of Santa Barbara County 35
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
The MHI for Cuyama was $46,719 in 2022, which does qualify the community as a disadvantaged
community. The District’s Spheres of Influence is coterminous and Cuyama is an unincorporated
community.
All other communities analyzed in this report exceed the MHI in 2022 and would not qualify as a
disadvantaged unincorporated community.
6 Government Code section 56033.5.
3. PRESENT AND PLANNED CAPACITY OF PUBLIC FACILITIES AND ADEQUACY OF
PUBLIC SERVICES, AND INFRASTRUCTURE NEEDS OR DEFICIENCIES
REGIONAL
More than 430,000 people receive water, wastewater, and stormwater services from one of the 33
agencies, including 91 percent of all unincorporated residents. The smaller communities are
within mutual water or private water company boundary with some served by private wells.
Each agency providing water, wastewater, and stormwater services in the County provides public
facilities and equipment as allowed by their financial means (see Determination 4, below). The 33
agencies reviewed in this report maintain a total of 8 water treatment facilities and 13 wastewater
treatment facilities. A total of 75 booster or lift stations, ranging from poor to excellent condition.
A few agencies plan to construct new treatment plants or upgrades. An outline of the agency’s
attributes, types of services, and resources that describe the adequacy of public infrastructure
needs and deficiencies for each agency is found in Chapter Three.
The 33 agencies collectively employ 132 water and 140 sewer personnel and 26 storm drainage
personnel. Other staffing personnel make up the balance in other services provided by the
agencies. Staffing levels overall for the agencies have remained relatively constant. The relative
number of water personnel equals a ratio of 0.30 and sewer personnel ratio of 0.32 for every 1,000
residents in Santa Barbara County.
In 2021, the local agencies collectively maintain about 1,490 miles of water lines and 1,281 of sewer
lines by the agencies providing water and wastewater services. A total of 173,484 afy of water
supplies are available and 56.37 mgd of wastewater capacity is available.
AGENCY SPECIFIC
Carpinteria Sanitary has a permitted treatment capacity of 2.5 mgd, which equates to 7,606
equivalent dwelling units (EDUs). Carpinteria Sanitary service area’s average annual wastewater
collection demand generated approximately 1.143 million gallons per day. It also translates over
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the report period to an estimated 142 gallons per day for each occupied housing unit. Of this
amount, it is estimated by LAFCO this represents 46% of permitted capacity.
Goleta Sanitary has a permitted treatment capacity of 9.7 million gallons per day (based on average
daily flow) but is currently limited to a permitted discharge of 7.64 million gallons per day. Goleta
Sanitary service area’s average annual wastewater collection demand generated approximately 4.9
million gallons per day, which equates to 11,823 equivalent residential units (ERU). It also
translates over the report period to an estimated 203 gallons per day for each occupied housing
unit. Of this amount, it is estimated by LAFCO this represents 64% of permitted capacity.
Goleta West Sanitary District has 40.78% or 3.12 MGD of the Goleta Sanitary District’s regional
treatment plant’s permitted treatment capacity. Goleta West Sanitary District’s service area’s
average annual wastewater collection demand generated approximately 1.7 MGD, which equates
to 2,371 Acre Feet per Year (AFY). It also translates over the report period to an estimated 184
gallons per day for each equivalent residential unit (ERU). Of this amount, it is estimated by
LAFCO this represents 54% of permitted capacity.
Laguna County Sanitation has a permitted treatment capacity of 3.7 mgd. Discharge capacity is
currently 2.7 mgd, which equates to approximately 13,500 residential equivalent dwelling units
(EDUs). The Laguna County Sanitation District service area currently collects approximately 1.7
million gallons per day. It is estimated that each single-family residence contributes 200 gallons
per day for with reduced amounts from multi-family units and variable amounts from commercial
development. LAFCO estimates that this amount represents 46% of permitted capacity.
Montecito Sanitary has a permitted treatment capacity of 1.5 mgd. Montecito Sanitary service
area’s average annual wastewater collection demand generated approximately 0.62 million gallons
per day. It also translates over the report period to an estimated 62.5 gallons per day for each
person. Of this amount, it is estimated by LAFCO this represents 41% of permitted capacity.
Summerland Sanitary has a permitted treatment capacity of 0.3 mgd and provides service to 894
equivalent dwelling units (EDUs). Summerland Sanitary service area’s average annual wastewater
collection demand generated approximately 0.08 million gallons per day. It also translates over
the reporting period to an estimated 89.5 gallons per day for each occupied unit. Of this amount,
it is estimated by LAFCO that this represents 27% of permitted capacity.
Embarcadero Municipal Improvement collects and transports wastewater to the Goleta Sanitary
District regional treatment plant that has a permitted treatment capacity of 9.7 mgd. Embarcadero
Municipal Improvement service area’s average annual wastewater dry weather flow is - 85,000 gpd;
Peak dry weather flow is - 171,000 gpd. Of the combined amount (users transported to GSD plant),
it is estimated by LAFCO this represents 64% of permitted capacity.
LAFCO of Santa Barbara County 37
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
CSA 12 (Mission Canyon Sewer District) delivers wastewater to City of Santa Barbara treatment
facility with a capacity of 11 mgd. County Service Area 12 service area’s maximum daily capacity
is 160 gallons per day per Single-Family Residence. CSA 12 (Mission Canyon Sewer District)
service area’s average annual wastewater collection demand generated approximately 0.003
million gallons per day. It also translates over the report period to an estimated 160 gallons per
day for each occupied housing unit. Of this amount, it is estimated by LAFCO this represents 73%
of permitted capacity.
Carpinteria Valley Water receives water treated by the City of Santa Barbara Cater Plant with a
permitted capacity of 37 mgd. The District groundwater is approximately 2,839 AFY, while the
long-term average will be approximately 1,200 AFY. The District's maximum local surface water
allocation from the Cachuma Project is currently 2,813 AFY, while the long-term average will be
approximately 1,970 AFY. Maximum allocation from the SWP is 2,200 AFY (including 200 AF of
drought buffer), while the long-term average will be approximately 876 AFY. The District owns
and operates three (3) potable water reservoirs with a combined storage capacity of
approximately 10.68 AF. Potential maximum short-term extraction of groundwater by the
District is 3,000 AFY, while the long-term average (sustainable-yield) will be approximately 1,200
AFY. The District's maximum local surface water allocation from the Cachuma Project is
currently 2,813 AFY. Carpinteria Valley Water service area’s average annual water demand
generated for treatment and distribution is approximately 1.3 billion gallons per year, or 4,105 afy.
It also translates over the report period to an estimated 196 gallons per day, or 74 gpcd for each
person. Of this amount, it is estimated by LAFCO this represents 72% of permitted supplies.
Goleta Water has approximately 16,244 AFY of water available for the service area in an average
year and access to additional groundwater and State Water under certain circumstances. The
District’s groundwater wells can currently produce 3.6 million gallons per day, which
corresponds to approximately 4,000 acre-feet per year. The recycled water production capacity
at the plant operated by Goleta Sanitary District (GSD) is approximately 3,300 AFY based upon
the tertiary treatment plant capacity of 3.0 million gallons per day (MGD). Goleta Water service
area’s average annual water demand generated for treatment and distribution is approximately
3.29 billion gallons per year, or 10,100 AFY. That translates over the report period to an estimated
90 gallons per day, or 98.6 GDCP for each person. Of this amount, it is estimated by LAFCO this
represents 79% of permitted anticipated reliable supplies.
Montecito Water has a permitted treatment capacity at the Bella Vista Treatment plant of 2.2
MG per day, Doulton Treatment Plant, a secondary 0.15 MG per day, and the Cater Water
Treatment Plant has a production capacity of 37 MGD which is owned and operated by the City
of Santa Barbara. The District also produces up to approximately 50 AF per month of
groundwater. The capacities of each are as follows; Bella Vista Treatment Plant 1,800 gpm,
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Doulton Treatment Plant 105 gpm, South Coast Conduit 8,200 gpm, and Groundwater Wells 580
gpm, total of 10,685 gpm.
Montecito Water service area’s water demand in 2020 generated for treatment and distribution
1,463 million gallons per year, or 4,492 afy. It also translates to an estimated 318 gallons per capita
per day (excluding non-potable and agricultural use). Of this amount, it is estimated by LAFCO
this represents 26% of permitted supplies.
Santa Ynez River Water Conservation ID#1 has three permits for water delivery capacity from
Santa Ynez River; License No. 13869 equal to 1,776.4 afy, License No. 13870 equal to 3,291.3, and
Gallery well License No. 010415 of 515 acre-feet. The District’s contractual share of Cachuma
project entitlement is 10.31%. The project’s available capacity is now 27,908-acre feet with a safe
yield of 24,800-acre feet per year. Maximum allocation from the SWP is 2,000 afy (with 200 afy
drought buffer). The District retains 500-acre feet for use within the District. Santa Ynez River
Water Conservation ID#1 three-year average annual water demand is 3,815 acre-feet. It also
translates over the report period to an estimated 218 gallons per capita day for residential usage.
Of this amount, it is estimated by LAFCO this represents 44% of permitted supplies.
Cuyama Basin Water District does not provide retail water, but rather was formed to assist in the
groundwater management activities. Groundwater is the only water supply source available
within the Cuyama Valley Groundwater Basin. The available District groundwater estimate is
31,000 acre-feet. Along with Cuyama Basin Water District service areas and other groundwater
users’ groundwater use in the Basin averages 41,059-acre feet per year. Groundwater use within
the Cuyama Basin Water District service area exceeds the safe yield of the basin.
San Antonio Basin Water District does not provide retail water, but rather was formed to assist
in the groundwater management activities. Groundwater is the only water supply source
available within the San Antonio Creek Valley Groundwater Basin. Water level declines in some
locations have been greater than 100 feet since the 1950s. San Antonio Basin Water District service
area’s along with the remaining groundwater users currently use 23,750-acre feet per year.
Groundwater use within the San Antonio Basin Water District service area is near the safe yield
of the basin.
Casmalia Community Services District receives water from Casmite Corporation with a capacity
of 322 acre-feet per year. District storage capacity is approximately 180,000-gallon tank. Casmalia
Community Services service area’s average annual water demand is ~11 afy. It also translates over
the report period to an estimated 182 gallons per day of water for single-family residential Of this
amount, it is estimated by LAFCO this represents 3% of permitted supplies.
LAFCO of Santa Barbara County 39
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
Cuyama Community Services receives water from the Cuyama Groundwater Basin. Total
consumption from the aquifer is about 65,000 acre-feet/per year (1 acre-foot equals 326,000
gallons). The customers of the CCSD use about 162 acre-feet. Cuyama Community Services
service area’s average annual water demand is ~0.14 MGD, or 162 afy. Annual wastewater
collection demand generated approximately ~0.03 MGD. It also translates over the report period
to an estimated 327 gallons per day of water for single-family residential. Of this amount, it is
estimated by LAFCO this represents 1% of permitted supplies. Average annual wastewater
collection demand generated for subsequent treatment and disposal at the Treatment Plant
Facility has been approximately 0.03 million gallons a day. Of this amount, it is estimated by
LAFCO this represents 20% of permitted capacity.
Los Alamos Community Services District storage capacity is approximately 1.5 mgd. The District
has a permitted wastewater treatment capacity of 0.4 mgd. Los Alamos Community Services
service area’s average annual water demand is ~93.5 MGD, or 16 afy. Annual wastewater collection
demand generated approximately ~0.2 MGD. It also translates over the report period to an
estimated 360 gallons per day of water for single-family residential, 200 gpd for multi-family, 90
gallons/1000 SF of commercial, or 180 gpd of wastewater for each single-family dwelling unit, 100
gpd for multi-family, and 60 gpd/1000 SF of commercial. Of this amount, it is estimated by LAFCO
this represents 55% of permitted supplies. Average annual wastewater collection demand
generated for subsequent treatment and disposal at the Treatment Plant Facility has been
approximately 0.2 million gallons a day. Of this amount, it is estimated by LAFCO this represents
50% of permitted capacity.
Los Olivos Community Services is designing a package plant sized to serve Phase I needs and sited
to accommodate modular expansion should further study warrant a facility expansion. It is
estimated the service area will generate in excess of 100,000 gallons per day. Los Olivos
Community Services service area’s currently uses on-site wastewater treatment systems. It is
estimated the service area will generate in excess of 100,000 gallons per day. At full build-out it is
estimated to generate 385,000 gallons per day. Of this amount, it is estimated by LAFCO this
represents 72% of permitted capacity.
Mission Hills Community Services has a permitted water treatment plant capacity of 1.5 MGD.
The maximum estimated sewer connections at District buildout are 2,125. The MHCSD
Treatment Facility has a permitted treatment capacity of 0.4 million gallons per day. Mission Hills
Community Services service area’s average annual water demand is ~0.52 mgd, or 585 afy. Annual
wastewater collection demand generated approximately ~0.2 mgd. It also translates over the
report period to an estimated 146 gallons per day per person. Of this amount, it is estimated by
LAFCO this represents 34% of permitted supplies. Average annual wastewater collection
demand generated for subsequent treatment and disposal at the Treatment Plant Facility has been
approximately 0.2 million gallons a day. Of this amount, it is estimated by LAFCO this represents
50% of permitted capacity.
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Santa Ynez Community Services has a 20% share of the City of Solvang’s permitted treatment
capacity of 1.5 mgd plant. Santa Ynez Community Services area’s average annual wastewater
collection demand generated approximately 0.13 million gallons per day. It also translates over
the report period to an estimated 69 gallons per day for each person. Of this amount, it is estimated
by LAFCO this represents 45% of permitted capacity.
Vandenberg Village Community Services has a permitted water treatment plant capacity of 2.2
MGD. The District owns a 0.89 MGD capacity right in the LRWRP. Vandenberg Village
Community Services service area’s average annual water demand is ~1.5 MGD, or 1,400 AFY.
Wastewater generation is approximately ~0.40 MGD. It also translates over the report period to
an estimated 330 gallons per day of water for residential, 1,300 gpd for commercial, and 10,000 gpd
irrigation users; and about 136 gpd of wastewater for each dwelling unit. Of this amount, it is
estimated by LAFCO this represents 43% of their appropriated rights. Average annual
wastewater collection demand generated for subsequent treatment and disposal at the Treatment
Plant Facility has been approximately 0.40 million gallons a day. LAFCO estimates this
represents 50% of permitted capacity.
City of Buellton has a permit for water delivery capacity from Santa Ynez River of 1,385 AFY. For
planning purposes, the City estimates 1,000 AFY from Buellton Uplands. Maximum allocation
from the SWP is 578 afy (with 58 afy drought buffer). The City operates a 0.65 mgd capacity
wastewater treatment plant. City of Buellton’s service area’s average annual water demand is 1,250
acre-feet. Annual wastewater collection demand generated approximately ~0.45 MGD. It also
translates over the report period to an estimated 95 gallons per day for each resident. Of this
amount, it is estimated by LAFCO this represents 41% of permitted supplies. Average annual
wastewater collection demand generated for subsequent treatment and disposal at the Treatment
Plant Facility has been approximately 0.45 million gallons a day. Of this amount, it is estimated
by LAFCO this represents 69% of permitted capacity.
The Santa Maria Valley groundwater stipulation provides for 1,300 AFY of developed water
supply and an unquantified amount of prescriptive and appropriative water delivery capacity
from Santa Maria Valley Groundwater basin. In 2020, Guadalupe estimated existing demand for
potable water was 1,070 acre-feet annually with a capacity of 2,896 acre-feet. City of Guadalupe
service area’s average annual water demand is 1,070 acre-feet. Annual wastewater collection
demand generated approximately ~0.82 MGD. It also translates over the report period to an
estimated 112 gallons per day per capita. Of this amount, it is estimated by LAFCO this represents
37% of permitted supplies. Average annual wastewater collection demand generated for
subsequent treatment and disposal at the Treatment Plant Facility has been approximately 0.82
million gallons a day. Of this amount, it is estimated by LAFCO this represents 85.4% of
permitted capacity.
City of Lompoc has a permitted water treatment plant capacity of 10.0 MGD. The Vandenberg
Village Community Services District owns a 0.89 mgd capacity right in the LRWRP. The LRWRP
LAFCO of Santa Barbara County 41
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
permitted capacity is 5.5 mgd. City of Lompoc service area’s average annual water demand is 4,235
afy, or 1.38 billion gallons per year. Annual wastewater collection demand generated
approximately ~2.98 MGD. It also translates over the report period to an estimated 88.4 gpcd of
water or estimated 65.5 gallons per day for each resident. Of this amount, it is estimated by
LAFCO this represents 37% of permitted supplies. Average annual wastewater collection demand
generated for subsequent treatment and disposal at the Treatment Plant Facility has been
approximately 2.98 million gallons a day. Of this amount, it is estimated by LAFCO this
represents 60% of permitted capacity.
City of Santa Barbara has a permitted treatment capacity of 37 mgd. The City’s current share of
the Cachuma annual yield is 32.19%, or 8,277 afy. The average long-term Gibraltar average yield is
approximately 4,300 afy. Surface water averaged 1,200 afy while groundwater average is 550 afy.
State Water Project allotment is 3,000 afy with an additional 10% drought buffer. Desalination
Plant has a capacity of 3,125 afy. The City operates a 11 mgd capacity wastewater treatment plant.
City of Santa Barbara’s service area’s average annual water demand is 10,920 acre-feet. Annual
wastewater collection demand generated approximately ~6.5 MGD. It also translates over the
report period to an estimated 92 gpcd. Of this amount, it is estimated by LAFCO this represents
56% of permitted supplies. Average annual wastewater collection demand generated for
subsequent treatment and disposal at the Treatment Plant Facility has been approximately 6.5
million gallons a day. Of this amount, it is estimated by LAFCO this represents 59% of permitted
capacity.
City of Santa Maria has a prescriptive right of 5,100 AF/YR from groundwater supplies and a right
of 14,300 AF/YR from Twitchell yield plus 65% of the latest five-year average use of SWP water
as return flows to the groundwater basin. The City’s State Water Project entitlement is 17,820
AFY including a 10% drought buffer. Santa Maria agreed to import and use within the Basin no
less than 10,000 AFY of available SWP water. The City operates a 13.5 MGD capacity wastewater
treatment plant. City of Santa Maria’s total annual water demand for 2021 is 11,907 acre-feet.
Average daily wastewater flows for 2021 were 6.95 MG. It also translates over the report period
to an estimated average daily demand of 65.4 gallons per day (per resident) and the maximum
daily demand of 109 gallons per resident. Of this amount, it is estimated by LAFCO this represents
36% of groundwater water right entitlements. Average daily wastewater flows for 2021 received
at the City’s WWTP was 6.95 million gallons. Of this amount, it is estimated by LAFCO this
represents 52% of permitted capacity.
City of Solvang has a permit for water delivery capacity from Santa Ynez River to divert 5 cubic
feet per second, or 3.22 mgd and up to 3,600 afy. The City's interconnection with ID#1 has a
maximum capacity of 1,200 gpm. Maximum allocation from the SWP is 1,500 afy (with no drought
buffer). The City operates a 1.5 mgd capacity wastewater treatment plant. City portion equals 1.2
mgd, while SYCSD owns 0.3 mgd. City of Solvang service area’s average annual water demand is
42 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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1,300 afy. Annual wastewater collection demand generated approximately ~0.423 MGD. It also
translates over the report period to an estimated 0.7 HCF units per day for each resident, or 236
gpcd of water. Of this amount, it is estimated by LAFCO this represents 36% of permitted
supplies. Average annual wastewater collection demand generated for subsequent treatment and
disposal at the Treatment Plant Facility has been approximately 0.423 million gallons a day. Of
this amount, it is estimated by LAFCO this represents 32.5% of permitted capacity.
Santa Maria Valley Water Conservation tracks and releases flood waters from the Twitchell
Reservoir, 224,300-acre feet capacity, and replenishes groundwater, 20,000 AF. Total releases
were estimated as 52,640 AF in 2017 and 12,140 AF in 2018 (based on recorded reservoir storage
and climatic data for 2017-18). In 2019, releases totaled 46,190 AF from May through November.
Starting December 2019 and through 2021, no releases have been made. Santa Maria Valley Water
Conservation service area’s average annual water release generated during the report period for
subsequent flood control has been approximately 0 afy. Of this amount, it is estimated by LAFCO
this represents 0% of permitted capacity. The average reservoir release over the last 57 years has
been 45,390 afy. There were no Twitchell Reservoir releases in 11 of the last 19 years.
Santa Ynez River Water Conservation District tracks and protects the water rights from the
following sources Lake Cachuma, 192,978 AF capacity, State Water Project includes 4 entities
8,078 AFY, Alisal Reservoir, 2,342 AFY, Santa Ynez River Alluvium, 105,000AFY, Buellton
Upland, 27,500 AF, Santa Ynez Upland, 21,000 AF, Santa Rita Upland, 56,500 AF, and Lompoc
Area, 715,000 AF. The combined public water supply agency average annual water demand
generated during the report period for subsequent treatment and distribution has been
approximately 5.6 mgd. Of this amount, it is estimated by LAFCO this represents 39.6% of
permitted supplies.
Santa Barbara County Flood Control & Water Conservation preserves existing conveyance
capacity and prevent the accumulation of obstructing vegetation and sediments that could
increase existing flood hazards that could then result in damage to life, public property, and
infrastructure. The extent and frequency of maintenance are dependent upon many factors
including the availability of funds from individual flood zones, the degree of flood hazard, and the
environmental impacts of the maintenance actions. Between 2002 and 2020 the SBCFCWCD has
implemented approximately 26.7 acres of restoration throughout the county directly related to
the Annual Routine Maintenance Plan. It is made up of 9.8 acres on the South Coast and 16.9 acres
in North County. In the North County, 13.4 of the 16.9 acres are within the Santa Maria River. In
the past twenty-eight years, outside of the Annual Routine Maintenance Plan, and in association
with other projects, the District has also implemented an additional 30+ acres of riparian
restoration within Santa Barbara County.
LAFCO of Santa Barbara County 43
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
4. FINANCIAL ABILITY OF AGENCY TO PROVIDE SERVICES
REGIONAL
The demands on a water, wastewater, and stormwater services from agencies vary due to the size
and geography of the agency’s boundaries, the area’s employment base, the presence of students
and tourists, the water supply type and location, wastewater treatment level and flow, and other
factors. These factors help dictate the amount of money required to provide an adequate level of
service.
Nearly all funding for water and wastewater services provided by the four retail water district,
six sanitary districts, county service area, seven community service district, and six local City
agencies are generated from water sales and charges from services for water and sewer rate
revenues collected by the respective governing bodies.
The following agencies that do not receive apportionment of any property taxes are Laguna
County Sanitation, Carpinteria Valley Water, Cuyama Basin Water, Goleta Water, Montecito
Water, San Antonio Basin Water, Santa Ynez River Water Conservation ID#1, CSA 12, Casmalia
CSD, Cuyama CSD, Los Olivos CSD, Mission Hills CSD, and Vandenberg Village CSD.
Water and Sewer Expenditures from the collective Cities and Special District increased by a
composite average of 20.8% over the last two years for sewer service raising from an estimated
total of $98.5 to $124.4 million. The composite average of 19.2% over the last two years for water
service raising from an estimated total of $178.5 to $221.0 million. The agencies of Carpinteria
Sanitary, Goleta West Sanitary, and Solvang decreased their sewer budgets, while the Guadalupe,
Santa Maria, and Vandenberg Village decreased their water budgets, all other Cities and Special
Districts had a slight increase in budget expenditures for water and sewer services.
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. Carpinteria Sanitary District,
Goleta Sanitary District, Goleta West Sanitary District, 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; Casmalia Community Services District, Cuyama Community Services District,
Mission Hills Community Services District, Los Olivos Community Services District, Santa Ynez
Community Services District, Embarcadero Municipal Improvement District, Cuyama Basin
Water District, San Antonio Basin Water District, Santa Ynez River Water Conservation District,
and Santa Maria Valley Water Conservation District. The agencies of Carpinteria Sanitary
District and Vandenberg Village Community Services District do not offer OPEB only.
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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 water, wastewater, and
stormwater service from some agencies providing these services within Santa Barbara County
experience a wide range of revenue. Local agencies receive between $8,600 and $8 per resident
(the median being $1,332). The amount of revenue received by a water and sewer providing agency
is often determined by water and sewer rates which agency residents have some control.
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 water, wastewater, and stormwater Services, except for one, have provided LAFCO
with the most recent audit as required by State law. The agency of Cuyama CSD were not able to
provide their most recent audits.
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
Goleta Sanitary District Regional Treatment Plant maintains similar agreements with Goleta
West Sanitary, UCSB, the City of Santa Barbara and the County of Santa Barbara. The District
also has an agreement with Goleta Water District to provide treated reclaimed water. Use of the
GSD regional wastewater treatment plant is through a joint use agreement for treatment and
disposal.
The City of Lompoc currently share facilities or services with other agencies, such as the
wastewater treatment facility (LRWRP). 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.
LAFCO of Santa Barbara County 45
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
The City of Santa Barbara collaborates regionally and participates in a variety of agreements with
neighboring agencies: Joint Powers Agreement (for water treatment to MWD and CVWD),
Juncal Agreement, Agreement with La Cumbre for Recycled Water Delivery, Agreement with La
Cumbre 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 for City to supply District desal water, Exchange
Agreement which gives them credit in Cachuma for delivering some of SWP water to ID#1.
The City of Santa Barbara currently shares the Carter and Ortega Groundwater Treatment Plant
Facilities with the Carpinteria Valley (20%) and Montecito (19.7%) Water Districts for water
treatment. The City is also a member of the Joint Powers Agency for Cachuma Operation and
Maintenance Board (COMB) which operates, repairs, and maintains all Cachuma project
facilities, except Bradbury Dam. Members include Bureau of Reclamation, City of Santa Barbara,
Carpinteria Valley Water, Goleta Water, and Montecito Water Districts.
Several members joined in the formation of the Central Coast Water Authority (CCWA) in 1991
to construct, manage, and operate Santa Barbara County’s local facilities for distribution and
treatment of State water. Construction of conveyance facilities was completed in 1997, which
include the 102-mile Coastal Branch of the State Aqueduct and the 42-mile Santa Ynez Extension,
which ends at Lake Cachuma.
Many agencies collaborate with the USBR for a supply of water from the Cachuma Project on the
Santa Ynez River. These members include Goleta, City of Santa Barbara, Montecito, Carpinteria,
and Santa Ynez River Water Conservation District Improvement District #1.
Eighteen local water purveyors’ partner, co-funds projects, and programs established under the
Regional Water Efficiency Program (RWEP) for water conservation efforts. The 18 water
purveyors are as follows: City of Buellton, Carpinteria Valley Water District, Casmalia CSD,
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.
Many also participates in the Integrated Regional Water Management Program.
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.
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In most cases among the local agencies, due to relative distance between the jurisdictions and
other communities, opportunities for shared facilities are limited. Many do not currently share
facilities with other agencies or the agencies do not have any opportunities to do so. It is unlikely
that a proposal would be forthcoming in the near future. Some jurisdictions have shared service
arrangements, which are outlined below and described in greater detail for each agency in Chapter
Three.
AGENCY SPECIFIC
As members of the CalWARN, most District’s participate in mutual aid agreement between other
wastewater agencies that provide for personnel, equipment, and facility assistance in an
emergency.
The Carpinteria Sanitary District is working in collaboration with Carpinteria Valley Water
District on an indirect potable reuse water supply project.
The Laguna County Sanitation District does not currently share facilities with other agencies
outside of the Joint Powers Agreement with City of Santa Maria regarding exchange of services.
The Montecito Sanitary District has an existing flow exchange agreement with the City of Santa
Barbara from 1980 that allowed abandonment of two pump stations in an exchange for flow by
gravity. The District also has two parcels (229 and 239 Ortega Ridge Road) that send flow to
Summerland Sanitary District for treatment on account of the configuration of the system.
The Montecito Water District currently is collaborating with the Montecito Sanitary District to
study the possible addition of recycled water supply to the MWD supply portfolio. The District
has an existing exchange agreement and JPA with the City of Santa Barbara.
The City of Solvang shares with the Santa Ynez Community Services District treatment and
dispose of sewage effluent. The Santa Ynez CSD also operates the Chumash Water Reclamation
Facility.
The Casitas Intertie Project would provide a direct connection with Carpinteria Valley Water
District for delivery of imported water, with an estimated average yield of approximately 2,000
AFY over a period of four months. The Project is anticipated to be online by 2023.
The CSA 12 District through the City of Santa Barbara is connected to the El Estero Wastewater
Treatment Plant in the area, which is owned and operated by the City.
LAFCO of Santa Barbara County 47
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
6. ACCOUNTABILITY FOR COMMUNITY SERVICE NEEDS, INCLUDING GOVERNMENT
STRUCTURE AND OPERATIONAL EFFICIENCIES
REGIONAL
Santa Barbara County is served by a web of agencies providing water, wastewater, and
stormwater services. This Municipal Service Review primarily looks at the 33 Agencies ten Water
Districts (Carpinteria Valley Water, Cuyama Basin Water, Goleta Water, Montecito Water, San
Antonino Basin Water, Santa Maria Valley Water Conservation, Santa Ynez River Water
Conservation, Santa Ynez River Water Conservation Improvement ID#1, County Water Agency,
and County Flood Control & Water Conservation), two being Countywide Districts, seven
Community Services Districts (CSD) (Casmalia, Cuyama, Los Alamos, Los Olivos, Mission Hills,
Santa Ynez, and Vandenberg Village), six Sanitary Districts (Carpinteria, Goleta, Goleta West,
Laguna County, Montecito, and Summerland), one County Service Area (CSA 12), one Municipal
Improvement District (EMID), and eight Cities (Buellton, Carpinteria, Goleta, Guadalupe,
Lompoc, Santa Barbara, Santa Maria, and Solvang). Services are also provided by Mutual and
Private water companies.
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 33 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. Notably, the City of Santa Maria, Buellton, and Lompoc, along with the Casmalia
CSD, Cuyama CSD, Los Alamos CSD, Los Olivos CSD, and Mission Hills CSD, and EMID were
unable to provide the requested water/sewer maintenance data.
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Two of the Sanitary Districts (Montecito & Summerland), Municipal Improvement District, two
California Water Districts (Cuyama Basin & San Antonio Basin), one Water District
(Montecito), six Community Services Districts (Casmalia, Cuyama, Los Alamos, Los Olivos,
Mission Hills, Vandenberg Village), and one of the eight Cities are governed by directors/council
members who are elected at-large by voters.
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. This list includes Carpinteria Sanitary
District, Goleta Sanitary District, Goleta West Sanitary District, Carpinteria Valley Water
District, Goleta Water District, Santa Maria Valley Water Conservation District, Santa Ynez
River Water Conservation District, Santa Ynez River Water Conservation District Improvement
District #1, and Santa Ynez Community Services District.
Of the 33 Special Districts and Cities providing water, wastewater, and stormwater services, all
of them with the exception of Casmalia CSD, 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 12, County Water Agency, and County Flood Control & Conservation District 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, with CSA 12 having the
least information available.
Consistent with the public notice requirements of California’s Brown Act, public agendas must
be posted by all public agencies at a public location a minimum of 72 hours prior to the meeting.
State law also requires that agendas be posted on the agency website, if one exists. All agencies
must also allow the opportunity for members of the public to directly address the legislative body
on any item of interest to the public at every regular meeting. As of January 2020, Senate Bill 929
requires all independent special districts to maintain a website, unless the district passes a
resolution claiming hardship for particular reasons each year. All Special Districts in this Study
currently maintain a website with the exception of Casmalia CSD.
LAFCO of Santa Barbara County 49
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
7. ANY OTHER MATTER RELATED TO EFFECTIVE OR EFFICIENT SERVICE DELIVERY,
AS REQUIRED BY COMMISSION POLICY
REGIONAL
The Local Agency Formation Commission of Santa Barbara County has adopted Sphere of
Influence Policies and Criteria within its Policies and Procedures relating to Spheres of Influence
and Changes of Organization and Reorganization. These policies and criteria were adopted, in
conformance to State law, to meet local needs.
These policies stipulate that the designation of Spheres of Influence shall seek to preserve
community identity and boundaries and will urge the political and functional consolidation of
local government agencies that cross-cut those affected communities. Adopted General Plans of
the Cities and the County will be supported when defining Sphere boundaries. Duplication of
authority to perform similar service functions in the same territory will be avoided. An
economically sound base for financing services without including territories which will not
benefit from the services will be promoted. Agricultural resources and support facilities should
be given special consideration in sphere of influence designations. Sphere of influence lines may
be larger or smaller than existing local agency boundaries and may lead to recommendations for
changes of organization. The proposed amendments to the Spheres of Influence of the Carpinteria
Sanitary District, Laguna County Sanitation District, Montecito Sanitary District, Summerland
Sanitary District, Goleta Water District. Montecito Water District, and Carpinteria Valley Water
District are consistent with these policies. They are specifically designed to address service needs
and the capabilities of jurisdictions related to the total system.
The proposed affirmations and amendments to the Spheres of Influence of these agencies are
consistent with local policies and criteria.
This additional factor reviews the climate change resiliency efforts of agencies in Santa Barbara
County. The determination reviews how these services are provided and addresses questions
relating to the overall environment changing in relation to climate change. This factor is not a
mandated discussion topic pursuant to Cortese-Knox-Hertzberg Act and Santa Barbara LAFCO
guiding policies. However, it was requested by Santa Barbara LAFCO to be included in this MSR.
Climate change is already affecting the Santa Barbara area and is projected to continue to do so
well into the future. Current and projected climate changes include average temperatures, sea-
level rise, reduced winter snowpack, altered precipitation patterns, and more frequent storm
events. These changes have the potential for a wide variety of impacts, such as altered agricultural
productivity, wildfire risk, water supply, public health, public safety, ecosystem function, and
economic continuity.
50 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
Climate Change Projections
Climate models have predicted an increase in warming throughout the 21st century, with average
annual air temperature increasing about two degrees to five degrees by 2050. The Mediterranean
seasonal precipitation pattern is expected to continue during the 21st century, with most of the
precipitation occurring during winter from North Pacific storms. The hydroclimate (hydrology
and weather) is expected to be influenced by the El Niño-Southern Oscillation (ENSO) and the
Pacific Decadal Oscillation (PDO) with alternating periods of wet and dry water years. In the
Sierra Nevada, there will be some shift to more winter precipitation occurring as rain instead of
snow, with a reduction in snowpack accumulation and shifts in runoff patterns, especially during
the summer and fall.
Climate change is already affecting California’s water resources. Bold steps must be taken to
reduce greenhouse gas emissions. However, even if emissions ended today, the accumulation of
existing greenhouse gases will continue to impact the climate for years to come. Warmer
temperatures, altered patterns of precipitation and runoff, and rising sea levels are increasingly
compromising the ability to effectively manage water supplies, floods, and other natural
resources.
RAINFALL AND TEMPERATURE INFORMATION
Human activity, most notable the burning of fossil fuels like coal, gasoline, and natural gas to
produce electricity, power vehicles, and heat buildings, introduces large amounts of carbon
dioxide and other greenhouse gases into the atmosphere. These gases intensify the natural
greenhouse effect, causing global average surface temperatures to rise, which leads to changes in
global climate patterns. Disrupted climate patterns will have an impact on public health, social
and economic systems, and the environment.
Historically, Santa Barbara County has had a Mediterranean climate with several microclimatic
regions. Summers are warm and dry and winters are cool and often wet. Annual precipitation
ranges from 8 inches near Cuyama Valley to a maximum of approximately 36 inches at the
uppermost elevations of the Santa Ynez Mountains. Average rainfall in the City of Santa Barbara
is approximately 18 inches per year. The County’s topography has a unique physical orientation
compared to the rest of California, with a series of east/west transverse mountain ranges. This
topography causes an orographic effect when a storm approaches from the Pacific Ocean. Storms
from the south can cause heavy precipitation on south-facing slopes, and storms from the north
or west can concentrate precipitation on west- or north-facing slopes. Annual average rainfall at
the highest elevation is twice that of the lowest elevation. Most precipitation occurs in November
through March, with the exception of some far-inland mountain areas that may receive sporadic
late-summer thundershowers. Moist air from the Pacific Ocean moderates’ temperatures in the
coastal areas; lower winter minimums and higher summer maximums prevail in the inland valleys.
LAFCO of Santa Barbara County 51
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
SEA-LEVEL RISE AND COASTAL FLOODING
Sea-level rise is expected to increase the risk of coastal erosion and flooding along the California
coast. Higher water levels due to sea-level rise could magnify the adverse impact of storm surges
and high waves. Impacts to assets from extreme high tides, in addition to net increases in sea-
level, will likely result in increased inundation frequency, extents, and depths leading to
catastrophic flooding and coastal erosion. Understanding the extent, depth, and duration of
inundation and the patterns of erosion will be necessary for characterizing infrastructure
vulnerability in coastal areas. In addition, sea-level rise has the potential to impact groundwater
conditions in the Groundwater Basins. The picture is further complicated by the concurrent
vertical movement of the land due to tectonic activity. Projections of the relative sea-level, the sum
of both sea-level rise and vertical land movement, are therefore important in the Santa Barbara
area.
Local, regional, and statewide planning studies indicate that the Region can be expected to be
impacted by sea-level rise. The National Research Council predicts that sea-level rise for the coast
of California will be 4–30 centimeters (approximately 1.6–12 inches) by 2030, 12–61 centimeters
(approximately 5–24 inches) by 2050, and 42–167 centimeters (approximately 17–66 inches) by
2100 (National Research Council 2012). Recent CoSMoS (Coastal Storm Modeling System)
modeling (https://www.usgs.gov/centers/pcmsc/science/coastal-storm-modeling-system-
cosmos, 2017) demonstrated serious SLR in the Santa Barbara region over the 21st century. The
most vulnerable regions for future flooding across the region include Carpinteria, Santa Barbara
Harbor/East Beach neighborhood, Goleta Slough/Santa Barbara Airport, Devereux Slough, and
Gaviota State Park. Many beaches will become increasingly narrow and, and up to two-thirds
may be completely lost over the next century across the region. Narrowing and/or loss of future
beaches will be caused by SLR combined with a lack of ample sediment in the system, which
together will continue to drive the landward erosion of beaches.
Within the Region, the popularity of beachfront property has meant that a large amount of
residential and commercial property can be found near sea level. The California Department of
Boating and Waterways performed an assessment on several beachfront communities to assess
the damage that could occur through sea-level rise, and included the City of Carpinteria as an
example of the estimated economic cost to beachfront communities. The results of this study
indicate that coastal development and coastal recreation are vulnerable to sea-level rise through
impacts to recreational value, habitat value, spending, and tax revenue. Coastal infrastructure in
the Region, including water and wastewater infrastructure, is also vulnerable to sea-level rise.
Sea-level has been measured at the Presidio tide gauge in San Francisco since 1854, with a recorded
rise in relative sea-level of 7.6 inches (19.3 cm) over the last 100 years. Rates of relative sea-level
rise vary along the coast in relation to the varying vertical land movement. The observed rise per
century is 8.0 inches (20.3 cm) in San Diego, 3.3 inches (8.4 cm) in Los Angeles, and 2.7 inches (6.9
cm) in Port San Luis. Sea-level is falling in Crescent City at a rate of 2.9 inches (7.4 cm) per
century. Present sea-level rise projections suggest that global sea levels in the 21st century can be
52 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
expected to be much higher due to higher rates of relative sea-level rise.
Recent events in the Santa Barbara Region, including a prolonged drought, historic wildfires,
flooding, and a catastrophic debris flow, have brought projected climate change impacts into stark
focus and have altered perceptions of priority climate-change vulnerabilities. Water quality for
surface water and groundwater, increased erosion and sedimentation, an overall decrease in
groundwater supply, and sensitivity due to higher drought potential have all been identified as
very high priority climate change vulnerabilities for the Region.
Sea-level rise has the potential to impact water supplies in Santa Barbara County through
seawater intrusion into coastal aquifers, impacts to water infrastructure, and decreased deliveries
from the SWP. Coastal aquifers in Santa Barbara County consist of the Carpinteria Groundwater
Basin, Montecito Groundwater Basin, Santa Barbara Groundwater Basin, Lompoc Plain
Groundwater Basin, San Antonio Groundwater Basin, and Santa Maria Groundwater Basin. Some
of these basins have the potential to be at risk of seawater intrusion. In the late 1970s, heavy
pumping in the Santa Barbara Groundwater Basin caused groundwater levels to drop as much as
100 feet and caused seawater intrusion into that basin. Effective pumping practices and
groundwater injection programs restored the previously existing groundwater gradient and
reversed the trend of seawater intrusion. Seawater intrusion has not been confirmed in any other
coastal aquifer. The Sea Level Rise and Coastal Hazards Vulnerability Assessment (County of
Santa Barbara 2017), developed as a component of the Santa Barbara County Coast Resiliency
Project, identified vulnerabilities to water and wastewater infrastructure.
Resiliency Policies
This section provides information regarding the local agencies’ adopted policies or documentation
that address climate change. If any agency does not have policies specifically addressing climate
change, a recommendation has been added that the agency include such sustainability and
resiliency policies within either their next General Plan Update or a corresponding infrastructure
Master Plan Update.
AGENCY SPECIFIC
None at this time.
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54 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS
AND RECOMMENDATIONS
A. Scope
This chapter provides recommended Sphere of Influence expansion determinations for five
Sanitary/Sanitation District (Carpinteria Sanitary District, Goleta Sanitary District, Laguna
County Sanitation District, Montecito Sanitary District, and Summerland Sanitary District), and
three Water Districts (Goleta Water District. Montecito Water District, and Carpinteria Valley
Water District). All other agencies (Cuyama Basin Water District, San Antonio Basin Water
District, Santa Maria Valley Water Conservation District, Santa Ynez River Water Conservation
District, Santa Ynez River Water Conservation District Improvement District No. 1, Santa
Barbara County Water Agency, Santa Barbara County Flood Control & Water Conservation,
County Service Area 12 (Mission Canyon Sewer District), Casmalia Community Services
District, Los Olivos Community Services District, and Vandenberg Village Community Services
District) are recommended to maintain their existing Sphere of Influence boundary. This chapter
does not include recommended determinations for the Goleta West Sanitary District,
Embarcadero Municipal Improvement District, Cuyama Community Services District, Los
Alamos Community Services District, Mission Hills Community Services District, and Santa Ynez
Community Services District or the eight Cities (Buellton, Carpinteria, Goleta, Guadalupe,
Lompoc, Santa Barbara, Santa Maria, and Solvang). The current report addresses water,
wastewater, recycled water and stormwater services provided by these Cities and Special
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 special districts for other services provided.
B. Summary of Recommendations
Based on the recommended determinations in this chapter, the Executive Officer recommends
that the Commission:
1. Affirm the currently adopted Spheres of Influence of the Cuyama Basin Water District,
San Antonio Basin Water District, Santa Maria Valley Water Conservation District, Santa
Ynez River Water Conservation District, Santa Ynez River Water Conservation District
Improvement District No. 1, Santa Barbara County Water Agency, Santa Barbara County
Flood Control & Water Conservation, County Service Area 12 (Mission Canyon Sewer
District), Casmalia Community Services District, Los Olivos Community Services District,
and Vandenberg Village Community Services District, as shown on Map (pages 73, 76, 77,
78, 79, 80, 81, 82, 83, 84 & 85);
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CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS
2. Amend the Spheres of Influence of the Carpinteria Sanitary District, Goleta Sanitary
District, Laguna County Sanitation District, Montecito Sanitary District, Summerland
Sanitary District, Goleta Water District. Montecito Water District, and Carpinteria Valley
Water District, to include the recommended Study Areas not currently within the
boundaries of respected agency, as shown on the Map on pages 67, 68, 69, 70, 71, 74, 75, &
72.
C. Overview
The Cortese-Knox-Hertzberg Act states that in determining the Sphere of Influence of each local
agency, LAFCO shall consider and prepare a written statement of its determinations with respect
to five areas8:
8 These determinations are contained in Government Code section 56425(e).
1. The Present and Planned Land Uses in the Area, including Agricultural and Open-Space
Lands;
2. The Present and Probable Need for Public Facilities and Services in the Area;
3. The Present Capacity of Public Facilities and Adequacy of Public Services that the
Agency Provides or is Authorized to Provide,
4. The Existence of Any Social or Economic Communities of Interest in the Area if the
Commission determines that they are Relevant to the Agency; and
5. The present and probable need for those public facilities and services of any
disadvantaged unincorporated communities within the existing Sphere of Influence.
This chapter contains recommended Sphere of Influence expansion determinations for five
Sanitary/Sanitation District (Carpinteria Sanitary District, Goleta Sanitary District, Laguna
County Sanitation District, Montecito Sanitary District, and Summerland Sanitary District), and
three Water Districts (Goleta Water District. Montecito Water District, and Carpinteria Valley
Water District). Each of the five recommended determinations applies to all 33 agencies as a
group.
The Executive Officer has found the Spheres of Influence of all other agencies (Cuyama Basin
Water District, San Antonio Basin Water District, Santa Maria Valley Water Conservation
District, Santa Ynez River Water Conservation District, Santa Ynez River Water Conservation
District Improvement District No. 1, Santa Barbara County Water Agency, Santa Barbara County
Flood Control & Water Conservation, County Service Area 12 (Mission Canyon Sewer District),
Casmalia Community Services District, Los Olivos Community Services District, and Vandenberg
Village Community Services District) are recommended to maintain their existing Sphere of
Influence boundary as appropriate to meet the needs of district residents. This chapter, therefore,
includes the Executive Officer’s recommendation to affirm the currently adopted Spheres of
Influence, without change.
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CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS
The Executive Officer also outlines the need for, and proposes amendments to, the Spheres of
Influence of the Santa Ynez Community Services District, and City of Santa Barbara: these would
change once future MSR’s are completed. These amendments would expand the Spheres of
Influence of the respective agencies to include the additions outlined in Chapter Three as
discussed in each agencies chapter profile. The agencies agree with this recommendation. These
Sphere expansions would be a step toward ensuring that the water and wastewater service needs
of County residents and property owners are met. If these amendments are adopted by LAFCO, a
proposal by the agency to annex all or a portion of the expanded Sphere is anticipated.
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 of the County
and the eight Cities within the County.
As a moderately sized County in the State of California, Santa Barbara County covers more than
2,737 square miles and is comprised of diverse natural habitats and residential communities. The
eight incorporated Cities comprise 68% of the County population and about 2% of the total land
area. The Housing Elements for each of the jurisdictions are in compliance with State Housing
and Community Development certification. The 6th Housing Element review cycle is underway
and State review is expected to be completed by mid-year 2023. Local Housing Elements are due
to the State by February 15, 2023. Five Cities recently updated their General Plans which includes,
Carpinteria, Buellton, Guadalupe, Lompoc, and Solvang. Two of the Cities will be considering
General Plan Updates over the next few years which includes, Santa Maria and Santa Barbara.
The City of Goleta’s General Plan was adopted in 2006 with at least 21 amendments since
adoption.
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.
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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, Goleta, and Guadalupe, along with three Water Districts (Carpinteria Valley Water,
Goleta Water, and Montecito Water Districts), and two of the three Water Conservation District
(SMVWCD & SYRWCD ID#1), both Countywide Water Agency and Flood Control, County
Service Area 12, and four Community Service Districts (Casmalia, Cuyama, Los Alamos, & Los
Olivos), Cuyama Basin Water District, San Antonio Basin Water District have a Sphere of
Influence that match their district boundaries having no Sphere of Influence beyond service
boundaries. These communities have limited areas for future development and will be dependent
on in-fill projects.
Due to the large size of some agencies and varied topography of the area, there is a wide range of
land uses present within the agencies’ boundary and SOI. Land uses are largely Rural Residential,
Low Density Residential, and Natural Resources with Agricultural lands. There are no
agricultural or open-space lands within the SOI expansion areas.
The CVWD, MWD, & GWD provides treated water to a population of 112,227 in the south coast
portions of the County. The areas are largely urbanized with a full range of existing and planned
land uses.
The CSD, MSD, & SSD provides sewer collection and treatment to a population of 26,845 in the
south coast portions of the County. The areas are largely urbanized with a full range of existing
and planned land uses.
The Laguna County Sanitation District provides sewer collection and treatment to a population
of 32,000 in the northern portions of the County and south of the City of Santa Maria. The areas
are largely urbanized with a full range of existing and planned land uses.
Water Conservation agencies that provide conservation services related to watershed
management, floodplain management, conservation education and services, and watershed
studies and projects continue to meet an increased need for services. Population growth in Santa
Barbara County has increased pressures on natural resources, such as creeks, streams and other
areas used for recreation. In addition, development has expanded the area covered by impervious
surfaces, thereby increasing the need for resource conservation in support of flood control and
water quality in many of these agencies service boundaries. In some cases, the agency does not
own or maintain facilities, but rather provides other services.
For the eight Cities; growth rates are estimated to be as follows:
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CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS
• The City of Buellton anticipates growing at a 6.9% growth rate over the next 20 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% of this having already been developed. The
undeveloped area consists of 50 vacant parcels that collectively total 27 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 and consists of 84
vacant parcels that collectively total 100 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 49 vacant parcels that collectively total 103 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 109 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 or 94% having already been developed. The
undeveloped area consists of 521 vacant parcels that collectively total 591 acres.
• The City of Santa Maria’s 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 262 vacant parcels that collectively total
193 acres.
• The City of Solvang’s projected growth rate is about 3%. Close to 98% of the parcel acreage is
under private ownership with 87% having already been developed. The undeveloped area
consists of 63 vacant parcels that collectively total 75 acres.
• The County’s growth rate, covering the same period, estimates 9.5 percent growth in the
surrounding unincorporated areas.
For the four Water Districts; Carpinteria, Goleta, Montecito, SYRWCD ID#1 and six Sanitary
Districts; Carpinteria, Goleta, Goleta West, Laguna County, Montecito, and Summerland growth
rate will follow the respective Cities and unincorporated County at less than one percent.
• Carpinteria Valley Water growth rate is projected under the County’s plans as less than one
percent growth in the surrounding unincorporated areas and 0.7 percent within the City.
Approximately 95% of the parcel acreage is under private ownership with 58% having already
been developed. The undeveloped area consists of 135 vacant parcels that collectively total
238 acres.
• Carpinteria Sanitary growth rate is projected under the City and County’s plans as less than
one percent, which faces constraints. Approximately 82% of the parcel acreage is under private
ownership with 93% having already been developed. The undeveloped area consists of 86
vacant parcels that collectively total 122 acres.
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CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS
• Goleta Water growth rate is projected under the County’s plans as less than one percent
growth in the surrounding unincorporated areas and 0.6 percent within the City.
Approximately 50% of the parcel acreage is under private ownership with 75% having already
been developed. The undeveloped area consists of 371 vacant parcels that collectively total
1,356 acres.
• Goleta Sanitary growth rate is projected under the County’s plans as less than one percent
growth in the surrounding unincorporated areas and 0.6 percent within the City.
Approximately 94% of the parcel acreage is under private ownership with 84% having already
been developed. The undeveloped area consists of 145 vacant parcels that collectively total
494 acres.
• Goleta West Sanitary growth rate is projected under the County’s plans as less than one
percent growth in the surrounding unincorporated areas and 0.6 percent within the City.
Approximately 78% of the parcel acreage is under private ownership with 71% having already
been developed. The undeveloped area consists of 93 vacant parcels that collectively total
243 acres.
• Laguna County Sanitation growth rate is projected under the County’s plans as less than 1.5
percent. Approximately 75% of the parcel acreage is under private ownership with 51%
having already been developed. The undeveloped area consists of 596 vacant parcels that
collectively total 351 acres.
• Montecito Water growth rate is projected under the County’s plans as less than one percent
growth in the surrounding unincorporated areas. Approximately 91% of the parcel acreage is
under private ownership with 85% having already been developed. The undeveloped area
consists of approximately 491 vacant parcels that collectively total 1,283 acres.
• Montecito Sanitary growth rate is projected under the County’s plans as less than one percent
growth in the surrounding unincorporated areas. Approximately 97% of the parcel acreage is
under private ownership with 86% having already been developed. The undeveloped area
consists of 343 vacant parcels that collectively total 643 acres.
• Summerland Sanitary growth rate is projected under the County’s plans as less than one
percent growth in the surrounding unincorporated Summerland areas, which faces several
constraints. Approximately 85% of the parcel acreage is under private ownership with 84%
having already been developed. The undeveloped area consists of 41 vacant parcels that
collectively total 66 acres.
• Santa Ynez River Water Conservation ID#1 growth rate is projected under the County’s plans
at 4.6 percent and about 3% in City of Solvang. Approximately 92% of the parcel acreage is
under private ownership with 89% having already been developed. The undeveloped area
consists of 132 vacant parcels that collectively total 279 acres.
Some land use zoning within the proposed Study Areas of the Carpinteria Sanitary District,
Montecito Water District, Santa Ynez Community Services District, and City of Santa Maria
Spheres of Influence are Agriculture. However, no study areas are recommended for expansion
are within prime agriculture land with the exception of Santa Ynez Community Services District
Study Area #3 (Janin Acres & Western Santa Ynez Special Problem Area). This Study Area #3
consist of existing single-family residential within 1-E-1 zoning.
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CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS
The planned use for these areas might include open space. The proposed SOI areas compare
favorably with the existing pattern of development and would promote the efficient provision of
public services, and in the case of SYCSD Study Area #3 address Special Problem Area, encourage
the preservation of open space and agricultural land and would further discourage urban sprawl
in the particular area. The County’s General Plan policies enable the County to effectively manage
the growth and development within these areas. In the case of the City of Santa Maria, SOI Study
Area #1 would promote efficient service for a failing water system.
In general, Santa Barbara County’s water and sewer agencies have adequate Spheres of Influence
and boundaries. Ninety-seven percent of residents living within Santa Barbara County are within
the boundaries of a local public agency providing water, wastewater, and stormwater services.
The Executive Officer recommends amendments to the Spheres of Influence of the Carpinteria
Sanitary District, Goleta Sanitary District, Laguna County Sanitation District, Montecito Sanitary
District, Summerland Sanitary District, Goleta Water District. Montecito Water District, and
Carpinteria Valley Water District that provide water and wastewater services. This
recommendation would allow the agencies to expand into adjacent properties that are not now
within the boundaries of a water or sanitary agency.
The Executive Officer also recommends a number of clean-up action in the future for the MWD
and City of Santa Barbara. At the conclusion of the consolidation feasibility study of the
Montecito Water and Sanitary Districts, if adjustment to the Sphere of Influence and service area
boundary are necessary, LAFCO can consider these requests at that time. Cleaning up the areas
would clarify billing, avoid staff time for both agencies to true up water usage each month,
accurately reflect MWD service boundary, and provide clear messaging to the customers about
water source and water related emergencies/notices as they arise. This recommendation indicates
that the area may warrant revisions in the District’s and City’s Sphere in future years following a
subsequent application.
The Executive Officer also recommends a future study for the Goleta Sanitary District within the
Hope Ranch Community. The area is already within the City of Santa Barbara Sphere of Influence.
However, the understanding is that some of the topography and existing district infrastructure in
the western portion of Hope Ranch slopes in a more desirable gravity flow connection towards
the Goleta Sanitary District system. The full extent and system design that could benefit some
parcels will require further analysis. If at some point in the future if the septic systems within the
Hope Ranch Community either begin to fail beyond the ability to be repaired, or if a regulatory
agency requires public sewer system as an alternative, then the entire community should be
evaluated and considered which portions may best be serviced by the most logical provider as a
single action to either amend the Sphere of Influence for Goleta Sanitary District or seek services
from the City of Santa Barbara. Individual SOI and annexation request on a parcel-by-parcel basis
should not be considered by LAFCO unless there is a health and safety reason.
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CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS
A map of the Carpinteria Sanitary District, Goleta Sanitary District, Laguna County Sanitation
District, Montecito Sanitary District, Summerland Sanitary District, Goleta Water District.
Montecito Water District, and Carpinteria Valley Water District boundaries and the proposed
Sphere of Influence amendments are at the end of the chapter on pages 67, 68, 69, 70, 71, 74, 75, &
72.
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
All local water, wastewater, and stormwater service agencies plan to meet current and future
needs through annual budgets and maintenance schedules. Some agencies have adopted detailed
strategic plans, management plans, and capital improvement 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.
There is a clear and present need for domestic water, wastewater, and stormwater services within
the existing service areas, as shown by demand for domestic water and fire flow, sewer collection,
and drainage services. The agencies each serve developed areas, and water and wastewater
services are needed to serve the existing homes and future development on existing parcels. The
present need for water, wastewater, and stormwater service is currently being met by the agencies
that serve the communities.
As outlined in Chapters One and Three, the local agencies anticipating the most population
growth are City of Santa Maria and the unincorporated portions of Santa Barbara County in the
Orcutt area. These Chapters outline the MSR Determination for the present and probable need
for services in each area. Even without growth, present needs are significant throughout the
County. The probable need for public services will be greater when development occurs. It’s likely
that urban levels of development will be proposed in the Sphere of Influence. The future
preparation of Specific/Development Plans as areas are proposed for development and by
conformance to LAFCO policies requiring a comprehensive Plan for Providing Services at the time
of each future annexation proposal will address the needs.
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CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS
For some agencies, based on the limited potential for growth in the area, it is not expected that
the agency will need to expand services in the near future.
The following agencies Goleta Sanitary District, Goleta West Sanitary District, Laguna County
Sanitation District, Montecito Water District, Carpinteria Valley Water District, Cuyama
Community Services District, Los Alamos Community Services District, Cities of Buellton,
Guadalupe, Lompoc, and Solvang have completed a current Facilities/Master Plan and is
proceeding with needed improvements as funds become available. Aging water and sewer mains
are also planned for replacement as trouble locations are identified. The agencies of Carpinteria
Sanitary District, Laguna County Sanitation District, Summerland Sanitary, Vandenberg Village
Community Services District Cities of Buellton, Santa Barbara, and Solvang has been able to
contain or reduce operating costs through WWTP and collection system upgrades.
Most areas are fully developed within the recommended SOI expansion areas or already operate
under an existing agreement. Future connection to the Santa Ynez Community Services District
agency, and City of Santa Barbara would allow connection to either a treated, potable water source
or public sewer system that is treated and disposed of properly.
With limited growth potential for some of the service areas, existing water and wastewater
services in the area appear adequate.
In many cases, parcels are already served by some agencies through an out-of-agency service
agreement, or prior agreement that are located outside of the respective agencies SOI. As the
logical long-term service provider for the various properties, consideration was and should be
given to expanding some current SOI to include these properties.
The Executive Officer recommends that LAFCO affirm the current Spheres of Influence for
Cuyama Basin Water District, San Antonio Basin Water District, Santa Maria Valley Water
Conservation District, Santa Ynez River Water Conservation District, Santa Ynez River Water
Conservation District Improvement District No. 1, Santa Barbara County Water Agency, Santa
Barbara County Flood Control & Water Conservation, County Service Area 12 (Mission Canyon
Sewer District), Casmalia Community Services District, Los Olivos Community Services District,
and Vandenberg Village Community Services District.
The Sphere of Influence expansions proposed for the Carpinteria Sanitary District, Goleta
Sanitary District, Laguna County Sanitation District, Montecito Sanitary District, Summerland
Sanitary District, Goleta Water District. Montecito Water District, and Carpinteria Valley Water
District will not add significant service demands on existing District service capabilities.
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CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS
3. THE PRESENT CAPACITY OF PUBLIC FACILITIES AND ADEQUACY OF PUBLIC
SERVICES THAT THE AGENCY PROVIDES OR IS AUTHORIZED TO PROVIDE
The present and probable need for public facilities and services varies for each local public agency
providing water, wastewater, and stormwater 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 varies exchange and flow agreements allows neighboring
agencies to assist each other in meeting regional needs.
Most agencies are currently able to provide adequate water and wastewater services to their
respected area. Water supplies and WWTP’s are considered in good operating condition and
require no major rehabilitation in the near future, with the exception of Lompoc plant located at
1801 W Central Ave, Solvang plant located at 101 South Alisal Road, Montecito plant located at
1042 Monte Cristo Lane and Summerland plant located at 2435 Wallace Ave, each were evaluated
as fair condition.
Some agencies rely on a single source of water to supply the entire agency demand. In the event
the, local water supply (or portion becomes unavailable via treatment plant is offline, or
groundwater not sustainable), these agencies would have limited supply to fulfill customer
demands. It is recommended that these agencies continue to seek out additional emergency
sources of water such as wells or other surface water diversions, or interties with neighboring
agencies.
South Coast agencies have invested approximately $109.6 million in water and $52.6 million in
wastewater new and upgraded facility and infrastructure projects during the last year. Laguna
County Sanitation District has invested approximately $8.2 million in new and upgraded facility
and infrastructure projects.
Montecito Water District appears to have more than adequate water supply to serve existing and
near-term demand; only 26 percent of the District’s capacity was made use of on average in 2020.
Carpinteria Sanitary District appears to have more than adequate wastewater treatment capacity
to serve existing and near-term demand; only 46 percent of the District’s capacity was made use
of on average in 2021.
Laguna County Sanitation District appears to have more than adequate wastewater treatment
capacity to serve existing and near-term demand; only 46 percent of the District’s capacity was
made use of on average in 2021.
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Santa Ynez Community Services District current demand is only 45 percent of the District’s
capacity, however, SYCSD could reach its adjusted capacity upon reaching General Plan buildout,
and further annexations outside the existing Sphere of Influence might require additional WWTP
capacity.
Capacity to provide watershed stewardship and flood control protection is challenging to define;
however, given the breadth and quality of services provided and professional management
practices, the agencies providing stormwater management and water management services
appears to have capacity to serve existing demand for these services and the services provided
seem to be adequate overall.
As outlined in Chapter Three, each of the agencies generally have adequate revenues,
infrastructure, and facilities albeit the treatment plants, tanks, boosters/lift stations conditions
run from poor to excellent. These agencies maintain fund balances that are available to meet
unexpected demands, with the Los Olivos CSD, Vandenberg Village CSD for wastewater, Cities
of Guadalupe, and Santa Barbara on the leaner range.
The Executive Officer proposes an expansion of the Spheres of Influence for the Carpinteria
Sanitary District, Goleta Sanitary District, Laguna County Sanitation District, Montecito Sanitary
District, Summerland Sanitary District, Goleta Water District. Montecito Water District, and
Carpinteria Valley Water District. The Districts have the financial and organizational resources
needed to provide services to these areas. Since no changes to the Sphere of Influence are proposed
for the other agencies, 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
the agencies are funded through a portion of the one-percent property tax.
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The residents and landowners within the respective communities have an economic interest in
the services provided by the agencies as they are either funded through a portion of the one-
percent property tax and/or water and sewer rates. The SOI update will not affect the existence
of any social or economic communities of interest in the areas that are relevant to the agencies.
The ratepayers have participated in purchasing the system and funding the infrastructure
upgrades for the various agency systems; therefore, the ratepayers have an economic interest in
the services provided by the respective agencies.
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, Lompoc, portions of Goleta,
Santa Maria, Santa Barbara, and Isla Vista were identified as qualifying as disadvantaged
communities. The boundaries of the County Water Agency and Flood Control District service
area and Sphere of Influence cover the entire County, including any disadvantaged
unincorporated communities identified. As outlined in Chapters One and Three, the local
agencies that qualify for disadvantaged are discussed in greater detail.
There are no DUCs within or contiguous to the agencies where SOI expansion is recommended.
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CHAPTER THREE: AGENCY PROFILES
This chapter contains a review of each of the thirty-three agencies within Santa Barbara County
that provide water, wastewater, recycled water, and stormwater services. These Agencies are:
A. Carpinteria Sanitary District
B. Goleta Sanitary District
C. Goleta West Sanitary District
D. Laguna County Sanitation District
E. Montecito Sanitary District
F. Summerland Sanitary District
G. Embarcadero Municipal Improvement District
H. Carpinteria Valley Water District
I. Cuyama Basin Water District
J. Goleta Water District
K. Montecito Water District
L. San Antonio Basin Water District
M. Santa Maria Valley Water Conservation District
N. Santa Ynez River Water Conservation District
O. Santa Ynez River Water Conservation District Improvement District No. 1
P. Santa Barbara County Water Agency
Q. Santa Barbara County Flood Control & Water Conservation
R. County Service Area 12 (Mission Canyon Sewer District)
S. Casmalia Community Services District
T. Cuyama Community Services District
U. Los Alamos Community Services District
V. Los Olivos Community Services District
W. Mission Hills Community Services District
X. Santa Ynez Community Services District
Y. Vandenberg Village Community Services District
Z. City of Buellton
AA. City of Carpinteria
BB. City of Goleta
CC. City of Guadalupe
DD. City of Lompoc
EE. City of Santa Barbara
FF. City of Santa Maria
GG. City of Solvang
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A. Carpinteria Sanitary District
Administrative Office: 5300 Sixth Street, Carpinteria, CA 93013
Mailing Address: 5300 Sixth Street, Carpinteria, CA 93013
Phone: 805/684-7214
Fax: 805/684-7213
Email: craigm@carpsan.com
Website: www.carpsan.com
General Manager: Craig Murray
Operations Manager: Mark Bennett
SUMMARY
The Carpinteria Sanitary District provides wastewater collection, treatment and disposal services
to the residents and businesses of the City of Carpinteria and surrounding unincorporated areas
in the Carpinteria Valley to approximately 16,702 people throughout 3.1 square miles in southern
Santa Barbara County that lies 12 miles east of Santa Barbara and 19 miles northwest of Ventura.
The district is located on both sides of U.S. Highway 101 and extends from Bates Road on the east
to Toro Canyon Road on the west. Most of the City of Carpinteria is included within the district.
The district’s boundary and Sphere of Influence are largely coterminous. The District has
requested Study Areas for expansion. The district receives financial support at a rate of
approximately $399 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 Carpinteria Sanitary District was formed in 1928. During the 1930’s and 40’s, wastewater was
collected and discharged to the ocean without the benefit of treatment. It was during this period
that the bulk of the sewer system serving the downtown area was constructed. The District’s first
wastewater treatment plant, designed to treat 500,000 gallons per day, was completed and put
into operation in 1951. Treated effluent was discharged directly into the Pacific Ocean via an 18″
outfall pipe which ran along the eastern bank of Carpinteria Creek. Currently, the system consists
of approximately 46 linear miles of sewer pipeline ranging from 6″ to 24″ in diameter. The District
also owns and operates eight sewage pump stations that are necessary to convey flow to the
wastewater treatment plant.
The Carpinteria Sanitary District overlaps the Carpinteria Valley Water District,
Carpinteria/Summerland Fire Protection District, City of Carpinteria, County Service Areas 11
(Parks) and 32 (Law Enforcement), Montecito Water District, Santa Barbara Metropolitan
Transit District, Santa Barbara Mosquito and Vector Control District, Cachuma RCD, County
Flood Control & Water Agency, and Carpinteria Cemetery District.
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The District serves an estimated population of 16,7 02 people, with 13,335 living within City of
Carpinteria. The District anticipates a growth rate of approximately 0.7 percent a year within its
boundaries in the coming years. In 2020, it was estimated that the district serves 5,756 parcels,
1,179 in City of Carpinteria, and 4,577 in unincorporated serving approximately 6,826 connections.
OPERATIONS
Carpinteria Sanitary is composed of 10 operators and collection staff, including an Operations
Manager, Treatment Supervisor, Collection Supervisor, with six operators, and one lead operator.
All District personnel are trained through the California Water Environment Association
(CWEA) Technical Certification Program. The District employs a total of 16 full-time employees.
The District serves approximately 6,826 connections, of which 6,529 are residential and 297 are
non-residential. The District is primarily comprised of residential development with limited
commercial, light industrial, and agricultural land uses intermixed throughout its service area.
The wastewater collection system consists of nearly 975 access structures (manholes and
cleanouts), eight (8) lift stations, three (3) inverted siphons, nine (9) creek crossings, seven (7)
highway crossings, one railroad crossing, 133 grinder pump units, and 4.0 miles of force main
sewer. These facilities convey wastewater to the District’s 2.5 million gallons per day (MGD)
wastewater treatment plant. Gravity pipelines range in size from 6 to 24 inches in diameter, with
nearly 70 percent of the pipes being either six (6) inches or eight (8) inches in diameter. The
predominant pipe material is vitrified clay pipe (VCP), accounting for approximately 78 percent
of the collections system total length. The average age of the collection system is approximately
40-50 years.
The District’s revenues come from sewer service charges, ad valorem taxes on real estate and
unsecured property, development impact fees, permit and inspection fees, lab analysis fees, and
other miscellaneous fees, charges and interest. The District has created specific reserves to replace
needed equipment and facilities and to meet debt service obligations. As of June 30, 2021, this fund
is estimated to contain $8,602,360 in unrestricted.
The District current operating expenses include personnel, general expenses such as training,
office supplies, licenses and permits, NPDES monitoring, utilities, biosolids disposal, supplies and
equipment, repair and maintenance, and other outside support services. The District continues
to provide limited funding for a joint indirect potable reuse water recycling project with
Carpinteria Valley Water District.
Carpinteria Sanitary has adopted an Operations and Maintenance Program to ensure the
wastewater collection system functions reliably. Per regulatory mandates, the District is required
to perform and document regular preventative maintenance of the collection system, maintain an
updated system map, record work activities in a work management system, and provide a program
to target problematic areas with more frequent cleaning. These key components are part of this
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p rogram: sewer system mapping that includes spatial and technical information for its
wastewater collection system assets including gravity line segments, manholes, lift stations and
force mains. A Maintenance Management System utilizes a computerized maintenance
management system (CMMS) to facilitate operation and maintenance of its wastewater
collection system. The District uses a software application called Lucity. Maintenance and
inspection of equipment and facilities include collection system vehicles and cleaning
methodology with a system-wide program and priority line schedule strategy, video inspection,
collection system rehabilitation and replacement, pump station improvements, and operator
training and certification.
Training and professional development of staff members is a key management objective within
the District. The District is an active member of the California Water Environment Association
(CWEA) at the State level and in the Tri-Counties Section chapter. Collection system and
maintenance staff participate regularly in local, regional and state level training sessions and
conferences through CWEA.
Other technical training is provided to staff members on a regular basis to support specific roles
and duties that are related to collection system maintenance and operation. This includes
specialized training provided by vendors and manufacturers, safety training on confined space
entry, trench safety, traffic control and other topics, and industry specific training on pertinent
topics (e.g. NASSCO PACP, MACP, LACP defect codes, hydro cleaning nozzle selection, etc.).
The District Board of Directors is composed of five members who are elected at-large to four- year
terms. The District will transition to by-district elections for 2024 General Election. The Board
meets on the first and third Tuesday of each month at 5:30 p.m. in the District’s Administrative
Offices located 5300 Sixth Street, Carpinteria. The District maintains a website which includes a
list of members of the Board of Directors, agendas of upcoming meetings, and minutes of past
meetings.
OPPORTUNITIES & CHALLENGES
The Carpinteria area, both within the City limits and in the unincorporated areas of Santa Barbara
County, has experienced controlled growth over the past two decades for various reasons. Despite
a regional housing shortage, the trend is towards continued limitations on growth in the District’s
service area. The number of service connections is expected to result from new development in
the foreseeable future based on the County Housing Element plans for extensive housing in
proximity to the District service area.
The District prepared a Master Plan in 2004 for infrastructure planning purposes. It remains
pertinent, as there are no major developments planned or proposed outside the current District
boundary, and also due the fact that the County of Santa Barbara has strict policies prohibiting
extension of sewers outside of the urban/rural boundary. However, documented ocean and
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surface water quality degradation from on-site wastewater (septic systems) have resulted in
extension of public sewers to several beachfront c ommunities. These areas were historically
outside the existing District boundary, but were annexed over a decade ago.
The District has been approached by surrounding agricultural property owners, particularly with
greenhouse structures and related improvements, regarding the potential for sewer service for
retail operations, higher density employees, and on-site housing options. The transition from
flower production to cannabis cultivation and processing has intensified the use of these
properties and increased the need for effective wastewater management. Santa Barbara County
Coastal Land Use Plan Policy 2-10 states “Annexation of a rural area(s) to a sanitary district or extensions
of sewer lines into rural area(s) as defined on the land use plan maps shall not be permitted unless required to prevent
adverse impacts on an environmentally sensitive habitat, to protect public health, or as a logical extension of
services.” Disposal of wastewater generated on agriculturally zoned parcels from employee
restroom facilities, offices, retail centers, worker housing and other uses could benefit
groundwater and surface quality. Certain greenhouse parcels generate non-sanitary waste from
water treatment systems, boilers, evaporative cooling towers and other semi-industrial activities.
Discharge of nutrient or contaminant laden waters related to growing activities (even in
hydroponic operations) may be necessary, periodically, and could also impact surface and
groundwater quality.
These areas of agriculturally zoned parcels, specifically fully developed with greenhouse
operations consist of areas both west and east of the existing Carpinteria Sanitary District (CSD)
current service boundary as shown in the exhibits below.
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The District has repeatedly received requests for public sewer service from some of these
properties. A small number have been annexed and some have been extended service by
agreement, but recent intensification of use associated with the transition to cannabis cultivation
and processing has put the need for reliable long-term wastewater management in the forefront.
A consideration at some policy concerns related to these greenhouse parcels that may likely be in
need of public sewer service in the future and, if so, is the CSD the utility provider who would
logically deliver it? These policy discussions include water quality protection, public health and
safety, and water supply enhancement. The idea of expanding the District’s SOI to strategically
include properties likely in need of public sewer service in the future may offer a higher public
benefit than excluding them. Study Area #2 is identified as some of these areas meeting the service
needs for public sewers that are buildout under agricultural greenhouse uses. The notion of
including all of these greenhouse parcels under this service review is not the intent, but rather to
raise the policy discussion around the challenges of this topic. Study Area #2 represents the most
service requests received to date by the District, but clearly other surrounding properties have
interest in the policy discussion.
There are "islands" within the existing service area that should logically be part of the District.
There are also developed residential areas that are contiguous with the District's existing service
area that the District can reasonably anticipate to serve in the future. The District's existing
service area boundary has expanded in a piecemeal manner. A single modification to the SOI, as
part of the Municipal Service Review process, that is consistent with area land use and zoning
designations would help the District plan for regional growth. Going forward, it would streamline
the approval process and would not trigger MSR level review when applicants desiring service
approach the District and LAFCO. A clear delineation would also help the District to respond to
requests for service.
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The opportunity to implement the Carpinteria Adva nced Purification Project (CAPP) to recover
and reuse a beneficial resource and to establish long term water security for the community would
be a benefit to the area. The District is currently working with the Carpinteria Valley Water
District to implement the CAPP.
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 Carpinteria based local agencies may result in greater overall economy
or efficiency in providing services to the community. Conversely, the community may be best
served by the current arrangement where single purpose special districts individually focus on
providing exceptional service and associated value for their constituents.
An initial discussion regarding Summerland Sanitary District may be a starting point for future
evaluation of that agency’s ability to provide ongoing service within its boundary. Carpinteria
Sanitary District could potentially become a future service provider as a more effective solution
either by contract or through consolidation.
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.
Regional Collaboration
The Sanitary District 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 District is collaborating with the Carpinteria Valley Water District (CVWD) on a joint
indirect potable reuse water recycling project in the future that would provide a new drought-
proof water supply for the community. If implemented, the District would own and operate an
advanced water treatment facility and a purified water pump station, co-located with their
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e xisting wastewater treatment facility. Purified water would be conveyed to two groundwater
injection wells and stored for subsequent potable reuse by CVWD.
SPHERE OF INFLUENCE & BOUNDARIES
The Sphere of Influence for the Carpinteria Sanitary District is largely coterminous with its
service area boundary, with some small areas outside of the service area. The District desires to
amend its Sphere of Influence beyond the boundary it serves to include parcels that would appear
to be logical annexations in the future. A significant low-income residential land use proposal is
being considered that would require a sphere amendment and annexation into the Carpinteria
Sanitary District. Discussions are currently taking place between the City, County, Special
District and landowners on the appropriate order and land use approvals that still would need to
take place. The Bailard Avenue project should proceed under separate review, consideration, and
potential future application and will not be evaluated under this service review. A map of the
District’s Sphere of Influence and boundaries can be seen at the beginning of this profile.
Sphere of Influence Study Areas
For study purposes, LAFCO staff has prepared the following table and map that included five
generally described areas to be considered as the Study Areas for the Sphere of Influence. The
Study Areas are used to help analyze and identify which properties should be added or excluded
from the Sphere of Influence. A summary is listed in the table below:
Table A-1: Carpinteria Sanitary Study Areas
Study Description Acres Existing Prime Constraints
Area Zoning AG Land
Beach Club Rd Area 5.78
1 Single-Family Residential No Septic systems with high
005-390-006 & 007 groundwater elevation
Res-4.6 (8-R-1)
005-390-011 to 018
005-390-022 to 026
005-390-029; -051; -
053; -055; -057; -068;
& -073
(Greenhouses)
2 Yes Outside of Urban Limit
West & East 423.6 Line, Agricultural Land
A-1-20
portion up for policy
discussion
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Residential Areas
3a & Single-Family Res idential No Unknown
3b (Lomita Ln & 20.2
Res-1.0
Arozena Ln)
19.2
Residential Areas
4a & Single-Family Residential No Unknown
4b (La Mirada/Paquita 41.1
Res-1.0 & 1.8
Dr. & Ocean Oaks
23.5
Rd)
Parcels between 142.3
5 1-E-1; 3-E-1; 8-R-1; 10-R-1 Yes Outside of Urban Limit
Summerland &
Line, Agricultural Land
Carpinteria Sanitary 20-R-l; RR-5; RR-10; &
Districts AG-1-20
Totals 675.68
The Study Areas are described in more detail below and include: a map that focuses on the
particular area and the recommendation made by LAFCO Staff. The discussion addresses the size
and location of the area, current zoning and other relevant information. The staff
recommendation for each area is based upon the information in Municipal Service Review,
information provided by the District. These five areas are outside both the service area and Sphere
of Influence.
SOI Study Area #1 – Beach Club Road Area (Located in SB County; Not Within SOI). These
twenty-two parcels total 5.78 acres located south of Padaro Lane. The neighboring lots were part
of the West Padaro lane Reorganization and added to the SOI in 2014. APN 005-090-056 was
another neighboring lot that was annexed in 2017. Five parcels were added and annexed in 2021
along Beach Club. All parcels, with the exception of four have an existing single-family residence
that utilizes individual septic systems. These properties would connect to existing main sewer in
Padaro Lane (Manhole 3B-083 or 3B-084). They are essentially all at an elevation below the road
and would require pumped service. An adjacent single parcel has recently been proposed for
annexation to the District due to a failed on-site septic system. The District has historically
advocated for a community solution (e.g. gravity sewers and a single public pump station), but to
date there has not been consensus support for this.
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Figure A-2
SOI Study Area #1
Study Area
Existing SOI
District Line
5.78 acres
Residential
1
Addition/
SOI
APNs see list
LAFCO Staff Recommendation. The SOI should include Study Area One. The eventual
annexation should be requested by the District, as needed, at some point in Study Area One. Staff
recommendation is to add these 22-parcels. The static groundwater elevation, documented in the
September 9, 2020, Ground Water Depth Report by GeoSolutions, Inc., indicates a high elevation
measuring groundwater at a depth of 17-feet and does not support a conventional septic system.
The proximity of the Pacific Ocean also indicates that a public sewer connection would be more
protective of nearshore water quality. An 8-inch diameter sewer main exists in Padaro Lane which
has capacity to serve this small residential neighborhood. Private sewage ejector pumps and
private force mains may be required from the individual parcels based on area topography. Public
and private sewer improvements would be paid for by the landowners. If constructed, a public
sewer main extension would be dedicated to the Carpinteria Sanitary District for future operation
and maintenance. Alternatively, a gravity sewer collection system and centralized pump station
could be designed and constructed to serve this area.
The District’s collection system serves about 6,400 connections, representing 5,900 equivalent
residential units (EDUs), and a population of about 16,500. The District WWTP is currently
permitted to treat an average daily flow of 2.5 MGD. The treatment plant provides secondary
treatment and chemical disinfection of collected wastewater prior to discharge into the Pacific
Ocean via a dedicated outfall pipe. Currently, the influent flow rate at the WWTP is averaging
approximately 1 MGD. Wastewater volumes are projected to increase modestly in the future;
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however, water conservation has mitigated flow projections such that adequate treatment plan
capacity exists through ultimate buildout.
SOI Study Area #2 – Agricultural Areas Greenhouse Properties (Located in SB County; Not
Within SOI). This area totals 423.6 acres located south of SR 192 (Foothill Road) and north of
Via Real between Nidever Road and Cravens Lane. The area is within the County’s Toro Canyon
Planning Area and designated A-I-20. The primary focus of the study are the existing greenhouse
developments although of uses exists such as Carpinteria Cemetery and residential. The potential
to connect these properties to existing sewers exist directly adjacent to the District existing
system. Engineering analysis would be required to estimate flow rates and hydraulic capacity of
collection system downstream of point of connection.
There is potential to connect greenhouses east of the High School properties outlined in the
exhibit under Opportunities and Challenges to the existing sewer near CHS entrance (Manhole
4G-005). New main sewer(s) could be constructed in SR 192. Engineering analysis would be
required to estimate flow rates and hydraulic capacity of collection system downstream of point
of those connections. The intent of the Study area is to start a potential policy discussion about
the potential to provide public sewer to these largely buildout greenhouse parcels.
Figure A-3
SOI Study Area #2
Study Area
Existing SOI
District Line
423.6 acres
Agriculture
2
Evaluate/
SOI
APNs see list
LAFCO Staff Recommendation. The SOI should exclude Study Area Two. Santa Barbara
LAFCO has a number of policies that discourage the extension of wastewater services to
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a griculturally zoned land. LAFCO has additional policies that encourage the conservation of
prime agricultural lands and open spaces as defined by Gov. Code § 56064 that promote the
preservation of agricultural uses and consistency with City and County General Plans. The
County has a number of policies that also discourage the loss of prime agricultural lands.
Proposals which would conflict with the goals of maintaining the physical and economic integrity
of such lands will be discouraged. Development shall be guided towards areas containing
nonprime agricultural lands. Any LAFCO approval of a change of organization or out-of-agency
service agreement that allows the extension of potable water or wastewater services to a parcel
zoned for agricultural use will only be approved, if at all, if the approval is limited to that portion
of the parcel that includes an approved use that needs potable water or wastewater services,
provided the use does not compromise agricultural viability. All of these policies would need to
be reconsidered to allow for broad sphere expansion of the west and east greenhouse developed
parcels. The Commission recently considered adopting new agricultural policies in 2018, however
decided table these policies and keep the existing ones.
SOI Study Area #3a & 3b – Residential Area Lomita Lane & Arozena Lane Properties
(Located in SB County; Not Within SOI). This area totals 39.4 acres located south of SR 190
(Foothill Road). The area is within the County’s rural area and designated Res 1.0 single-family
residential. Eighteen parcels reside within the Arozena Lane area, with 16 existing single-family
residences developed on average 1-acre lot. These residential properties are at an elevation above
nearest manhole (9K-070). An 8-inch diameter gravity sewer could be constructed in Camino
Carreta, across CA 150 to Via Real and then across the parking lot to this existing manhole. The
District indicates adequate hydraulic capacity downstream exists for these potential connections.
Seventeen parcels reside within the Lomita Lane area, with 15 existing single-family residences
developed on average 1-acre lot. These residential properties are at an elevation above nearest
manhole (8K-021). An 8-inch diameter gravity sewer could be constructed in Lomita Lane and
connect to this manhole. There may be an existing utility easement to this cul-de-sac. The District
indicates adequate hydraulic capacity downstream exists for these potential connections.
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CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
Lomita Ln.
3a
Figures A-4a & 4b
SOI Study Area #3a & 3b
Study Area
Existing SOI
District Line
39.4 acres
Residential
3b
Arozena Ln.
LAFCO
of Santa Barbara County 101
CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
L AFCO Staff Recommendation. The SOI should include Study Area Three. Staff
recommendation is to add these 35-parcels. Both areas are largely built out with existing single-
family residences. Arozena Lane and Lomita Lane are adjacent to the District boundary. The
District has existing infrastructure in the area that could accommodate the flow demands by
connecting to the gravity system.
The District’s collection system serves about 6,400 connections, representing 5,900 equivalent
residential units (EDUs), and a population of about 16,500. The District WWTP is currently
permitted to treat an average daily flow of 2.5 MGD. The treatment plant provides secondary
treatment and chemical disinfection of collected wastewater prior to discharge into the Pacific
Ocean via a dedicated outfall pipe. Currently, the influent flow rate at the WWTP is averaging
approximately 1 MGD. Wastewater volumes are projected to increase modestly in the future;
however, water conservation has mitigated flow projections such that adequate treatment plan
capacity exists through ultimate buildout.
SOI Study Area #4a & 4b – Residential Area La Mirada/Paquita Drive & Ocean Oaks Road
Properties (Located in SB County; Not Within SOI). This area totals 64.6 acres located north
of SR 192 (Foothill Road). The area is within the County’s Toro Canyon Planning Area and
designated Res 1.0 and Res 1.8. A total of 34 developed parcels resides within the La Mirada
Dr/Paquita Dr. subdivision with average lots sizes of 1 to 1.5-acres. Ocean Oaks Rd. consist of 29
developed parcels with average lots size between 0.5 to 1-acre. These properties are geographically
distant from the existing sewer collection system, but the District has received inquiries from
owners in both neighborhoods about the potential for public sewer service. Connection of these
residential parcels would require extension of the existing sewer in Cravens Lane northward to
CA 192 and then westward in CA 192 to either neighborhood. Alternatively, new main sewers
could be constructed in easement(s) from Via Real.
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CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
Figure A-5a & 5b
SOI Study Area #4a & 4b
Study Area
Existing SOI
District Line
64.6 acres
Residential
4a
4b
LAFCO
of Santa Barbara County 103
CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
L AFCO Staff Recommendation. The SOI should exclude Study Area Four. Staff
recommendation is to exclude these 63-parcels at this time. Although both areas are largely built
out with existing single-family residences the developments are much further away from existing
District infrastructure. La Mirada Dr/Paquita Dr. and Ocean Oaks Rd. are not adjacent to the District
boundary. Although new main lines could be extended to connect to the existing infrastructure
it could create greater challenges.
SOI Study Area #5 – Parcels between Summerland and Carpinteria Sanitary Districts Service
Areas (Located in SB County; Not Within SOI). These fifteen parcels total 142.3 acres located
along Highway 101 and north covering the Bella Vista Polo Club and surrounding properties. The
southern area along the Hwy 101 is located in the Summerland Community Plan and the properties
north of Hwy 101 are within the Toro Canyon Plan. The Study Area includes a mix of land use
designations including A-I-20, RR-10, to RR-5, Rec/OS, and TC all of this area is within the Rural
Area limit line.
The properties between the District’s current SOI boundary and the Summerland SD SOI
boundary are generally large parcels with development patterns that may not require public sewer
service. However, future connections could be made at existing main sewers in Toro Canyon Road
or to the terminal manhole in Via Real (3A-065).
Figure A-6
SOI Study Area #5
Study Area
Existing SOI
District Line
142.3 acres
Mixed – Ag,
Residential, & OS
5
LAFCO Staff Recommendation. The SOI should exclude Study Area Five. Staff recommendation
is to exclude these 15-parcels at this time and consider a change should it be requested by the
104 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
District or property owners at some point in the future. The large parcels and existing
development patterns do not require public sewer se rvice at this time. The area is outside of the
urban limit line. If an increase in development or need for services arises, then the area could be
re-considered in the future. By definition non-contiguous territory is allowed for special districts
so individual parcel may request services should the need arises. In the event the Summerland
Sanitary District located to the west should need services from the Carpinteria Sanitary District
consideration should be given. This evaluation and feasibility should be studied separately and
actions taken by the Commission once more information is known. This could include Study Area
Five making for a more logical boundary pending subsequent actions.
BOUNDARIES
Jurisdictional Boundary
Carpinteria Sanitary jurisdictional
Carpinteria Sanitary existing boundary spans approximately 3.1 boundary spans 3.1 square miles
with 60.4% being in the City of
square miles in size and covers 1,554 acres (parcels and excluding
Carpinteria. The remainder of the
public rights-of-ways) of contiguous areas with slightly more jurisdictional boundary lies within
the unincorporated and under the
than three-fifths in City of Carpinteria. Nearly 60.4% of the
land use authority of the County of
jurisdictional service boundary is incorporated and under the Santa Barbara.
land use authority of the City of Carpinteria. The remaining
portion of jurisdictional service lands approximately 39.6% of the total, is unincorporated and
under the land use authority of the County of Santa Barbara. The District serves nine areas outside
of its jurisdictional service area under out-of-agency-service agreements. Overall, there are 9,877
registered voters within the jurisdictional boundary.
Carpinteria Sanitary |
Boundary Breakdown By Service Area
Total % of Total Total Number of
Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters
Carpinteria SD 1,554 100.0% 5,756 9,877
City of Carpinteria (938) 60.4% (5,105) 9,087
004-004-031 High Sch 37.64 2.2% 1 0
002-047-040, 041, & 10.17 0.6% 3 0
003-280-001 Middle
School & City Pool
004-004-031 Canalino 11.6 0.7% 1 0
Elementary School
003-101-026 CVWD 2.53 0.1% 1 0
Office 1301 Santa Ynez
005-430-061 Jacobs 2.5 0.1% 1 0
3504 Via Real
005-430-056 Wudl 8.88 0.5% 1 0
3700 Via Real
004-004-037 Van 13.03 0.8% 1 2
Wingerden 5134
Foothill Rd.
004-003-008 18.49 1.1% 1 0
LAFCO
of Santa Barbara County 105
CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
Everbloom 4701
Foothill Rd
005-430-035 Armand 1.0 0.0% 1 0
3501 Via Real
Totals 1,659.84 100.0% 5,767 9,879
Carpinteria Sanitary |
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 938 60.4% 5,105 9,087
County of Santa Barbara 616 39.6% 651 792
Totals 1,554 100.0% 5,756 9,879
Total assessed value (land and structure) is set at $4.5 billion as of April 2022, and translates to a
per acre value ratio of $2.9 million. The former amount further represents a per capita value of
$271,952 based on the estimated service population of 16,702. Carpinteria Sanitary District
receives $5.8 million dollars in annual charges for service in revenue generated within its
jurisdictional boundary.
The jurisdictional boundary is currently divided into 5,756 legal
Close to 82% of the
parcels and spans 1,554 acres, with the remaining jurisdictional
jurisdictional boundary is under
acreage consists of public right-of-ways. Approximately 82% of private ownership, and of this
amount approximately 93% has
the parcel acreage is under private ownership with 93% 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 86 vacant parcels that collectively total 122 acres.
Carpinteria Sanitary District
Formation, Revenues, Attributes, Types of Service, and Resources
District Formation and Duties
Formation Date 1928
Sanitary District Act of 1923, Health & Safety Code, section
Legal Authority
6400-6830 et seq.
Five Directors elected to four-year terms through at-large
Board of Directors elections. Transition to by-district elections to be complete for
2024 General Election.
Agency Duties Wastewater collection, treatment, and disposal services.
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CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
POPULATION AND GROWTH
Population
The U.S. Census Bureau estimated the 2020 population of Carpinteria to be 13,449. 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 City of Carpinteria population as 13,900 by 2020 and
Carpinteria unincorporated areas estimated at 4,700. Between 2010 and 2020, the population of
Carpinteria/Unincorporated area increased by 11 people (less than 1 percent per year). However,
since 2010, the City’s estimated population has increased by 224 persons. In contrast, the
County’s population increased by 5.7 percent between 2010 and 2020. Overall, City of Carpinteria
represents about 3 percent of the County’s population.
Demographics for the City are based on an age characteristics report prepared by SBCAG in 2017
and American Community Survey. Because CSD largest portion of population comes from the
City, these statistics are cited herein, which identified the largest age group represented in
Carpinteria as 18 to 64 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 the age of 18 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.
Projected Growth and Development
The City of Carpinteria General Plan serves as the City’s vision for long-term land use,
development and growth, and provides the City’s vision within its Planning Area. The City’s
General Plan was adopted in 2003, although the Housing Element is updated every 8 years in
accordance with state regulations and spans the 2023-2031 planning period. The City is currently
underway with a General Plan/LCP update with the intent to complete it over the next year.
The current City of Carpinteria Housing Element (2023-2031) identifies an estimated growth rate
of less than one percent within the City. The County’s Housing Element, covering the same period
estimates, less than one percent growth in the surrounding unincorporated Carpinteria areas,
which faces constraints. The County’s General Plan covers Carpinteria and surrounding hill side
areas. The following population projections within the City are based on the Department of
Finance Table E4 estimate and SBCAG regional forecast. CSD estimates are based on the CAFR
2021.
LAFCO
of Santa Barbara County 107
CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
Table A-2. Population Growth and Projections (2010–2040)
2010 2015 2020 2035* 2040*
Carpinteria Sanitary District 14,528 13,547 16,702 19,200 19,300
City of Carpinteria 13,044 13,557 13,335 14,500 14,600
County 423,895 441,963 451,840 501,500 513,300
* Assumes trend-based land use capacity within the City. SBCAG regional forecast model.
** DOF Table E4 projections.
Disadvantaged Unincorporated Communities
Senate Bill (SB) 244 of 2011 requires LAFCO to identify and consider disadvantaged
unincorporated communities (DUCs) when preparing MSRs and Sphere updates for Cities and
Special Districts that provide sewer, water, or structural fire protection services. A DUC is defined
by the Water Code as one in which the median annual household income (MHI) is 80 percent of
the statewide average. Incorporated communities also are defined as disadvantaged when the
MHI falls below 80 percent. In 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Carpinteria was $74,868 and Carpinteria Valley was $83,974 in 2022, 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 all cases, the Carpinteria
Sanitary 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.
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CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
Carpinteria Sanitary District
Formation, Revenues, Attributes, Ty pes of Service, and Resources
Attributes
District area (est. square miles):
City of Carpinteria 2.6
Entire District 3.1
Population (2020 Census):
City of Carpinteria 13,335
Entire District 16,702
Assessed Valuation (FY 21-22: District portion) $4,542,155,140
Number of Treatment Plants 1
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire District (FY 20-21) $399
Average Portion of County 1% Property Tax Received 2¢/$1
Ending Total Fund Balance (June 2021) $15,195,058
Change in Total Fund Balance (from June 2016 to June 2021) 35.3%
Total Fund Balance/Annual Revenue Total (FY 20-21) 227%
Source: District area estimated utilizing County of Santa Barbara GIS Data;
Population estimated utilizing 2020 US Census Data; Assessed Valuation and
Portion of County Property Tax Received are from County of Santa Barbara Auditor-
Controller’s Office; Fund Balance Information from District Audit; Other information
from District.
SERVICES
Overview
Carpinteria Sanitary District provides wastewater collection, treatment, and disposal services.
The District is staffed by 16 full-time staff of which five are treatment operators and four are
collection operators, with one lab supervisor.
WASTEWATER INFRASTRUCTURE AND PUBLIC FACILITIES
Collection System
The wastewater collection system is comprised of approximately 46 miles of sewer collection
system pipelines of varying sizes and ages, 974 access holes, and eight (8) pump stations. Pipe
materials in the system are primarily vitrified clay pipe (VCP) and terracotta clay pipe in older
areas of the City. A significant amount of PVC sewer pipe exists in newly constructed areas -
generally since 1980. Within the system there are isolated segments of alternative pipe materials,
including cast iron pipe (CIP) and ductile iron pipe (DIP). There are eight sewage pump stations
within the District’s collection system. These pump stations vary in size depending on their
LAFCO
of Santa Barbara County 109
CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
r espective service areas. The District owns and maintains approximately 864 manholes and 110
cleanouts throughout the service area. Based on a typical design life for gravity sewer pipelines of
50 years, over a quarter of the District’s collection system has exceeded its originally expected
service life. However, a significant portion of the system has been renewed using cured in place
pipe (CIPP) lining technology, providing an essentially new pipeline with another 50 years of
design life. The District’s sewers are aging.
Treatment System
The WWTP was originally constructed in 1951 and located between Sixth Street and the
Southern Pacific Railroad on 2.78 acres of District-owned land adjacent to Carpinteria Creek
within the south-central portion of the District. The treatment facility was upgraded in 1961 and
underwent major improvements in 1995 and 2014. The treatment system· consists of
pretreatment, screening, grit removal, primary sedimentation, aerated activated sludge tanks,
secondary sedimentation, chlorination, and dechlorination. Treated water is disposed via an
ocean outfall located 1,000 feet out from the treatment plant from Discharge Point No. 001 to the
Pacific Ocean. The Districts municipal wastewater treatment plant is capable of treating up to 2.5
million gallons of wastewater per day, on average. Currently, the average dry weather flow
(ADWF) is approximately 1.143 million gallons per day (MGD), which represents 46% of
permitted capacity. Biosolids are managed via aerobic digestion, and mechanical dewatering.
Biosolids are composted at an off-site third-party facility in Santa Maria, California and
subsequently distributed as a soil amendment for commercial purposes. Storm water from the site
is collected and directed to the headworks for treatment, and is discharged as treated effluent.
Untreated storm water does not discharge from the site.
The CSD WWTP is currently permitted to discharge secondary-23 recycled water. Secondary-23
means the water has been oxidized and disinfected so that the median concentration of total
coliform bacteria does not exceed a Most Probable Number (MPN) of 23 per 100 milliliters (ml)
and the single day maximum does not exceed a MPN of 240 per 100 ml in any 30-day period. There
are currently no recycled water facilities at the treatment plant and no recycled water is
distributed for public use.
Disposal
After treatment, wastewater is discharged to Pacific Ocean via dedicated outfall to the Pacific
Ocean under the District’s NPDES permit.
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CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
Types of Serv ices
Collection X
Treatment X
Disposal X
Recycled -
Other -
Carpinteria Sanitary District
Formation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant & Booster Stations
Address Acquired/Built Condition Size
5351 Sixth Street, Carpinteria 1951 Excellent 2.78 acres
Treatment Plant
State Park, Pump Station No. 1 1930s Good X2 - 35 hp-2,000 gpm
Aliso School, Pump Station No 2 1930s Good X2 - 15 hp-674 gpm
Treatment Plant Pump Station Good X3 - 5 hp-400 gpm
No.3
Sandpiper, Pump Station No.4 1970s Good X2 - 10 hp-790 gpm
Polo Fields, Pump Station No.5 1977 Good X2 - 4 hp-151 gpm
Casa Blanca, Pump Station No.6 1994 Good X2 - 3 hp-200 gpm
Mission Terrace, Pump Station 2007 Excellent X2 - 3 hp-207 gpm
No.7
Rincon Point, Pump Station No.8 2014 Excellent X2 - 23 hp-121 gpm
The District owns and maintains eight pump stations throughout its service area. A proactive
and focused approach to improving and maintaining these facilities is employed. A summary of
completed upgrades is provided below.
• Influent Pump Station Pump Replacement
• Pump Station No. 1 and No. 2 Pump Replacement (2009)
• Pump Station No. 1 and No. 2 Flow Meter Installation
• Pump Station No. 1 and No. 2 VFD Replacement
• Pump Station No. 1 and No. 2 Control and Telemetry Replacement
• Pump Station SCADA System Development/Integration
• Pump Station No. 3 Pump Replacement Project
• Pump Station No. 4 Force Main Replacement
• Pump Station No. 4 and No. 5 Complete Rehabilitation (2009)
• Pump Station No. 5 Control Replacement
• Pump Station No. 5 Flow Meter Installation
LAFCO
of Santa Barbara County 111
CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
• Pump Station No. 6 New Panel, Control, and Telemetry Replacement
• Pump Station No. 7 Construction, Startup and Addition to CSD Collections System
• Pump Station No. 8 Construction (To serve Rincon Point Community)
• Pump Station No. 6 Pump Replacement
• Pump Station No. 1 Controller Replacement
• Pump Station No. 2 Controller Replacement
• Pump Station No. 2 Magnesium Hydroxide Odor Control Feed System (2017)
• Pump Station No. 1 Comminutor Pit Modifications (2019)
• Pump Station No. 1 Stationary Emergency Generator Installation (2019)
• Pump Station No. 5 Pump Replacement (2021)
• Lift Station No. 2 Rehabilitation (in progress)
The District has standardization across all pump stations. They have developed a standard
specification for pump station controls and telemetry so that each station utilizes the same pump
controller, transducers, auto-dialer, and other key equipment. This standardization is beneficial
to operators who have to respond to the pump stations for routine or emergency maintenance
activities. Similarly, they have made efforts to utilize a common pump style and manufacturer,
one that has proved to be extremely reliable, for the same reasons.
The District has developed a SCADA system to monitor its remote pump stations from the central
wastewater treatment facility. All of the District’s pump stations are equipped with radio-based
telemetry systems that continuously communicate with the SCADA computer at the District’s
treatment plant. The SCADA system provides real-time monitoring of flow, pump conditions,
and other key operating parameters. Historical information and trends can be viewed from the
SCADA computer. The SCADA system is also tied to the District’s automated alarm system so
that problems or failures at any station are immediately reported to the system operators at any
time, day or night. The automated dialers at each pump station now serve as a redundant backup.
Additionally, Lift Stations #1, #2, and #3 all have Smart Cover manhole monitoring at the
upstream manhole. The Smart Covers monitor water levels in the manhole and communicate via
satellite to an independent alarm system.
Pump Station 1 is the Districts largest lift station conveying an average dry weather flow of 0.8
mgd. The station was put in place 92 years ago as a conventional wet pit /dry pit pump station.
Major upgrades to equipment and facilities have been made over the past two decades.
Installation of two Flygt dry pit submersible pumps in the mid 2000’s successfully addressed
ongoing maintenance issues and increased system capacity. This pump station has a stationary
diesel generator for backup power.
While Pump Station 2 is also approximately 92 years old. Continual upgrades to equipment at
this pump station have increased hydraulic capacity and ensured reliable performance. The
station has a flow meter and the pumping capacity is sufficient to convey peak wet weather flows.
A project to rehabilitate the concrete wet well and improve safe access is currently underway.
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CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
Pump Station No. 3 is located at the WWTP. Major improvements to this lift station were
completed during plant upgrades and no near-term c apital projects are expected to be necessary.
A new control panel was installed and other major upgrades were completed in 2014.
Pump Station No. 4 is located on Via Real adjacent to the Sandpiper Mobile Home Park.
Originally constructed in the 1970’s, the station was redesigned and reconstructed as a
submersible pump station in 2009. Duplex Flygt submersible pumps were installed with a new
lined concrete wet well, controls, valves and flow metering equipment. The force main for this
station was also replaced with a new 10-inch diameter HDPE force main. Pumping capacity is
adequate for existing and future flows.
Pump Station No. 5, located on Via Real near Arroyo Paredon, serves the westernmost portion of
the District’s service area including the Serena Park subdivision and a portion of Padaro Lane.
Pump Station No. 5 was fully rehabilitated in 2009. Duplex Flygt submersible pumps were
installed, the concrete wet well was lined and new controls, valves and flow metering equipment
were installed. Pumping capacity is believed to be adequate for existing and future flows.
Pump Station No. 6 is a small, privately developed package pump station that serves a limited
number of residential and commercial connections on the west end of Sand Point Lane (behind
Santa Claus Lane). A short force main pipe discharges a manhole in Santa Claus Lane. No capital
upgrades to this pumping system are reported to be necessary at this time.
Lift Station No. 7 is located on an alley west of Linden Avenue and adjacent to the Mission Terrace
subdivision. The pump station, which exclusively serves the 27-home development, is a package-
type submersible pump station equipped with two 3-inch submersible pumps that operate in
duplex mode. Transducer level controls with back up float controls are used for pump
operation. Discharge is to a 4-inch PVC force main approximately 450 feet in length. An auto-
dialer alarm reports conditions such as high and low water, pump failure, and power failure. The
station is configured so that backup power can be provided with a trailer mounted portable
generator.
Lift Station No. 8 is located in the Rincon Beach County Park west of Bates Road. This lift stations
serves the 72 homes in the Rincon Point development and the public restroom in the County
Park. The lift station is a package-type submersible pump station equipped with two 4-inch
submersible pumps that operate in duplex mode. Transducer level controls with back up float
controls are used for pump operation. Discharge is to a 4-inch HDPE force main approximately
3,050 feet in length. An auto-dialer alarm reports conditions such as high and low water, pump
failure, and power failure. The station is configured with a stationary diesel generator for backup
power.
LAFCO
of Santa Barbara County 113
CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
Connections
Type # of Acct % of Total
Single-Family 5,046 73.9%
Multi-Family 1,483 21.7%
Commercial 240 3.5%
Industrial 53 0.7%
Agricultural 4 <0.2%
Total Staffing
Personnel Per 1,000
population
Full time Operators 10 0.66
Emergency Operators 2 0.13
Administrative Personnel 1 0.06
Other District Staff 4 0.26
Carpinteria Sanitary has a total of 16 permanent employees.
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
General Manager (1) 31 18
District Administrator (1) 10 10
Operations Manager (1) 33 33
Treatment Supervisor (1) 28 28
Collection System Supervisor (1) 9 9
Laboratory Supervisor (1) 13 3
Treatment Operator III (2) 27.5 27.5
Treatment Operator II (2) 10.5 10.5
Lead Collection Operator (1) 26 26
Operator III (1) 8 8
Operator I (1) 3 3
Engineering Technician (1) 31 13
Administrative Personnel (1) 3 3
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CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
Wastewater Capacity
Carpinteria Sanitary has a permitted treatment cap acity of 2.5
mgd, which equates to 7,606 equivalent dwelling units (EDUs).
The District allocates available capacity to new users on a “first
come, first served” basis.
System Demands
Carpinteria Sanitary service area’s average annual wastewater
collection demand generated approximately 1.143 million gallons
per day. It also translates over the report period to an estimated
142 gallons per day for each occupied housing unit; it also
translates to 167.4 gallons for every service connection. Average annual wastewater demands
overall during the report period have decreased by (2.0%) due to prolonged drought conditions
and water conservation.
Service Performance
Carpinteria Sanitary service area’s average annual wastewater
collection demand generated for subsequent treatment and
disposal at the Treatment Plant Facility has been approximately
1.2 million gallons a day over the last three years. Of this amount,
it is estimated by LAFCO this represents 46% of permitted
capacity. The District generally has adequate capacity for anticipated future needs. Significant
individual projects may be required to perform loading and hydraulic studies to verify capacity in
downstream pipelines and pump stations.
Carpinteria Sanitary District
Formation, Revenues, Attributes, Types of Service, and Resources
Total Collection Inspected, Repaired, Added -Carpinteria Sanitary
35
30
25
20
15
10
5
0
CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Inspected Cleaned Replaced Video
LAFCO
of Santa Barbara County 115
seliM
latoT
The Carpinteria Sanitary service
area’s maximum daily capacity to
convey wastewater to the
Treatment Facility for treatment
and disposal is 2.5 million gallons on
average.
The estimated average annual
wastewater flows generated during
the report period among
Carpinteria Sanitary users in the
service area has 1.143 million gallons
per day.
LAFCO estimates Carpinteria
Sanitary is presently operating at
46% capacity within its service area
in Carpinteria Valley. (This
estimate includes service
agreements outside of its service
boundary.
CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
S ource: CSD Data.
N ote: Information is for the entire District. Also, this table tabulates miles of lines cleaned, replaced, added,
and videoed. Additional upgrades preformed regarding lift stations and treatment plant.
Upgrades or Repairs Completed -Carpinteria Sanitary
CY -2021
25
36%
20
28%
15
16.7% 16.7%
10
5
2.5%
0.03% 0%
0
Inspected Cleaned Replaced Added Video Booster Treatment
Stations Plant
Upgrades/Repairs
Source: CSD Data.
Note: Information is for the entire District.
The Carpinteria Sanitary District provides wastewater
CSD Snapshot: FY2022
collection and treatment services to its constituents
Planning Reports Year Updated
directly and plans for them in various planning
City GP/LCP 2021
documents, including the Sewer System Management
Community Plan 2004
Plan, Capital Improvement Plan, and Wastewater JPA/or MOU Pending w/
CVWD
Master Plan Study of capacity prepared in 2005. The
Sewer System Mgmt. Plan 2017
City’s General Plan/Local Coastal Plan, which was last Master Plan 2005
Capital Improvement Plan annually
updated in 2021. The County’s Community Plan
Rate Study 2017
(portion of Toro Canyon), which was last updated in
Sea Level Rise Assessment 2019
2004, and County Local Coastal Plan all containing a
Land Use, Public Facility, and Resource Constraints,
and Sea Level Rise Assessment in 2019.
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. To date, the District has claimed approximately $8,000 in direct
116 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
COVID related expenses for reimbursement through FEMA (CARES Act disaster assistance). No
grant income has been received.
District Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Charges for services $5,477,437 84.3% $5,805,885 87.1%
Development Impact fees $34,265 0.5% $44,748 0.7%
Taxes and Assessments $699,158 10.8% $721,897 10.8%
Investment income $207,232 3.2% $73,196 1.1%
$53,656 0.8% $5,976 0.1%
Reimbursements
Other Services $23,731 0.4% $16,356 0.2%
Revenue total $6,495,479 100.0% $6,668,058 100.0%
Source: Carpinteria Sanitary, Financial Statements, June 30, 2020 and 2021, 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 consistent with its revenues. The District’s reserve balances have
sufficient funds to absorb relatively small revenue imbalances. The line graph below shows the
current financial trend in millions. These indicators provide a measurement of the agency’s financial
condition over time.
CARPINTERIA SANITARY
Fiscal Trends-Carpinteria Sanitary
10
8
6
4
2
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
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CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
This indicator addresses the extent to which charges for service
Charges for Services covered expenses. Charges for Services is the primary funding source
for Sanitary Districts. Represented below a ratio of one or higher
6 indicates that the service is self-supporting.
5.8
5.6
5.4
5.2
5
4.8
4.6
4.4
2016-17 2017-18 2018-19 2019-20 2020-21
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 Operating Operating
1.5 Year Revenues Expenditures Ratio
2016 $ 6,343,686 $ 4,209,407 1.5
1
2017 $ 5,773,983 $ 4,441,028 1.3
0.5 2018 $ 6,219,524 $ 4,740,040 1.3
2019 $ 5,910,938 $ 4,755,944 1.2
0 2020 $ 6,495,479 $ 5,583,382 1.1
2016 2017 2018 2019 2020 2021 2021 $ 6,668,058 $ 5,678,500 1.1
Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2018 2019 2020 2021 Trend
Funded ratio (plan assets as a % of plan liabilities) 76.2% 77.6% 77.7% 77.7%
Net liability, pension (plan liabilities - plan assets) $ 2,178,288 $ 2,140,992 $ 2,365,657 $ 2,595,558
Other Post-Employment Benefits (OPEB)
Funded ratio (plan assets as a % of 0%
2020 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.
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Coverage of Net Post-Employment Liabilities
20 0.3
0.25
15
0.2
10 0.15
0.1
5
0.05
0 0
2016 2017 2018 2019 2020 2021
2016 2017 2018 2019 2020 2021
Agency Assets (other than capital) $8,645,818 $9,034,872 $8,836,894 $10,741,949 $11,295,052 $14,966,669
Net Liabilities (pension & OPEB) $1,376,393 $1,837,681 $2,178,288 $2,140,992 $2,365,657 $2,595,558
CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
Pension Obligations and Payments
The District provides retirement benefits through 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. 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. The District’s net pension liability recognized on the balance
sheet at June 30, 2021, was $2,595,558 as compared to $2,365,657 at June 30, 2020.
A Section 115 Trust was established in FY 19-20 with Benefit Trust Company, Trustee, and
Keenan and Associates, Trust Administrator, as a means to set aside monies to fund the
District’s pension obligations. Contributions to the Section 115 Trust are irrevocable. The
assets are dedicated to providing benefits to plan members and the assets are protected from
creditors of the District.
OPEB Obligations and Payments
The District does not have OPEB obligations offered to retirees.
Enterprise Funding
The District budget includes wastewater services for operating funding and expenditures. In
FY 2020/2021, the District’s actual budget expense was $5,288,753 and decreased that to
$4,361,750 for FY 2021/2022. The following chart shows a six-year trend. The graph below
shows the current financial trend in millions. This indicator provides a measurement of the
agency’s expenditure over time
LAFCO
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CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
Wastewater-Expenditure
6 0.96
0.95% 0.95
5
0.94
Sewer 0.93% 0.93% 0.93
4
0.92
0.91%
3 0.91
0.9% 0.9
2
0.89% 0.89 FB
0.88
1
0.87
0 0.86
2016 2017 2018 2019 2020 2021
Asset Maintenance and Repair
The District’s budget includes improvement budgeting through its Capital Replacement Projects.
In FY 2020/2021, the District budgeted $244,500 and reduced that to $231,300 for FY 2021/2022
and in FY 2020-2021 total expenditures for equipment capital replacement were $159,170.
Capital Improvements
The District’s long-term capital improvement plan (CIP) covers the years 2021-2029. The District
combined budgets for newly proposed and carry over CIP projects for the 2021/22 fiscal year is
$7,402,000. The list of projects and their funding source is provided below.
Projects Budgeted or Estimated 2021 to 2022
Collection System Rehabilitation Project - Focused Area $100,000
Vehicle Replacements $107,000
SCADA Server Upgrade/Replacement $70,000
Scum Trough Replacement $75,000
Primary Clarifier Launder Support Beams $55,000
Lift Station No. 2 Force Main Realignment $700,000
Financial Management Software $100,000
Administration Building Replacement Project - Completed in 2022 - $4,000,000
Projects Budgeted or Estimated 2022 to 2023
Manhole Rehabilitation Program $200,000 total cost $400,000 – balance in 27/28
120 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
Belt Filter Press Replacement $200,000
Grit Pump Replacement $50,000
Submersible Pump Replacement $40,000 total cost $210,000 – balance in 25-26 & 27-28
Lift Station No. 1 Building Improvements $125,000
Long-term Liabilities and Debts
In December 2012, the District issued $13,630,000 in Wastewater Revenue Bonds due in annual
installments of $135,000 to $1,050,000 beginning August 1, 2013, and continuing through August
1, 2042, however the most substantial fraction of this obligation will be retired in 2026. The bonds
bear interest varying from 2.00% to 5.00%. The bonds are to provide financing for the
construction of capital assets for the District and to refund the prior bonds.
The District has pledged a portion of future sewer revenues and a portion of investment earnings
to repay the District’s Wastewater Revenue Series 2012. The District’s Bonds are payable solely
from sewer revenues and a portion of investment earnings. Total principal and interest remaining
on the Wastewater Bonds are $9,954,206, payable through fiscal year 2043. For the current year,
principal and interest paid by the sewer revenues and investment earnings were $830,000 and
$350,763.
On December 1, 2020, the District entered into a loan agreement with JPMorgan Chase Bank, N.A.
in the amount of $4,000,000, bearing 1.77% interest to finance the replacement of the District’s
Administration Building. Annual principal payments through August 1, 2035, range from
$227,000 to $302,000, paid semiannually. The balance of the loan is $4,000,000 as of June 30, 2021.
Opportunities for Shared Facilities
As a member of the CalWARN, the District’s mutual aid agreement between other wastewater
agencies provide for personnel, equipment, and facility assistance in an emergency. The District
is working in collaboration with Carpinteria Valley Water District on an indirect potable reuse
water supply project. They anticipate this partnership to be formalized in an agreement in the
near future.
The District has been a long-time member (and coordinator) of an agreement based on a staff
sharing arrangement whereby multiple agencies employ an experienced Safety Officer on a
proportional use basis. Most recently, the District has had this type of cooperative relationship
with the Goleta Sanitary District. Formerly, a multi-agency group included sanitary districts from
Ojai, Goleta West, Montecito and Summerland.
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CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
R ate Structure
Sewer rates for the District were last updated and adopted by the Board of Directors in June 2022.
The rates are based on a 2022 Wastewater Rates and Fees Study Report prepared by Raftelis
Financial Consultants and undergo periodic review and adjustment, per District policy.
Wastewater Fees (Effective July 1, 2022)
A. Connection Fees (represents share of capital costs)
Baseline Development Impact Fee – $6,230 per new equivalent dwelling unit
B. User Fee per Year
Residential per dwelling* $754.72
Low < 380 mg/L $11.65
Medium Low 380 to 500 mg/L $12.61
Medium 501 to 710 mg/L $12.83
Medium High 711 to 1100 mg/L $14.40
High 1101 to 1700 mg/L $18.20
Very High > 1700 mg/L Individually Calculated
Minimum per parcel $754.72
* annual surcharge per parcel low pressure sewer users of $265.31
Non- Residential users are charged a variable rate based on the average volume and strength of
wastewater discharged annually, using a 3-year rolling average of water use data.
Figures A-5 shows a rate comparison for six South County Communities. The following charts
show the comparison of one City, four sanitary Districts, and one CSA. Overall, Carpinteria
Sanitary sewer rates for residential customers are average when compared to other communities
in the South County area. The charts are based upon a sample billing using “1 Unit” as a basis.
122 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
$120
90.36
98.09
$100
$80
60.96
44.20 59.82
$60
$40 21.83
$20
$0
CSA 12 Goleta West Goleta San City of SB Summerland Carpinteria
San San
ORGANIZATION
Governance
Carpinteria Sanitary governance authority is established under the Sanitary District Act of 1923,
(“principal act”) and codified under Health & Safety Code, section 6400-6830 et seq. This
principal act empowers Carpinteria Sanitary to provide a moderate range of municipal services. A
list comparing active and latent powers follows.
Active Service Powers Latent Service Powers
- Wastewater Operate & Collect Garbage/Refuse Dumpsites
- Recycled Water Storm Drains
- Disposal Water Service
- Compost or byproducts Street Sweeping-Cleaning
Governance of Carpinteria Sanitary District is independently provided through its five-member
Board of Directors that are elected at-large to staggered four-year terms. The District will
transition to by-district elections for 2024 General Election. Carpinteria Sanitary District holds
meetings on the first and third Tuesday of the month. The meetings are held in the District’s
Board Room located at 5300 Sixth Street, Carpinteria, California at 5:30 p.m. A current listing of
Board of Directors along with respective backgrounds follows.
LAFCO
of Santa Barbara County 123
sralloD
Bill Comparision -Monthly Residential Sewer -1 Unit
1 unit = varies per each agency
South County Communities
CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
Carpinteria Sanitary |
Current Governing Board Roster
Member Position Background Years on District
Lin Graf President Insurance Broker 22
Mike Modugno President Pro-Tem Electrical Engineer 12
Michael Damron Secretary Cemetery Dist. Manager 29
Gerald Velasco Secretary Pro-Tem Attorney 10
Deborah Murphy Treasurer Real Estate Broker 4
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.
Carpinteria Sanitary District Website Checklist
website accessed 7/25/22 http://carpsan.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?
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CHAPTER THREE: A. CARPINTERIA SANITARY DISTRICT
The following criteria are recommended for ag ency 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 Sanitary is an independent board-governed district. Refer to www.carpsan.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 water, wastewater, and stormwater services their needs and/or identify any unmet
needs. The questions identify key components recommended by LAFCO staff.
Carpinteria Sanitary District Questionnaire
Revenues, Types of Service, and Resources
Carpinteria Sanitary |
Responses by Respondence
Questions Satisfactory Unsatisfactory Undecided
1. Overall, are you satisfied with the level of water, - - -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment - - -
provided with the level of water, wastewater, or
stormwater service?
3. Do you feel an adequate level of funding is - - -
provided given the level of service?
4. Personnel arrived in a timely manner and were - - -
professional?
5. Personnel was knowledgeable, answer questions, - - -
and were informative?
No responses were provided by the public related to Carpinteria Sanitary District at this time.
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126 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
B. Goleta Sanitary District
Administrative Office: One William Moffett Place, Goleta, CA 93117
Phone: 805/967-4519
Fax: 805/964-3583
Email: swagner@goletasanitary.org
Website: www.goletasanitary.org
General Manager: Steve Wagner
Operations Manager: Pete Regis
SUMMARY
The Goleta Sanitary District provides wastewater collection, treatment and disposal services to
the residents and businesses of the City of Goleta and surrounding unincorporated areas in the
Goleta Valley to approximately 41,111 people throughout 76 square miles in southern Santa
Barbara County that extends from the westerly boundary of the City of Santa Barbara to the City’s
Municipal Airport. Portions of the City of Goleta are included within the District. The District’s
Sphere of Influence is larger than its boundaries including areas to the north of Hwy 101 towards
La Paloma Ave. & South of Hwy 101 from Goleta Cemetery to El Camino School, and several
islands surrounded by the District. Study Areas for expansion have been requested. The District
receives financial support at a rate of approximately $324 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 Goleta Sanitary District was formed in 1942. It was formed by petition of local residents to
provide wastewater management services to the small community of Goleta. The District owns
and operates a regional water resource recovery facility that serves approximately 80,000
residents in the Goleta Valley. Approximately half of this population is served under separate
contractual agreements with the following four public agencies: Goleta West Sanitary District,
University of California at Santa Barbara, Santa Barbara Municipal Airport, and County of Santa
Barbara.
The Goleta Sanitary District overlaps portions of the City of Goleta, a portion of the City of Santa
Barbara, County Service Areas 3 (Goleta Valley) and 32 (Law Enforcement), Santa Barbara
County Fire Protection District, Santa Barbara Mosquito and Vector Control District, Santa
Barbara Metropolitan Transit District, Cachuma RCD, County Flood Control & Water Agency,
and Goleta Cemetery District.
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128 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: B. GOLETA SANITARY DISTRICT
The District serves an estimated population of 41,111 pe ople, with 32,223 living within City of
Goleta. The District anticipates a growth rate of approximately 0.7 percent a year within its
boundaries in the coming years. In 2022 it was estimate d that the District serves 11,500 parcels,
4,350 parcels in the City of Goleta, 112 parcels in the Cit y of Santa Barbara and the remainder in
unincorporated Santa Barbara County serving approximately 12,384 connections.
OPERATIONS
Goleta Sanitary is composed of ten (10) state certified operators, including a Plant Operations
Manager, Laboratory Manager along with two (2) laboratory operations staff, Collections System
Manager with six (6) maintenance technicians. Maintenance Facility Supervisor with six (6)
maintenance technicians, an Industrial Waste Control Officer and six (6) Administrative
personnel, including the General Manager. All operation personnel are trained through the
California Water Environment Association (CWEA) Technical Certification Program. The
District employs a total of 35 full-time employees.
The District’s revenues come from sewer service charges, ad valorem taxes on real estate and
unsecured property, connection fees, permit and inspection fees, lab analysis fees, and other
miscellaneous fees, charges and interest. The District has created specific reserves to plan for Plant
capacity expansion, replace needed equipment and facilities, and to meet debt service obligations
(depreciation). In June, 2021, these funds are estimated to contain $4,957,999 and $3,595,829,
respectively.
The Goleta Sanitary District (GSD) is responsible for the production and on-site storage of the
reclaimed water. The Goleta Water District independently owns and operates a reclaimed water
distribution system used to deliver the reclaimed water to the reclamation customer sites.
The District Board of Directors is composed of five members who are elected by district to
staggered four-year terms. The Board meets the first and third Monday of every month at the
District Board Room located at One William Moffett Place, Goleta at 6:30 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
There are "islands" within the existing service area that should logically be part of the District.
There are also developed residential areas that are contiguous with the District's existing service
area that the District can reasonably anticipate to serve in the future. The District's existing
service area boundary has expanded in a piecemeal manner. A single modification to the SOI, as
part of the Municipal Service Review process, that is consistent with area land use and zoning
designations, would help the District plan for regional growth. Going forward, it would
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CHAPTER THREE: B. GOLETA SANITARY DISTRICT
s treamline the approval process and would not trigger a MSR level review when applicants
desiring service approach the District and LAFCO. A clear delineation would also help the District
t o respond to requests for service.
The recent drought has contributed to the change in characteristics of the influent from the
collection system of each agency as it is pumped to the regional wastewater treatment plant
headworks. Influent and effluent water monitoring is conducted in accordance with U.S.
Environmental Protection Agency approved testing procedures as stipulated under Title 40 of the
Code of Federal Regulations, Section 136. The performance of the regional wastewater treatment
plant is measured by its ability to reduce influent contaminants to levels acceptable for discharge
to the environment. The decrease in average influent flow observed at the plant is likely due to
water conservation implemented by residents in response to the drought conditions. The
difference between the influent and effluent flow is due to the production of reclaimed water. The
most important factor contributing to fluctuations in the effluent flow is the amount of
wastewater that is processed into reclaimed water and used for irrigation.
LAFCO of Santa Barbara County encourages the District and the other partnership agencies that
share wastewater treatment services to continue to plan for upgrades as necessary. Future
increases in recycled water opportunities should continue to be pursued. LAFCO also encourages
and acknowledge the District’s efforts in receiving the Platinum Level District of Distinction
accreditation for a second time. This honor was given to the District for implementing a
comprehensive of high-level transparency and good governance practices. The Platinum Level
District of Distinction is the foundation’s highest level of recognition for a Special District and the
Goleta Sanitary District is the only two-time winner of this prestigious award. Keep up the
excellent work.
Governance Structure Options
The Joint Agreements between the entities and GSD have kept services going for the area
residents and businesses. LAFCO staff sees value in local agencies collaborating and exploring
opportunities to improve delivery of municipal services. The opportunities for new governance
structures in Goleta Sanitary are small. The District includes the eastern portion of the City of
Goleta, the western portion is governed by the Goleta West Sanitary District. The GSD is largely
surrounded by western valley hillside and Pacific Ocean. The District has not identified any
government structure options. LAFCO does not see the need for structural governance changes.
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 another local service
provider 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.
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CHAPTER THREE: B. GOLETA SANITARY DISTRICT
Regional Collaboration
The District is a member of CSRMA (California San itation Risk Management Authority).
CSRMA is a JPA made up of similar wastewater agencies throughout California to share risk and
provide insurance for the District at an equitable cost.
Goleta Sanitary District Regional Treatment Plant maintains similar agreements with Goleta
West Sanitary, UCSB, the City of Santa Barbara and the County of Santa Barbara. The District
also has an agreement with Goleta Water District to provide treated reclaimed water, which
Goleta Water distributes from a reservoir located on site.
The Sanitary District 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.
SPHERE OF INFLUENCE & BOUNDARIES
The Sphere of Influence for the Goleta Sanitary District’s boundaries are greater than the District
service area. The District currently has a Sphere of Influence that include areas to the north of
Hwy 101 towards La Paloma Ave. and South of Hwy 101 from Goleta Cemetery to El Camino
School, and several islands surrounded by the District. The District requested expansion to their
Sphere of Influence, with the Hope Ranch community. If such services are desired by the
residents, other proposals are pending annexation. The pending application under review will be
considered as a separate action and those applications will not be evaluated under this service
review. Subsequent municipal service review reports will continue to monitor the District’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.
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:
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CHAPTER THREE: B. GOLETA SANITARY DISTRICT
Table B-1: Goleta Sanitary Study Areas
Study Description Acres Existing Prime Constraints
Area Zoning AG Land
1 Hope Ranch 1,836 Single-Family Residential No Unknown
Res-1.0, 0.5, 0.33
Rec/OS
2 La Cumbre Golf & 8.42 Recreational No Annexed in 2017
Country Club
REC
Totals 1,844.42
The Study Area is described in more detail below and includes: 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 District. The Hope Ranch parcels are outside of the sanitary service
area and Sphere of Influence. All 773 parcels operate under a Homeowners Association and are
currently on septic systems. An inspection of each property’s septic system(s) is required by the
County when a property is sold, and a copy of that report must be submitted to the Association.
No request from individual property owners or the Association have been received for future
sanitary services at this time.
SOI Study Area #1 – Hope Ranch (Located in unincorporated SB County; Outside of SOI).
Beginning at the City of Santa Barbara's boundary to the east, extending west to More Mesa, is
the exclusive residential community of Hope Ranch. These 773 parcels total 1,836 acres located
the southeastern portion of Santa Barbara County between Highway 101 and the ocean. The
character of the community is rural and of an estate nature; the topography, rolling. Hill and bluff-
top parcels. It consists of a broad flat mesa and low rolling knolls broken by a valley and covered
with live oaks. Hope Ranch is divided into acreage plots of varying size. The lots are irregular in
shape and laid out with particular regard to the character of the land. The Hope Ranch area is
served by the La Cumbre Mutual Water Company. The Goleta Sanitary District's boundaries are
Fairview Avenue and the Hope Ranch boundary to the east and west, and the Pacific Ocean to the
south.
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Figure B-2
SOI Study Area #1
Study Area
Existing SOI
District Line
1,836 acres
Residential
1
Hope Ranch
LAFCO Staff Recommendation. The SOI should exclude Study Area One at this time. Staff
recommendation is maintaining the existing Sphere of Influence and note that the area is already
within the City of Santa Barbara Sphere of Influence. However, the understanding is that some
of the topography and existing district infrastructure in the western portion of Hope Ranch
slopes in a more desirable gravity flow connection towards the Goleta Sanitary District system.
The full extent and system design that could benefit some parcels will require further analysis. If
at some point in the future if the septic systems within the Hope Ranch Community either begin
to fail beyond the ability to be repaired, or if a regulatory agency requires public sewer system as
an alternative, then the entire community should be evaluated and considered which portions
may best be serviced by the most logical provider as a single action to either amend the Sphere of
Influence for Goleta Sanitary District or seek services from the City of Santa Barbara. Individual
SOI and annexation request on a parcel-by-parcel basis should not be considered by LAFCO
unless there is a health and safety reason. Rather, the whole Hope Ranch community should be
evaluated to determine which portions are appropriate for a Sphere expansion to the GSD. After
consultation with the City of Santa Barbara, individual annexation could follow based on the need
for sewer connections.
SOI Study Area #2 – La Cumbre Golf & Country Club (Located in unincorporated SB
County; Outside of SOI, But annexed in 2017). Located at 4015 Via Laguna, Santa Barbara. The
owners of the La Cumbre Country Club constructed a Tennis and Fitness Center that was
LAFCO
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CHAPTER THREE: B. GOLETA SANITARY DISTRICT
a nnexed into the Goleta Sanitary District (GSD) in 2017. At the time of annexation, it was believed
to be within the GSD sphere of influence. The annexation was completed and recorded with the
S tate.
Figure B-3
SOI Study Area #2
Study Area
Existing SOI
2
District Line
8.42 acres
REC/Recreational La Cumbre Golf &
Country Club
LAFCO Staff Recommendation. The SOI should include Study Area Two. Staff recommendation
is to correct the sphere of influence boundary to align with the 2017 annexation action.
BOUNDARIES
Jurisdictional Boundary
Goleta Sanitary jurisdictional
Goleta Sanitary existing boundary spans approximately 76 boundary spans 76 square miles
with 72% being unincorporated and
square miles in size and covers 4,569 acres (parcels and excluding
under the land use authority of the
public rights-of-ways) of contiguous areas with unserved islands. County of Santa Barbara. The
remainder of the jurisdictional
Nearly 72% of the jurisdictional service boundary is
boundary lies within the City of
unincorporated and under the land use authority of the County Goleta.
of Santa Barbara. The remaining portion of jurisdictional service
lands, approximately 28% of the total is incorporated and under the land use authority of the City
of Goleta. Overall, there are 27,977 registered voters within the jurisdictional boundary.
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CHAPTER THREE: B. GOLETA SANITARY DISTRICT
Goleta Sanitary |
Boundary Breakdown By Service Area
Total % of Total Total Number of
Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters
Goleta SD 4,569 72.0% 13,356 27,977
City of Goleta (1,068) 28.0% (3,790) (6,994)
Totals 4,569 100.0% 13,356 27,977
Goleta Sanitary |
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 4,569 72.0% 13,356 20,983
City of Goleta (1,068) 28.0% (3,790) 6,994
Totals 4,569 100.0% 13,356 27,977
Total assessed value (land and structure) is set at $9.6 billion as of April 2022, and translates to a
per acre value ratio of $2.1 million. The former amount further represents a per capita value of
$234,109 based on the estimated service population of 41,111. Goleta Sanitary District receives $9.4
million dollars in annual charges for service in revenue generated within its jurisdictional
boundary.
The jurisdictional boundary is currently divided into 13,356 legal
Close to 94% of the
parcels and spans 4,569 acres the remaining jurisdictional acreage
jurisdictional boundary is under
consists of public right-of-way. Approximately 94% of the parcel private ownership, and of this
amount approximately seven-
acreage is under private ownership with 84% having already been
eighths has been developed.
developed and/or improved to date, albeit not necessarily at the
highest density as allowed under zoning. The remainder of private acreage is entirely undeveloped
and consists of 145 vacant parcels that collectively total 494 acres.
Goleta Sanitary District
Formation, Revenues, Attributes, Types of Service, and Resources
District Formation and Duties
Formation Date 1942
Sanitary District Act of 1923, Health & Safety Code, section
Legal Authority
6400-6830 et seq.
Five Directors elected to four-year terms through at-large
Board of Directors elections. Transitioned to District elections in November 2022.
Agency Duties Wastewater collection, treatment, and disposal services.
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CHAPTER THREE: B. GOLETA SANITARY DISTRICT
P OPULATION AND GROWTH
Population
The U.S. Census Bureau estimated the 2020 population of Goleta to be 32,690. 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 City of Goleta to be 32,200 by 2020. Between 2010 and
2020, the population of Goleta increased by 2,866 people (8.7 percent; or less than 1 percent per
year). There are approximately 12,538 households within the City. In contrast, County’s
population increased by 5.7 percent between 2010 and 2020.
Demographics for the City are based on an age characteristics report prepared by SBCAG in 2017
and American Community Survey, which identified the largest age group represented in Goleta
as 18 to 64 group at 64.9 percent. Approximately 14.7 percent of the population was in the 65 or
older years age group and 20.5 percent in the under the age of 18 group.
According to the 2020 U.S. Census, approximately 50.3 percent of the total population identified
themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic
group in Goleta, comprised 33.7 percent of the total population.
Projected Growth and Development
The City of Goleta General Plan serves as the City’s vision for long-term land use, development
and growth, and provides the City’s vision within its Planning Area. The City’s General Plan was
adopted in 2006 that has seen twenty-one amendments since adoption. The General Plan Housing
Element is updated every 8 years in accordance with state regulations and spans the 2023-2031
planning period. The City added a Land Use Element policy that prohibits the change of land use
designation for “Agriculture” lands which are ten acres or more without the approval of voters
until 2032 which was passed by voter referendum on November 6, 2012, as Measure G2012: Goleta
Heritage Farmlands Initiative.
The current City of Goleta Housing Element (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 Goleta Sanitary District in connection with the
Goleta West Sanitary District conducted a Land Use Survey/Wastewater Generation Projection
Study in 2020. The firm, TW Land Planning & Development, prepared the study to develop
growth projections. The study did not attempt to characterize or quantify development
associated with land outside the District service areas which could potentially be annexed to
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CHAPTER THREE: B. GOLETA SANITARY DISTRICT
either District. Annexations that might occur in the future were considered too speculative.
Projected demand within the Embarcadero Municipal Im provement District (EMID) service area
was also accounted for in this study.
In total, the regional wastewater treatment plant appears to have a current remaining capacity of
approximately 4.54 MGD based on the maximum facility design capacity and 2.46 MGD based
on the current NPDES permit requirements. TW Land P&D evaluated “Ten Year” anticipated
developments (and additions) proposed for vacant, undeveloped, and/or already developed
parcels, which could occur within the next ten years analysis. Table 2 below summarizes the
estimated wastewater demand for the ten-year period for the GSD.
Table 4 on the next page summarize the estimated wastewater demand under community
buildout for the GSD.
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CHAPTER THREE: B. GOLETA SANITARY DISTRICT
The concluding findings of the TW Land P&D study were that GSD has a remaining capacity of
approximately 2.09 MGD based on the maximum facility design capacity and 1.1 MGD based on
the current NPDES permit requirements. Within the next ten years, it is estimated that the Goleta
Sanitary District may need to provide additional wastewater treatment services of approximately
0.078 MGD for new development within the District’s service boundaries, which falls well within
the GSD’s existing service capabilities. Ultimate buildout, which includes the ten-year
development scenario, is anticipated to generate a total future demand of 0.249 MGD of
wastewater based on existing zoning, but could between 0.249 MGD to 0.301 MGD.
The current City of Goleta Housing Element (2023-2031) identifies an estimated growth rate of
0.7 percent within the City. The County’s Housing Element, covering the same period estimates
less than one percent growth in the surrounding unincorporated Goleta South Coast areas. The
County’s General Plan covers the Goleta 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. Goleta Sanitary population is interrupted as 28% of Goleta’s population
plus the unincorporated population.
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CHAPTER THREE: B. GOLETA SANITARY DISTRICT
Table B-3. Population Growth and Projections (2010–2040)
2010 201 5 2020 2035* 2040*
Goleta Sanitary District n/a n/a 41,111 47,500 50,000
City of Goleta 29,888 30,846 32,223 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. Note: Unincorporated Goleta Valley does not meet census criteria to be
designated as a place.
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 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for eastern Goleta Valley was $118,094 in 2022, 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. The Goleta Sanitary District’s
Sphere of Influence does qualify under the definition of disadvantaged community for the present
and probable need for public facilities and services because in May of 2022, the Old Town area, as
part of the larger Census tract including properties in the City of Goleta and County, was
designated as a disadvantaged community by CalEPA.
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CHAPTER THREE: B. GOLETA SANITARY DISTRICT
Goleta Sanitary District
Formation, Revenues, Attributes, Types of Service, and Resources
Attributes
District area (est. square miles):
City of Goleta 7.85
Entire District 76
Population (2020 Census):
City of Goleta 32,223
Entire District 41,111
Assessed Valuation (FY 21-22: District portion) $9,624,951,023
Number of Treatment Plants 1
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire District (FY 20-21) $324
Average Portion of County 1% Property Tax Received .002¢/$1
Ending Total Fund Balance (June 2021) $22,065,299
Change in Total Fund Balance (from June 2016 to June 2021) 49.8%
Total Fund Balance/Annual Revenue Total (FY 20-21) 60.3%
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
Goleta Sanitary District provides wastewater collection, treatment, disposal, and resource
recovery services. The District is staffed by 35 full-time staff of which there are ten (10) certified
operators and seven (7) collection staff, with one (1) Laboratory Manager and two (2) laboratory
technicians. Additional employees include one (1) Maintenance Facility Supervisor, five (5)
Maintenance Facility Technicians, an Industrial Waste Control Officer, a Finance and H.R.
Manager; Senior Management Analyst; Administration Supervisor; Accounting Tech; an Admin. Asst., and
two (2) maintenance workers. Operations are overseen by a General Manager who serves as the
Legally Responsible Official.
WASTEWATER INFRASTRUCTURE AND PUBLIC FACILITIES
Collection System
The Sanitation system is comprised of approximately 132 miles of sewer collection system
pipelines of varying sizes from 6-inch to 36-inch diameter and ages, 3,400 manholes, and two (2)
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CHAPTER THREE: B. GOLETA SANITARY DISTRICT
lift stations. There is a total of 2,300 linear feet of pressurized force main pipe from these two lift
stations, 2,000’ of which was installed in 2010.
Treatment System
The WWTP was originally constructed in 1944 and located on 12 acres of District-owned land.
The regional treatment plan is designed to serve about 19,704 ERU’s or about 97,000 people. The
District’s collection system serves about 11,823 equivalent residential units (ERU), representing a
population of about 55,000. As a regional treatment facility, the Goleta Sanitary
District's combined service area includes most of the Goleta Valley. The areas the District
provides wastewater treatment for (but are collected separately) include the homes and
businesses within the Goleta West Sanitary District, the University of California, Santa Barbara,
the community of Isla Vista, part of the County of Santa Barbara, and the City of Santa Barbara's
Municipal Airport. The total areas combined have a population of about 80,000. The partnerships
mean that while the collection happens elsewhere, all of the wastewater comes to this regional
resource recovery facility to be treated, purified, and reused. The GSD regional wastewater
treatment plant has a capacity of 9.7 million gallons per day (based on average daily flow) but is
currently limited to a permitted discharge of 7.64 million gallons per day pursuant to a National
Pollutant Discharge Elimination System (NPDES) permit issued by the US Environmental
Protection Agency (EPA) in concurrence with the States’ Central Coast Regional Water Quality
Control Board (CCRWQCB).
The regional wastewater treatment plant upgrade project to full secondary treatment was
completed in 2013. Although the upgraded facility did not include the construction of any new
reclamation facilities, full secondary treatment could allow for an expansion of the reclamation
facilities in the future. The reclamation facility is designed to treat up to 3.3 million gallons per
day of secondary effluent to tertiary standards.
Secondary effluent enters the reclamation facilities where a flash mixer disperses aluminum
sulfate (alum) and polymer into the water. The flocculated secondary effluent is then gravity
filtered through a bed of anthracite coal where the floe is removed. The filtered water then flows
to a chlorine contact tank where sodium hypochlorite is added for disinfection. The chlorinated
filtered water is then stored in an underground 3-million-gallon storage tank until distribution.
Reclaimed water is distributed throughout the Goleta Valley by a distribution system operated
and maintained by the Goleta Water District.
Disposal
The Goleta Sanitary District produces recycled water at its wastewater reclamation plant that is
then land-applied or used for irrigation purposes. Biosolids are hauled off-site to Kings County
for composing processing and beneficial use. Discharge is then sent to ocean outfall 5,800 feet
offshore. The treated wastewater is discharged to Pacific Ocean approximately one-mile offshore
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CHAPTER THREE: B. GOLETA SANITARY DISTRICT
o f Goleta Beach County Park at a depth of 93-feet. At the terminus, a multi-port diffuser and armor
rock with 36, four-inch diameter ports mix one part of effluent with approximately 122 parts of
s eawater to achieve a high initial wastewater dilution.
Recycled Water
The Goleta Sanitary District produces approximately 785 AFY for Goleta Water District, which
is used for dust control, irrigation of landscaping, restroom facilities at the USPS, Goleta Beach
County Park, and one floor of Bren Building at UCSB. Reclaimed water disinfection is achieved
by adding liquid sodium hypochlorite at the front end of the chlorine contact channel.
Types of Services
Collection X
Treatment X
Disposal X
Recycled X
Other -
Goleta Sanitary District
Formation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant & Booster Stations
Address Acquired/Built Condition Size
1 William Moffett, WRRF 1944 & 1994 Excellent 12 acres
101 Donaldson Pl, Firestone LS 2010 Good X2 pumps
1,400 gpm
419 El Sueno Lift Station 1957 Fair 1 pump
55 gpm
On-site Lift Station Poor X4 pumps
4,300 gpm
El Sueno Lift Station originally built in 1957, is in a residential area and handles flows from 14
residential units.
The second lift station, completed in 2010 replaced a lift station originally built in 1961, handles
flows of approximately 0.1 MGD from an industrial basin and portions of the Santa Barbara
Municipal Airport.
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CHAPTER THREE: B. GOLETA SANITARY DISTRICT
The two District lift stations are inspected by staff on a scheduled basis. Repairs are coordinated
with the District’s Facilities Maintenance Department.
Connections
Type # of Acct % of Total
Single-Family 8,437 68.1%
Multi-Family 2,957 23.9%
Commercial 706 5.7%
193 1.6%
Industrial
Agricultural 12 <0.1%
Institutional 79 0.6%
Total Staffing
Personnel Per 1,000
population
Full time Operators 10 0.24
Emergency Operators (10) 0.24
Administrative Personnel 7 0.17
Other District Staff 18 0.43
Goleta Sanitary has a total of 35 permanent employees.
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CHAPTER THREE: B. GOLETA SANITARY DISTRICT
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
General Manager (1) 23 8
Plant Manager (1) 15 8
Operator Supervisor (1) 15 8
Operator I (1) 17 17
Operator III (4) 15.75 11.5
Operator V (1) 4 1
Collection System Manager (1) 33 33
Collection System Supervisor (1) 9 9
Collection Operator (5) 5.8 5.8
Laboratory Supervisor (1) 24 8
Laboratory Tech (2) 14 14
Maintenance Facility Supervisor (1) 30 17
Maintenance Personnel (7) 16 9.8
Industrial Waste Control Officer (1) 23 23
Administrative Personnel (6) 12.5 7.8
Wastewater Capacity
The Goleta Sanitary service area’s
Goleta Sanitary has a permitted treatment capacity of 9.7 million maximum daily capacity to convey
gallons per day (based on average daily flow) but is currently wastewater to the regional
wastewater treatment plant for
limited to a permitted discharge of 7.64 million gallons per day treatment and disposal is 9.7 million
gallons.
pursuant to a National Pollutant Discharge Elimination System
(NPDES) permit. The reclamation facility is designed to treat up to 3.3 million gallons per day.
System Demands
The estimated average annual
Goleta Sanitary service area’s average annual wastewater wastewater flows generated during
the report period among Goleta
collection demand generated approximately 4.9 million gallons
Sanitary users in the service area has
per day, which equates to 11,823 equivalent residential units been 4.9 million gallons per day.
(ERU). It also translates over the report period to an estimated
203 gallons per day for each occupied housing unit; it also translates to 395.6 gallons for every
service connection. Average annual wastewater demands overall during the report period have
increased by (6.0%) fluctuations have occurred due to water conservation in response to drought
conditions.
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CHAPTER THREE: B. GOLETA SANITARY DISTRICT
Service Performance
Goleta Sanitary service area’s average annual wast ewater LAFCO estimates Goleta Sanitary is
presently operating at 64% capacity
collection demand generated for subsequent treatment and
within its service area in Goleta
disposal at the regional wastewater treatment plant ha s been Valley. (This estimate includes
service agreements outside of its
approximately 4.9 million gallons a day over the last three years.
service boundary.
Of this amount, it is estimated by LAFCO this represents 64% of
permitted capacity. The District generally has adequate capacity for anticipated future needs.
Goleta Sanitary District
Formation, Revenues, Attributes, Types of Service, and Resources
Total Collection Inspected, Repaired, Added -Goleta Sanitary
90
80
70
60
50
40
30
20
10
0
CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Video Cleaned Replaced Added Rehabilitated
Source: GSD Data.
Note: Information is for the entire District. Also, this table tabulates miles of lines cleaned, replaced, added,
and videoed. Additional upgrades preformed regarding lift stations and treatment plant.
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CHAPTER THREE: B. GOLETA SANITARY DISTRICT
Upgrades or Repairs Completed -Goleta Sanitary
FY -2020-2021
90
60.6%
80
70
43.8%
60
50
40
30
20
10
0% 0% 0% 0% 0%
0
Inspected Cleaned Replaced Added Rehabilitated Booster Treatment
Stations Plant
Upgrades/Repairs
Source: CSFP Data.
Note: Information is for the entire District.
The Goleta Sanitary District provides wastewater
GSD Snapshot: FY2022
collection and treatment services to its constituents
Planning Reports Year Updated
directly and plans for them in various planning
Community Plan 2004
documents, including the Sewer System Management
Joint Powers Agreement unk
Plan, Capital Improvement Plan, and Water Sewer System Mgmt. Plan 2021
NPDES Monitoring annually
Reclamation Study, Strategic Plan, and Biosolids &
Water Reclamation annually
Energy Plan. The County’s Community Plan (Goleta
Summary
Valley) and City General Plan 2006, which was last Capital Improvement Plan annually
Rate Study 2017
updated in 2004, contains a Land Use, Public Facility,
Biosolids & Energy Plan 2019
and Resource Constraints. The District completed its Strategic Plan 2020
first Climate Action Plan in 2022. Climate Action Plan 2022
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 received $279,115 in COVID-19 Relief funding.
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CHAPTER THREE: B. GOLETA SANITARY DISTRICT
District Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Charges for services $9,520,030 0.4% $9,405,538 0.8%
Permits, plan check and inspection fees $26,559 1.4% $26,767 0.9%
$2,909,885 36.8% $3,020,912 4.3%
Sewage Treatment- other agencies
Taxes and assessments $178,080 2.0% $188,638 2.4%
Administrative Charges $187,090 2.0% $197,807 2.4%
Intergovernmental $772 2.0% $774 2.4%
Reimbursement participating agencies $2,820 2.0% $5,124 2.4%
Interest $553,658 0.5% $186,551 5.5%
Other Revenue $40,263 2.0% $288,718 2.4%
Revenue total $13,419,157 100.0% $13,320,829 100.0%
Source: Goleta Sanitary, Financial Statements, June 30, 2020 and 2021, 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 inflation. 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.
GOLETA SANITARY
Fiscal Trends-Goleta Sanitary
16
14
12
10
8
6
4
2
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
LAFCO
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snoilliM
ni
tnuomA
CHAPTER THREE: B. GOLETA SANITARY DISTRICT
This indicator addresses the extent to which charges for service
Charges for Services covered expenses. Charges for Services is the primary funding source
for Sanitary Districts. Represented below a ratio of one or higher
10 indicates that the service is self-supporting.
8
6
4
2
0
2016-17 2017-18 2018-19 2019-20 2020-21
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
2016 $ 10,552,725 $ 10,132,470 1.0
2017 $ 10,667,793 $ 10,682,996 0.9
0.5
2018 $ 12,029,290 $ 11,629,955 1.0
2019 $ 12,684,462 $ 11,392,841 1.1
0 2020 $ 13,414,590 $ 12,509,604 1.0
2016 2017 2018 2019 2020 2021 2021 $ 13,308,035 $ 12,785,981 1.0
Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2018 2019 2020 2021 Trend
Funded ratio (plan assets as a % of plan liabilities) 73.3% 75.2% 75.2% 75.1%
Net liability, pension (plan liabilities - plan assets) $ 4,224,332 $ 4,090,003 $ 4,442,628 $ 4,797,712
Other Post-Employment Benefits (OPEB)
Funded ratio (plan assets as a % of 0%
2020 year of OPEB reporting
plan liabilities) Net liability, OPEB $ 3,931,784
(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.
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Coverage of Net Post-Employment Liabilities
30 0.5
25 0.4
20
0.3
15
0.2
10
5 0.1
0 0
2016 2017 2018 2019 2020 2021
2016 2017 2018 2019 2020 2021
Agency Assets (other than capital) $14,584,352 $16,393,977 $19,171,026 $22,171,207 $25,693,866 $28,113,236
Net Liabilities (pension & OPEB) $2,739,101 $3,647,366 $8,349,249 $7,740,531 $8,378,660 $8,729,496
CHAPTER THREE: B. GOLETA SANITARY DISTRICT
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 Dist rict’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 no
outstanding contributions to the pension plan as of June 30, 2021.
OPEB Obligations and Payments
The District provides other post-employment benefits through the Public Agency portion of the
California Employers’ Retiree Benefit Trust Fund (CERBT). Benefits are provided to employees
who retire at age 50 or older with five years of eligible CalPERS service. Coverage is also provided
to eligible retirees, spouses and surviving spouses. These benefits are provided per contract
between the District and the employee associations. The District has a trust with the California
Employers' Retiree Benefit Trust (CERBT). The District currently finances the trust by making
100% of the actuarially determined contribution.
In 2009, the District joined the CalPERS medical program. In 2021, the District contributed the
full cost of retiree and spousal coverage, up to the cost of PERS Choice coverage in comparison to
the "unequal contribution" approach that was used at the inception of the CalPERS medical
program. Currently, contributions are not required from plan members.
As of the June 30, 2020, measurement date, the following current and former employees were covered by
the benefit terms under the plan:
- Retired employees – 13
- Active employees – 34
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CHAPTER THREE: B. GOLETA SANITARY DISTRICT
E nterprise Funding
T he District budget includes wastewater services for Fund #4640, #4645, #4650, #4655, #4660,
#4666, #4670, & #4675. In FY 2020/2021, the District’s actual budget expense was $12,785,981
and increased that to $16,676,742 for FY 2021/2022. 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.
Wastewater-Expenditure
14 0.93% 0.94
0.92
12
0.9
10
Sewer 0.88
8 0.86
6 0.83% 0.84
0.83% 0.83% 0.82%
0.82% 0.82
4
0.8
2 FB
0.78
0 0.76
2016 2017 2018 2019 2020 2021
Asset Maintenance and Repair
The District’s budget includes improvement budgeting through its Repairs and Maintenance
Fund. In FY 2020/2021, the District budgeted $478,892 and maintained that $478,892 for FY
2021/2022 and in FY 2022-2023 total expenditures for repairs and maintenance were $488,892.
These District “priority areas” are on scheduled cleaning cycles deigned to minimize the
occurrence of a Sanitary Sewer Overflow (SSO). Approximately seven (7) percent are on a 12-
month cycle, two (2) percent are on a six-month cycle, 0.25 percent are on a six-month cycle and
0.75 percent are on a three-month cycle. The work orders for these “priority areas are scheduled
throughout the year and generated on cyclic basis. These work orders are routinely completed
within the first or second week of each month. The CCTVI schedule of the District collection
system is on a five-year timeline. CCTVI is also done in conjunction with Capital Improvement
projects and to verify the need for spot repairs. The District utilizes contractors for specialized
work such as chemical root treatment. Approximately 15,000 feet to 20,000 feet of sewer line are
scheduled on an annual basis for chemical root treatment. The District reviews monthly and
annual performance data to ensure the scheduled completion of each 36-month cleaning cycle and
the completion of all priority area cleaning within its scheduled month.
A number of maintenance repairs were performed on the reclamation facility equipment during
2020. Repairs can be expected to increase as the facility ages. The repairs were typical of those
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CHAPTER THREE: B. GOLETA SANITARY DISTRICT
needed for a 27-year-old treatment facility that is in operation much of the year. The following is
a list of the equipment that was repaired or replaced dur ing 2020:
• Replaced Motor Control Center 8080 and 8081 that provide all power to the production
and distribution equipment at the facility.
• Replaced the chlorine flash mixer motor and gearbox.
• Performed filter surveillance to determine the quality of the filter media and the
effectiveness of the filtration process.
Capital Improvements
The District has a ten-year capital improvement plan (CIP) used as a predictive tool to determine
which pipelines in the system nay be approaching their useful lives. The IP condition assessment
program identified 35 projects throughout the system. The District created a Story Map that
provides visual summary of the District’s CIP for the next ten years for both the collection system
and the regional wastewater treatment plant. The site can be viewed here 10 Year Capital
Improvement Program (arcgis.com).
The Capital Projects identified in the FY 20-21 Budget include total project costs of $756,881,
which include the following:
GSD 2021 Lines CIP projects $ 500,000
Manhole Raising Program additional 5,000
El Sueno Lift Station Force Main Project $ 132,745
Contracted spot repairs $ 36,679
Manhole Raising Program 33,500
Capital Improvement Master Plan $ 48,957
Projects Budgeted or Estimated 2022 to 2023
Manhole Raising Program 20,000
GSD 2021 Lines CIP projects $ 434,935
Jocky Pump to regulate flow $ 50,000
2019 Lift Station Rehabilitation Construction Management $ 456,072
2019 Lift Station Rehabilitation Construction additional 237,235
2019 Lift Station Rehabilitation Project additional $ 3,295,246
HVAC Air Scrubber additional $ 120,000
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CHAPTER THREE: B. GOLETA SANITARY DISTRICT
HVAC Air Scrubber $ 40,000
Biosolids & Energy Strategic Plan Design
Phase 1 additional $ 58,079
o
Biosolids & Energy Strategic Phase 1 Construction 3,000,000
o
Biosolids & Energy Strategic Phase 1 Construction Management 400,000
o
Biosolids & Energy Strategic Phase 2 Design 1,120,000
o
Advanced Water Treatment Plant Preliminary Engineering $ 250,000
Chemical Storage Discharge Pump $ 40,000
Vehicle Lift 40,000
Fire System Isolation Valve replacement 20,000
Cathodic Well Replacement Project $ 53,200
Long-term Liabilities and Debts
The District does have a long-term debt of $14.135M for the BESP project.
Opportunities for Shared Facilities
The Goleta Sanitary District is connected to the regional treatment plant with four other entities
in the area, Goleta West Sanitary District, University of California at Santa Barbara, Santa Barbara
Municipal Airport, and County of Santa Barbara. Use of the GSD regional wastewater treatment
plant is through a joint use agreement for treatment and disposal. The GSD’s capacity rights in
the regional wastewater treatment plant are 47.87% today.
Rate Structure
Sewer rates for the District were last updated and adopted by the Board of Directors in July 2022.
The rates are based on an annual review and adjustment, per District policy.
Wastewater Fees (Effective July 1, 2022)
A. Connection Fees (represents share of capital costs)
Residential – one equivalent residential unit (ERU) $2,421
B. User Fee per Year
Base Rates*
152 ADOPT ED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: B. GOLETA SANITARY DISTRICT
Single-family/duplex $530.38
Multi-family $429.71
Mobile Home Park $429.7 1
Motels $305.36
Commercial (grocery stores, retail, $429.71
service, theaters, etc.)
Markets $966.18
(Per 74,095 gallon plus volume charge)
Banks $482.07
Offices $90.69
Medical Offices $530.38
(Per 74,095 gallon plus volume charge)
Bars, Cocktail Lounges & Taverns $84.91 per seat
Restaurants $1,002.02
(Per 74,095 gallon plus volume charge)
Beauty Salons & Barber Shops $429.71
Laundromats & Dry Cleaners $468.35
(Per 74,095 gallon plus volume charge)
Automobile Service Stations $543.85
Automobile Service Stations w/ $1,778.54
Dump Facilities
Car Washes $419.55
(Per 74,095 gallon plus volume charge)
Factories, Industrial Plants, Water $450.54
Bottling, & Water Treatment
(Per 74,095 gallon plus volume charge)
Mortuaries $2,666.66
Hospitals $505.96
(Per 74,095 gallon plus volume charge)
Churches $530.38
(Per 74,095 gallon plus volume charge)
Schools $26.95 per average daily
attendance
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CHAPTER THREE: B. GOLETA SANITARY DISTRICT
Boys & Girls Club $13.47 per average daily
attendance
Animal Shelters $530.38
(Per 74,095 gallon plus volume charge)
Machine Shops & Auto Repair $482.07
Photographic Processing $964.14
Auditoriums, Dance Halls, & Rec $450.54
Bldg (Per 74,095 gallon plus volume
charge)
Private Clubs w. Rec Facilities $530.38
(Per 74,095 gallon plus volume charge)
Figures B-3 shows a rate comparison for six South County Communities. The following charts
show the comparison of one City, four sanitary Districts, and one CSA. Overall, Goleta Sanitary
sewer rates for residential customers are slightly lower than other communities in the South
County area. The charts are based upon a sample billing using “1 Unit” as a basis.
$120
90.36
98.09
$100
$80
60.96
44.20 59.82
$60
$40 21.83
$20
$0
CSA 12 Goleta West Goleta San City of SB Summerland Carpinteria
San San
ORGANIZATION
Governance
Goleta Sanitary District’s governance authority is established under the Sanitary District Act of
1923, (“principal act”) and codified under Health & Safety Code, section 6400-6830 et seq. This
principal act empowers Goleta Sanitary to provide a moderate range of municipal services. A list
comparing active and latent powers follows.
154 ADOPT ED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
sralloD
Bill Comparision -Monthly Residential Sewer -1 Unit
1 unit = varies per each agency
South County Communities
CHAPTER THREE: B. GOLETA SANITARY DISTRICT
Active Service Powers Latent Serv ice Powers
- Wastewater Operate & Collect Garbage/Refuse Dumpsites
- Recycled Water Storm Drains
- Disposal Water Serv ice
- Compost or byproducts Street Sweeping-Cleaning
Governance of Goleta Sanitary District is independently provided through its five-member Board
of Directors that are elected by district to staggered four-year terms. The Board meets the first and
third Monday of every month at the District Board Room located at One William Moffett Place,
Goleta at 6:30 pm. A current listing of Board of Directors along with respective backgrounds
follows.
Goleta Sanitary |
Current Governing Board Roster
Member Position Background Years on District
Steven Majoewsky President Engineer 32
George Emerson Director Financial Advisor 28
Sharon Rose Director Health Social Services 10
Edward Fuller Director Real Estate Broker 2
Jerry Smith Director Engineer 14
Website Transparency
The table, on the next page, is not an exhaustive inventory of website criteria required under
current law. Rather, it identifies key components, required by the Government Code and/or
recommended by the California Special Districts Association and other organizations, for
websites to enhance transparency and accountability.
Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in
advance on their websites. Government Code Section 6253 requires that agencies post content
most requested by constituents and most often requested via Public Record Act requests. Because
of the difficulty for LAFCO staff to verify this information, these criteria are not included in the
website checklist. However, agencies should address these criteria to comply with current
website requirements.
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CHAPTER THREE: B. GOLETA SANITARY DISTRICT
Goleta Sanitary District Website Checklist
website accessed 7/25/22 https://goletasanitary.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 Sanitary District is an independent board-governed District. Refer to https://goletasanitary.org for the
required checklist items.
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CHAPTER THREE: B. GOLETA SANITARY DISTRICT
Survey Results
The table below includes a list of questions asked of area residents by LAFCO to assess if
satisfactory water, wastewater, and stormwater servic es their needs and/or identify any unmet
needs. The questions identify key components recommended by LAFCO staff.
Goleta Sanitary District Questionnaire
Revenues, Types of Service, and Resources
Goleta Sanitary |
Responses by Respondence
Questions Satisfactory Unsatisfactory Undecided
1. Overall, are you satisfied with the level of water, - - -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment - - -
provided with the level of water, wastewater, or
stormwater 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 Goleta Sanitary District at this time.
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CHAPTER THREE: AGENCY PROFILES
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C. Goleta West Sanitary District
Administrative Office: UCSB Campus Parking Lot 32, Santa Barbara CA 93106
Mailing Address: P.O. Box 4, Goleta, CA 93116-0004
Phone: 805/968-2617
Fax: 805/562-8987
Email: bmccarthy@goletawest.org
Website: www.goletawest.org
General Manager: Brian McCarthy
SUMMARY
The Goleta West Sanitary District provides wastewater collection and street sweeping services
to the residents and businesses of portions of the City of Goleta and surrounding unincorporated
areas in the Western Goleta Valley and Isla Vista. The District services approximately 39,500
people throughout 6.75 square miles in southern Santa Barbara County, specifically in the western
Goleta Valley on both sides of Highway 101. The District also provides collection system operation
and maintenance to the Embarcadero Municipal Improvement District. 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 $262 per year per residence 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 Goleta West Sanitary District was established in 1954 under the Sanitary District Act of 1923
as the Isla Vista Sanitary District to serve the community of Isla Vista and the Western Goleta
Valley. In 1990, the name of the District was changed. The District does not operate its own
wastewater treatment plant. Goleta West Sanitary District has capacity rights to 40.78% of the
total capacity of the regional wastewater treatment plant at Goleta Sanitary District under an
agreement dated January 13, 1956.
The Goleta West Sanitary District is comprised of some unincorporated areas within the County
of Santa Barbara, including Isla Vista, and portions of the City of Goleta. District services overlap
the City of Goleta, Embarcadero Municipal Improvement District, Goleta Water District, County
Service Areas 3 (Goleta Valley), 31 (Isla Vista) and 32 (Law Enforcement), Santa Barbara County
Fire Protection District, Santa Barbara Mosquito and Vector Control District, Santa Barbara
Metropolitan Transit District, Cachuma RCD, County Flood Control & Water Agency, and
Goleta Cemetery District.
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CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
The District serves an estimated population of 39, 500 people. The District anticipates a growth
rate of approximately 0.7 percent a year within its boundaries in the coming years. In 2021, it is
estimated that the District service boundary contains 6,772 parcels, 5,857 in City of Goleta, and 915
in Isla Vista CSD serving approximately 6,432 connections.
OPERATIONS
The Goleta West Sanitary District is composed of seven (7) employees, including a General
Manager/Operations Superintendent, Office Manager, Environmental Compliance Specialist, and
four utility workers. All District operations personnel are trained through the California Water
Environment Association (CWEA) Technical Certification Program.
The District’s revenues come from sewer service charges, ad valorem taxes on real estate and
unsecured property, connection fees, permit and inspection fees, and other miscellaneous charges
and interest. The District has created specific reserves to replace needed equipment and facilities
and to meet debt service obligations. For Fiscal Year 2022-2023, total revenues were $8,045,500.
Goleta West Sanitary District has adopted an Operations and Maintenance Program to ensure
that the wastewater collection system functions reliably. Per regulatory mandates, the District is
required to perform and document regular preventative maintenance of the collection system,
maintain an updated system map, record work activities in a work management system, and
provide a program to target problematic areas with more frequent cleaning. These key
components are part of this program: sewer system mapping that includes spatial and technical
information for its wastewater collection system assets including gravity line segments, manholes,
lift stations and force mains.
The District utilizes a Computerized Maintenance Management System (CMMS) called ICOM
to facilitate operation and maintenance of its wastewater collection system. ICOM sewer asset
management software utilizes GIS to inventory and map all District assets. This system is used
to schedule and keep records of routine and non-routine maintenance and inspection of
equipment, vehicles, facilities, and service calls. The District implements cleaning and
maintenance methodology with a system-wide program and priority line schedule strategy, video
inspection, collection system rehabilitation and replacement, pump station improvements, and
operator training and certification.
The District utilizes a SCADA (Supervisory Control and Data Acquisition) system to
continuously monitor critical equipment and infrastructure. Telemetry allows District staff to
remotely view collection system and pump station operations in real time. The SCADA system is
capable of sending alarm notification to on-call and standby staff 24/7. Additionally, the District
has SmartCover® sensors positioned in strategic locations throughout the collection system to
alert on-call and standby staff 24/7 of non-routine conditions.
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CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
T raining and professional development of staff members is a key management objective at the
District. The District is an active member of the California Water Environment Association
(CWEA) at the State level and the local CWEA Tri-Counties Section. Collection system and
maintenance staff participate regularly in local, regional, and state level training sessions and
conferences through CWEA.
Other technical training is provided to staff members on a regular basis to support specific roles
and duties that are related to collection system maintenance and operation. This includes
specialized training provided by vendors and manufacturers, safety training on confined space
entry, trench safety, traffic control and other topics, and industry specific training on pertinent
topics (e.g., NASSCO PACP, defect codes, hydro cleaning nozzle selection, etc.).
The District Board of Directors is composed of five members who are elected at-large to four- year
terms. The District will be transitioning to District elections for the November 2024 election. The
Board meets the first and third Tuesday of each odd month and on the first Tuesday of each even
month in the District’s Administrative Offices located in Parking Lot 32 on the UCSB Campus 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 Goleta West Sanitary District collaborates with and supports various local public agencies
and special interest groups such as:
• CAER (Community Awareness & Emergency Response) to promote emergency
preparedness and facilitate mutual aid between members.
• GSMC (Goleta Slough Management Committee) to work cooperatively with regulatory
agencies, property owners, and public interest groups to provide for the long-term health
of the Goleta Slough ecosystem.
• NCOS (North Campus Open Space) to help fund restoration of the upper arms of the
Devereux Slough.
The District is currently in construction of a major upgrade to its administrative headquarters
buildings and equipment yard. These improvements were identified in the 2011 CIP study. The
District recently hired a land use planning consultant to complete the Land Use
Survey/Wastewater Generation Projections Study 2020 Update. This Study was referenced by an
engineering firm to complete the 2021 GWSD Wastewater Master Plan and Flow Study. The
objectives of the 2021 Wastewater Master Plan were to:
• Evaluate the adequacy of the existing sewer collection system.
• Update and review the GIS and system data to ensure its accuracy.
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CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
• Update the population and land use data ba sed on current information.
• Prepare a new hydraulic model to assess the current condition of the sewer system.
• Compare the new model to the previous condition.
• Identify future system needs and planned expansion.
• Evaluate the ability of the sewer system to allow for future expansion using the hydraulic
model.
• Develop an update to the GWSD Capital Improvement Plan (CIP).
LAFCO of Santa Barbara County encourages the District to continue implementing the
recommendations outlined in the recent reports and studies listed above. LAFCO also encourages
and acknowledge the District’s efforts for receiving the Transparency Certificate of Excellence
from the Special District Leadership Foundation (2019-2021). The District’s lead worker, a Utility
IV, received the Collection System Person of the Year Award at the annual California Water
Environment Association (CWEA) conference in 2019. Following another lead worker, also a
Utility IV, who is a previous recipient of this prestigious award. Keep up the excellent work.
Governance Structure Options
The Agreement between the two Districts GWSD and EMID have kept services going for the area
residents and businesses. LAFCO staff sees value in local agencies collaborating and exploring
opportunities to improve delivery of municipal services. The District includes the western
portion of the City of Goleta, and is largely surrounded by western valley hillside and Pacific
Ocean. For these reasons, it is unlikely that GWSD will annex additional land in the near future.
The District has not identified any government structure options, and it is unknown whether it
is feasible for another local service provider to assume responsibilities within this area. LAFCO
therefore does not see the need for structural governance changes. However, there is value in local
agencies collaborating and exploring opportunities to improve delivery of municipal services.
Regional Collaboration
The Goleta West Sanitary District participates in the State-wide Proposition 84 Process and
Relater Integrated Regional Water Management (IRWM) Activities in Santa Barbara County.
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 District is a member of, and participates in, the following professional organizations:
• CASA (California Association of Sanitation Agencies)
• CSRMA (California Sanitation Risk Management Authority)
• CWEA Tri-Counties Section (California Water Environment Association)
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CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
• SAMA (Sanitation Agencies Managers Association)
GWSD has a contractual agreement with the Goleta Sanitary District regional wastewater
treatment plant for treatment and disposal of wastewater collected in the District. This agreement
dates back to when the District was originally formed in the 1950’s. Goleta Sanitary District
maintains similar agreements with UCSB, the City of Santa Barbara and the County of Santa
Barbara. The District has had agreements with other local wastewater agencies to share
proportional costs for employment of a Safety Officer to administer the GWSD safety program.
SPHERE OF INFLUENCE & BOUNDARIES
The Sphere of Influence for the Goleta West Sanitary District’s boundaries are largely
coterminous with the Districts service area. The District Sphere of Influence includes UCSB
Campus beyond the boundary it serves. A map of the District’s Sphere of Influence and boundaries
can be seen at the beginning of this profile.
While no significant changes are anticipated to District boundaries, the District currently
provides contractual services to three areas outside of its boundaries under prior agreements.
These areas include; Embarcadero Municipal Improvement District (118-ERU) through a
contractual agreement that dates back to 1969, a small maintenance building on Sandpiper Golf
Course (connected to GWSD via permit, issued in 1972), and UCSB Faculty Housing near
Devereaux. Called West Campus Point Condominiums (65-ERU).
While these areas are outside of the Districts service boundary, the requirement for out-of-
agency-service agreement (OASA) was not a requirement under the CKH Act until 2001. The
areas would continue to be allowed under the original agreements. Any increases in services
would be subject to LAFCO review. Therefore, for study purposes the areas are considered for
additions to the Sphere.
The Sandpiper Golf Course is currently requesting permits for improvements from the City of
Goleta and California Coastal Commission. These improvements would request expanding sewer
services from the GWSD. That future proposal will be under review and consideration as a
separate action and application and will not be evaluated under this service review.
Sphere of Influence Study Areas
For study purposes, LAFCO staff has prepared the following table and map that includes three
areas as identified above to be considered as one Study Area for the Sphere of Influence. 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 Area is listed in the table below:
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CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
Table C-1: Goleta West Sani tary District Study Areas
Study Description Acres Existing Prime Constraints
Area Zoning AG Land
EMID 177
1 a, b, Rec & OS No Unknown, existing
& c service agreements
Res-1.0
Sandpiper Golf 192.93
Open Space/Active Rec
Course Maintenance
building
11.5
UCSB Faculty UCSB
Housing
Totals 381.43
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 this Municipal Service Review
and information provided by the District. These three areas are defined by one Study Area, but
each have distinct characteristics and separate agreements currently in place that allows the
District to provide sewer services.
SOI Study Area #1 – Existing Service Agreements (Located in unincorporated SB County;
Outside SOI). The Embarcadero Municipal Improvement District includes 155 one-acre
residential houses that receive sewer service (Rancho Embarcadero) of the total 177 within the
subdivision. Goleta West Sanitary District provides support and assists the Embarcadero
Municipal Improvement District with collection and treatment through the Goleta Sanitary
District’s regional treatment plant. The remaining 24 parcels are on septic systems or have not yet
been developed.
The Sandpiper Golf Course is located at 7925 Hollister Avenue within the City limits of Goleta
and developed in 1972. It was later purchased by its current owner who continues the operations
today as an 18-hole golf course measuring over 7000 yards, with a championship rating of 75.1. The
maintenance building sits at the northeast corner of the parcel in the Grounds Maintenance Yard
accessible off of Hollister Avenue (across from the intersection of Las Armas Road and Hollister
Avenue). The agreement includes services for a lavatory sink, toilet, shower, and kitchen/break
room sink. All other wastewater generated by the Sandpiper Golf Course is treated by onsite
septic system(s).
West Campus Point offers two- and three-bedroom Mediterranean-style townhomes, located on
11.5-acres of UC Santa Barbara's West Campus. The complex is comprised of 65 townhouse units
- some attached and some freestanding - grouped into eight clusters. West Campus Point is a
series of 65 moderately-priced condominiums built on land leased from the University with the
purpose of providing affordable workforce housing for faculty.
LAFCO
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CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
1a,b, c
&
Figure C-1
SOI Study Area #1
Study Area
Existing SOI
District Line
381.43 acres
Residential/OS
LAFCO Staff Recommendation. The SOI should be cleaned up at some point in Study Area One
if increase in services is considered in the future. Staff recommendation is maintaining the existing
Sphere of Influence and note the clean-up actions necessary at some point in the future to address
out-of-agency-service areas by agreements. Because all service agreements pre-date the LAFCO
requirement for an OASA, the need to adjust this boundary is not urgent. The treatment and
capacity are measured and maintenance of the system is being addressed. Capacities or limitations
are being considered as a result of agreements.
BOUNDARIES
Jurisdictional Boundary
Goleta West Sanitary jurisdictional
Goleta West Sanitary District existing boundary spans boundary spans 6.75 square miles
with 41% being unincorporated and
approximately 6.75 square miles in size and covers 3,932 acres
under the land use authority of the
(excluding public rights-of-ways) of contiguous areas with County of Santa Barbara. The
remainder of the jurisdictional
slightly more than fifty percent in City of Goleta. Nearly 41% of
boundary lies within the City of
the jurisdictional service boundary is unincorporated and under Goleta.
the land use authority of the County of Santa Barbara. The
166 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
remaining portion of jurisdictional service lands, approximately 59% of the total is incorporated
and under the land use authority of the City of Gol eta. The District serves three areas outside of
its jurisdictional service area under agreements. Overall, there are 24,139 registered voters within
the jurisdictional boundary.
Goleta West Sanitary District |
Boundary Breakdown By Service Area
Total % of Total Total Number of
Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters
Goleta West SD 3,932 100.0% 6,773 24,139
City of Goleta (2,333) 59.3% (1,790) 18,104
Isla Vista CSD (270) 6.8% (915) 8,676
Totals 3,932 100.0% 6,773 24,139
Goleta West Sanitary 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 1,599 41.0% 4,983 6,035
City of Goleta 2,333 59.0% 1,790 18,104
Totals 3,932 100.0% 6,773 24,139
Total assessed value (land and structure) is set at $6.1 billion as of April 2022, and translates to a
per acre value ratio of $1.5 million. The former amount further represents a per capita value of
$155,330 based on the estimated service population of 39,500. Goleta West Sanitary District
receives $3.2 million dollars in annual property tax revenue and $4.4 million dollars in annual fees
and charges for service generated within its jurisdictional boundary.
The jurisdictional boundary is currently divided into 6,773 legal
Close to three-fourths of the
parcels and spans 3,932 acres, with the remaining jurisdictional
jurisdictional boundary is under
acreage consists of public right-of-ways. Approximately 78% of the private ownership, and of this
amount approximately 71% has
parcel acreage is under private ownership with 71% having already
been developed.
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 93 vacant parcels that collectively total 243 acres.
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CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
Goleta West Sanitary District
Formation, Revenues, Attributes, Types of Service, and Resources
District Formation and Duties
Formation Date 1954
Sanitary District Act of 1923, Health & Safety Code, section
Legal Authority
6400 et seq.
Five Directors elected to four-year terms through at-large
Board of Directors elections. Transitioning to by District in 2024.
Agency Duties Wastewater collection, treatment, disposal services, and street
sweeping.
POPULATION AND GROWTH
Population
The U.S. Census Bureau estimated the 2020 population of Goleta to be 32,690. 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 City of Goleta to be 32,200 by 2020. Between 2010 and
2020, the population of Goleta increased by 2,866 people (8.7 percent; or less than 1 percent per
year). There are approximately 12,538 households within the City. In contrast, County’s
population increased by 5.7 percent between 2010 and 2020.
Demographics for the City are based on an age characteristics report prepared by SBCAG in 2017
and American Community Survey, which identified the largest age group represented in Goleta
as 18 to 64 group at 64.9 percent. Approximately 14.7 percent of the population was in the 65 or
older years age group and 20.5 percent in the under the age of 18 group.
According to the 2020 U.S. Census, approximately 50.3 percent of the total population identified
themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic
group in Goleta, comprised 33.7 percent of the total population.
Projected Growth and Development
The Goleta West Sanitary District shared costs with the Goleta Sanitary District to conduct a
Land Use Survey/Wastewater Generation Projection Study in 2020. The firm TW Land Planning
& Development prepared the study to estimate prospective growth projections. The study did
not attempt to characterize or quantify development associated with land outside the District
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CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
service areas which could potentially be annexed to either District. Annexations that might occur
in the future were considered too speculative. Projected demand within the Embarcadero
Municipal Improvement District (EMID) service area also was accounted for in this study.
In total, the regional wastewater treatment plant appears to have a current remaining capacity of
approximately 4.54 MGD based on the maximum facility design capacity and 2.46 MGD based
on the current NPDES permit requirements. TW Land P&D evaluated “Ten Year” anticipated
developments (and additions) proposed for vacant, undeveloped, and/or already developed
parcels, which could occur within the next ten years analysis. Table 3 on the next page
summarizes the estimated wastewater demand for the ten-year period for the GWSD.
Table 5 below summarizes the estimated wastewater demand under community buildout for the
GWSD.
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CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
The concluding findings of the TW Land P&D study were GWSD has a remaining capacity of
approximately 1.83 MGD based on the maximum facility design capacity and 0.99 MGD based on
the current NPDES permit requirements. Within the next ten years, it is estimated that the Goleta
West Sanitary District may need to provide additional wastewater treatment services of
approximately 0.144 MGD for new development within the District’s service boundaries, which
falls well within the GWSD’s existing service capabilities. Ultimate buildout, which includes the
ten-year development scenario, is anticipated to generate a total future demand of 0.194 MGD of
wastewater based on existing zoning, but could generate between 0.194 MGD and 0.212 MGD
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, 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 Goleta Housing
Element (2023-2031) identifies an estimated growth rate of 0.7 percent within the City. The
County’s Housing Element, covering the same period, estimates 4 percent growth in the
surrounding unincorporated Goleta South Coast areas. The County’s General Plan covers the
Goleta Valley and surrounding areas. The following population projections within the City are
based on the State Department of Finance Table E4 estimate and SBCAG regional forecast. Goleta
the State Department of Finance Table E4 estimate and SBCAG regional forecast. Goleta West
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CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
Sanitary District’s population is interpreted as 59% of Goleta’s population plus the Isla Vista CDP
population.
Table C-2. Population Growth and Projections (2010–2040)
2010 2015 2020 2035* 2040*
Goleta West Sanitary District 38,000 n/a 39,500 47,400 48,500
City of Goleta 29,888 30,846 32,223 33,912 34,588
County 423,895 441,963 451,840 501,500 513,300
* Assumes trend-based land use capacity within the City at half population. SBCAG regional forecast
model for Isla Vista area.
** DOF Table E4 projections. Note: Unincorporated Goleta Valley does not meet census criteria to be
designated as a place.
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 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for western Goleta Valley average was $94,570 in 2022, 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 some cases, under the DAC
Mapping Tool and IRWMP, but not under the other screening tools, the Goleta West Sanitary
District’s Sphere of Influence does qualify under the definition of disadvantaged community for
LAFCO
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CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
s maller 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.
Goleta West Sanitary District
Formation, Revenues, Attributes, Types of Service, and Resources
Attributes
District area (est. square miles):
City of Goleta 7.85
Entire District 6.75
Population (2020 Census):
City of Goleta 32,223
Entire District 39,500
Assessed Valuation (FY 21-22: District portion) $6,135,567,358
Number of Treatment Plants transported to
regional
treatment plant
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire District (FY 20-21) $262
Average Portion of County 1% Property Tax Received 6¢/$1
Ending Total Fund Balance (June 2021) $16,729,489
Change in Total Fund Balance (from June 2016 to June 2021) 24%
Total Fund Balance/Annual Revenue Total (FY 20-21) 53%
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
Goleta West Sanitary District provides wastewater collection, treatment, disposal services and
street sweeping. The District is staffed by seven (7) full-time staff of which six are certified
collection operators, including the General Manager/Operations Superintendent. Operations are
overseen by a General Manager who serves as the Legally Responsible Official for reporting to the
California Integrated Water Quality System Project (CIWQS) and Regional Water Quality
Control Board (RWQCB).
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CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
WASTEWATER INFRASTRUCT URE AND PUBLIC FACILITIES
Collection System
The sewage collection system is comprised of approximately 68 miles of sewer collection system
pipelines of varying sizes and ages, 1,600 manholes, and two (2) lift stations. One (1) remote lift
station conveys wastewater to, one (1) primary pump station to pump sewage to the Goleta
Sanitary District’s regional treatment plant. Pipe sizes vary from 6 to 42-inches. Gravity pipelines
are made predominately of vitrified clay pipe (VCP), with polyvinyl chloride pipe (PVC), asbestos
cement pipe (ACP), Centrifugally Cast Fiberglass Reinforced Polymer Mortar (CCFRPM) and
ductile iron pipe (DIP). Force mains from GWSD to GSD consist of 8,700- feet of 18-inch and 24-
inch pipelines made of ACP and DIP. Force mains from the remote field lift station (Emily) consist
of two 2,000-foot long parallel 8-inch pipelines made of HDPE and a combination of ACP and 200
feet of PVC.
Treatment System
The regional WWTP was originally constructed in 1944 and located on 12 acres of Goleta Sanitary
District-owned land located at One William Moffett Place in Goleta. Currently, Goleta West
Sanitary District is permitted 3.12 million gallons per day (MGD), or 40.78% capacity rights that
GWSD owns in the regional treatment plant. The regional treatment plant is designed to serve
about 19,704 ERU’s or about 97,000 people. The areas the regional WWTP provides wastewater
treatment for (but are collected separately) include the homes and businesses within the Goleta
West Sanitary District, the University of California, Santa Barbara, the community of Isla Vista,
part of the County of Santa Barbara, and the City of Santa Barbara's Municipal Airport. This
partnerships with these entities mean that while the collection happens elsewhere, all of the
wastewater arrives at the regional resource recovery facility to be treated, purified, and reused or
discharged to the ocean. The regional treatment plant capacity allocations are as follows:
• GSD: 47.87%
• GWSD: 40.78%
• UCSB: 7.09%
• City of Santa Barbara: 2.84%
• Santa Barbara County: 1.42%
The design capacity of the facility is 9.72 MGD and the permitted NPDES capacity of 7.64 MGD.
Disposal
Disposal is provided by the Goleta Sanitary District regional treatment plant.
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CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
R ecycled Water
The Goleta West Sanitary District does not currently produce recycled water.
Types of Services
Collection X
Treatment X
Disposal X
Recycled -
Other X
Goleta West Sanitary District
Formation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant & Booster Stations
Address Acquired/Built Condition Size
Treatment Plant, GSD 1961 Good 12 acres
Pump Station #1, Lot 32 1963 Excellent X2 – 75 hp-2100 gpm
UCSB Campus – 75 hp-1500 gpm
– 85 hp-3000 gpm
Field Lift Station, Emily ~ 1971 Excellent X2 – 75 hp-1500 gpm
8200 Calle Real, Goleta – 40 hp-600 gpm
The GWSD owns capacity in the regional wastewater treatment plant to treat up to 3.12 MGD.
Pump station #1 pumps all GWSD’s collected wastewater to the Goleta Sanitary District’s
(GSD)regional treatment plant. The pump station is a wet well/dry well design with a wet well
volume of approximately 2,500 cubic feet (cf). The wet well/dry well structure is concrete and
cylindrical in shape with an 11-foot radius. Pump station #1 has full capability of handling all
GWSD flows. Emergency power for the pump station at the main facility includes a 450 kilowatt
(KW) Lawless Detroit Diesel Generator. Pump station #1 includes an 84 HP 3-phase submersible
Sulzer pump that can be powered by Edison power, or the District 450 KW Stationary Generator,
or the District’s 200 KW Onan portable generator.
The field lift station (Emily) is a standard Smith and Loveless, Inc. underground lift station with
a wet well volume of approximately 1,500 cf. The dry well is a prefabricated steel structure. The
wet well is a separate concrete structure connected to the dry well with piping. The lift station
transports water from the Embarcadero Municipal Improvement District and Winchester
Canyon Development to the main gravity sewer trunk. Emergency power for this pump station
can be provided by the District’s 200 KW Onan portable generator.
174 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
Connections
Type # of Acct % of Total
Single-Family 5,111 79.5%
Multi-Family 725 11.3%
Commercial 596 9.2%
Industrial (Inc in N/A 0%
Commercial)
Agricultural/Other N/A 0%
Total Staffing
Personnel Per 1,000
population
Full time Operators 5 0.12
Emergency Operators 5 0.12
Environmental Compliance 1 0.02
Administrative Personnel 1 0.02
Other District Staff 0 n/a
Goleta West Sanitary has a total of seven (7) permanent employees.
Staffing Experience/Tenure
Years in Industry Year w/ District
General Manager/Superintendent (1) 28 19
Operator IV (1) 17.25 17.25
Operator IV (1) 11 11
Operator III (1) 24.5 24.5
Operator I (1) 3.5 3.5
Environmental Compliance (1) 2 0.5
Administrative Personnel (1) 8 8.5
LAFCO
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CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
W astewater Capacity
Goleta West Sanitary District has 40.78% or 3.12 MGD of the
Goleta Sanitary District’s regional treatment plant’s permitted
treatment capacity of 9.7 million gallons per day (based on
average daily flow) that is currently limited to a permitted
discharge of 7.64 MGD pursuant to a National Pollutant Discharge Elimination System (NPDES)
permit. The reclamation facility is designed to treat up to 3.3 MGD.
System Demands
Goleta West Sanitary District’s service area’s average annual
wastewater collection demand generated approximately 1.7
MGD, which equates to 2,371 Acre Feet per Year (AFY). It also
translates over the report period to an estimated 184 gallons per
day for each equivalent residential unit (ERU); it also translates to 263 gallons for every service
connection.
Service Performance
Goleta West Sanitary District’s service area’s average annual
wastewater collection demand generated for subsequent
treatment and disposal at the regional Treatment Plant Facility
has been approximately 1.7 MGD. Of this amount, it is estimated
by LAFCO this represents 54% of permitted capacity. The
District generally has adequate capacity for anticipated future needs.
Goleta West Sanitary District
Formation, Revenues, Attributes, Types of Service, and Resources
Total Collection Inspected, Repaired, Added -Goleta West Sanitary
60
50
40
30
20
10
0
CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Inspected Cleaned Replaced Added Video
176 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
seliM
latoT
The Goleta West Sanitary District’s
service area’s maximum daily
capacity to convey wastewater to
the regional treatment plant for
treatment and disposal is 3.12
million gallons.
The estimated average annual
wastewater flows generated during
the report period among Goleta
West Sanitary District’s users in the
service area has been 1.7 million
gallons per day.
LAFCO estimates Goleta West
Sanitary District is presently
operating at 54% capacity within its
service area in Goleta Valley. (This
estimate includes service
agreements outside of its service
boundary.
CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
Source: GWSD Data.
Note: Information is for the entire District. Also, this tab le tabulates miles of lines cleaned, replaced, added,
and videoed. Additional upgrades preformed regarding lift stations and treatment plant.
Upgrades or Repairs Completed -Goleta West Sanitary
FY -2020-2021
60
74.4%
50
40
30
20
11.6% 11.6%
10
0% 0% 0% 0%
0
Inspected Cleaned Replaced Added Video Booster Treatment
Stations Plant
Upgrades/Repairs
Source: GWSD Data.
Note: Information is for the entire District.
The Goleta West Sanitary District provides
wastewater collection treatment, and disposal services GWSD Snapshot: FY2022
to its constituents connected to a regional treatment Planning Reports Year Updated
facility and plans for them in various planning Community Plan 2004
City General Plan 2006
documents, including the Sewer System Management
Use Agreement with GSD 1950s
Plan, Capital Improvement Plan, Wastewater Master Sewer System Mgmt. Plan 2017
Plan & Flow Study in 2021, and Land Use Master Plan & Flow Study 2021
Capital Improvement Plan 2021
Survey/Wastewater Generation Projections Study in
LU Survey/WW Projection 2020
2020. The County’s Community Plan (Goleta Valley), Rate Study 2020
which was last updated in 2004, and City General Plan
2006 contains a Land Use, Public Facility, and
Resource Constraints.
FINANCES
The District prepares an annual budget and financial statement, which includes details for each
of its approved 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 did not receive any Cares Act funding.
LAFCO
of Santa Barbara County 177
CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
District Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Charges for services $4,344,255 51.1% $4,416,661 49.2%
Permits, plan check and inspection fees $59,363 0.7% $92,186 1.0%
Other revenue $179,616 2.1% $195,802 2.2%
Taxes and assessments $3,158,953 37.1% $3,278,590 36.5%
Connection fees $231,207 2.7% $732,775 8.2%
Interest $535,590 6.3% $257,472 2.9%
Revenue total $8,508,984 100.0% $8,973,486 100.0%
Source: Goleta West Sanitary District, Financial Statements, June 30, 2020 and 2021, 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 long range projects that had been planned and paid for with reserves dedicated for
these purposes. 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.
GOLETA WEST SANITARY DISTRICT
Fiscal Trends-Goleta West Sanitary
14
12
10
8
6
4
2
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
178 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
This indicator addresses the extent to which charges for service
Charges for Services covered expenses. Charges for Services is the primary funding source
for Sanitary Districts. Represented below a ratio of one or higher
10 indicates that the service is self-supporting.
8
6
4
2
0
2016-17 2017-18 2018-19 2019-20 2020-21
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 Operating Operating
1.5 Year Revenues Expenditures Ratio
2016 $ 8,083,466 $ 5,227,192 1.5
1
2017 $ 8,083,466 $ 5,307,344 1.5
0.5 2018 $ 8,508,919 $ 5,828,202 1.4
2019 $ 8,541,496 $ 5,941,649 1.4
0 2020 $ 8,508,984 $ 6,720,537 1.2
2016 2017 2018 2019 2020 2021 2021 $ 8,973,486 $ 6,875,287 1.3
Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2018 2019 2020 2021 Trend
Funded ratio (plan assets as a % of plan liabilities) 79% 80% 74% 74%
Net liability, pension (plan liabilities - plan assets) $ 1,074,248 $ 1,070,754 $ 1,213,585 $ 1,341,461
Other Post-Employment Benefits (OPEB)
Funded ratio (plan assets as a % of 0%
2020 year of OPEB reporting
plan liabilities) Net liability, OPEB $ 1,169,511
(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 179
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%
a sa
Coverage of Net Post-Employment Liabilities
7 0.8
6
0.6
5
4
0.4
3
2 0.2
1
0 0
2016 2017 2018 2019 2020 2021
2016 2017 2018 2019 2020 2021
Agency Assets (other than capital) $2,328,613 $4,342,407 $4,740,323 $6,426,023 $5,325,174 $3,407,731
Net Liabilities (pension & OPEB) $1,595,850 $1,893,438 $2,184,165 $2,363,177 $2,317,663 $2,510,972
CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
P ension Obligations and Payments
The District provides retirement benefits through 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. 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. The District’s net pension
liability recognized on the balance sheet at June 30, 2021, was $1,341,461 as compared to $1,213,585
at June 30, 2020.
During the 2017/2018 fiscal year the District entered into a Section 115 trust (pension stabilization
fund) with Public Agency Retirement Services (PARS) to address the District’s pension
obligations.
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, 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. As of June 30, 2021, four employees
were participating in the plan.
OPEB Obligations and Payments
Beginning in the fiscal year ended June 30, 2009, the OPEB Plan was part of the Public Agency
portion of the California Employers’ Retiree Benefit Trust Fund (CERBT), an agent multiple
employer plan administered by California Public Employees’ Retirement System. In November
2017, the District moved the OPEB funds from the CERBT to a Section 115 trust administered by
PARS.
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CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
The contribution requirements of the District are established and may be amended annually by
the Board of Directors. The OPEB Plan was prefun ded during the fiscal year ended June 30, 2009,
based on the July 1, 2007, valuation performed by an independent actuarial valuation firm.
No subsequent contributions have been made to the OPEB Plan. Essentially the District acts as a
pay-as-you-go basis for funding retiree medical benefits. The District provides retiree medical and
prescription drug coverage to current and future eligible retirees and their dependents (OPEB
Plan). Under the OPEB Plan, retired employees who attain age 50 with at least five years of service
are eligible to receive benefits. The District pays a monthly premium for the health insurance
benefits up to a maximum amount equal to the Blue Shield HMO Family Rate for the “Other
Southern California” region. The spouse of an eligible retiree is also eligible to receive benefits
from this plan, and benefits continue for the lifetime of the spouse. 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 – 6
- Active employees – 7
The Section 115 Trust was established as a means to set aside monies to fund the District’s pension
and OPEB obligations. Contributions to the Section 115 Trust are irrevocable, the assets are
dedicated to providing benefits to plan members, and the assets are protected from creditors of
the District. The Section 115 Trust has two separate components:
• Pension Stabilization Fund – These funds are restricted for use in funding the District’s
CalPERS pension plan. The trust was created to address the District’s pension obligations
by accumulating assets to reduce the net pension liability. The assets in the Pension
Stabilization Fund are not considered to have present service capacity as plan assets and
are therefore considered restricted assets of the District rather than pension plan assets.
Accordingly, the Pension Stabilization Fund’s assets are recorded as restricted assets on
the District’s balance sheet rather than as assets of the pension plan during the
measurement of the net pension liability. Assets held in the Pension Stabilization Fund
will be considered pension plan assets at the time they are transferred out of the trust into
the pension plan. The balance of the Pension Stabilization Fund on June 30, 2021 and 2020
was $1,480,089 and $1,172,091, respectively.
• OPEB Fund – These funds are restricted for use in funding the District’s other
postemployment benefit plan and are considered to be plan assets, as OPEB benefits are
paid directly from the OPEB Fund.
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CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
E nterprise Funding
The District budget includes wastewater services for operating funding and expenditures. In FY
2020/2021, the District’s actual budget expense was $6,874,130 and decreased to $5,440,424 for
FY 2021/2022. 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.
Wastewater-Expenditure
8 1.005
7 1%
1
6 Sewer
5 0.995
4
0.99% 0.99%
0.99% 0.99 3
0.99%
2
0.985
1 0.98%
0 0.98
-1 2016 2017 2018 2019 2020 2021
0.975
-2
FB
-3 0.97
Asset Maintenance and Repair
The District’s budget includes improvement budgeting through its Capital and Plant Upgrade,
Building Replacement, and Wastewater O&M. In FY 2020/2021, the District budgeted
$14,540,950 and increased that to $14,895,424 for FY 2021/2022 and in FY 2020-2021 total
expenditures for street sweeping were $300,000 for a new Sweeper.
GWSD completed a Flow and I&I Study ($500,000), Master Plan ($50,000), new Jet Rodder
($320,000), and Operations Building and garage construction, Administration building (total for
FY 20-22 was $10,000,000). Other service budget includes routine maintenance between FY 20-
22 (coil & PS capital $270,000) and (computer capital $10,000). In addition, the Transfer of Funds
to reserves Funds #4935 Capital and treatment plant upgrade, Fund #4960 equipment/vehicle
replacement, and Fund #4965 building replacement were expenditures/transfers for FY 20-22 for
future maintenance and repair costs.
Capital Improvements
The District adopted a capital improvement plan (CIP) in 2021. The purpose of this CIP update
was to analyze the sewer collection system including gravity sewers, pump stations, force mains,
and manholes, as well as to address other facility, vehicle, operation, and maintenance needs in
the future. The conclusions of the 2011 CIP included recommendations for administrative facility
182 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
improvements, pump station improvements, vehicle replacement, office equipment replacement,
and wastewater treatment plant upgrades underg one by the Goleta Sanitary District for which
GWSD needed to provide their share of expenses. The District continuously works towards
updates that regularly identify and prioritizes improvements and costs. Generally, the District has
been working toward and completed many of these improvements since adoption. Each year
through the budget process, expenditures are identified and allocated to meet these replacements
or upgrades.
Long-term Liabilities and Debts
The District does not have any long-term debt, other than pension and OPEB as of the reporting
period of this MSR (2021).
Opportunities for Shared Facilities
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.
Since 1956, GWSD has maintained an agreement with the City of Santa Barbara for use of the
property where the GWSD administrative offices and equipment yard are located, UCSB Campus
Lot 32.
Rate Structure
Sewer rates for the District were last updated and adopted by the Board of Directors in April 2020.
The rates are based on a 2020 Wastewater Connection and Miscellaneous Fees Report prepared
by Raftelis Financial Consultants, Inc. and undergo periodic review and adjustment, per District
policy.
Wastewater Fees (Effective July 1, 2020)
A. Connection Fees (represents share of capital costs)
Residential – SFR $4,060, MFR $4,060 per ERU. Non-Residential - $4,060 per ERU
B. User Fee per Year
Base Rates*
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CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
All users $262.00
Surcharges (per ERU)
Hospitals & Convalescent $10.00
homes
Service Station w/out trailer $15.00
dump, Machine Shop, Auto
Repair
Hotels, Motels, Boarding, $26.00
Dorms, Lodging
Service Station w trailer dump $84.00
Take out or Drive-in, Churches $136.00
w/ food service, factories,
Industrial Plants, Etc.
Markets w/ garbage disposals, $260.00
mortuaries
Restaurants, Food service $276.00
facilities
* One ERU is 74,600 gallons per year of water usage
Figures C-3 shows a rate comparison for six South County Communities. The following charts
show the comparison of one City, four sanitary Districts, and one CSA. Overall, Goleta West
Sanitary District’s sewer rates for residential customers are among the lowest compared to other
communities in the South County area. The charts are based upon a sample billing using “1 unit”
as a basis.
$120
90.36
98.09
$100
$80
60.96
44.20 59.82
$60
$40 21.83
$20
$0
CSA 12 Goleta West Goleta San City of SB Summerland Carpinteria
San San
184 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
sralloD
Bill Comparision -Monthly Residential Sewer -1 Unit
1 unit = varies per each agency
South County Communities
CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
ORGANIZATION
Governance
Goleta West Sanitary governance authority is established under the Sanitary District Act of 1923,
(“principal act”) and codified under Health & Safety Code, section 6400 et seq. This principal act
empowers Goleta West Sanitary District to provide a moderate range of municipal services. A list
comparing active and latent powers follows.
Active Service Powers Latent Service Powers
- Wastewater Collection Operate & Collect Garbage/Refuse Dumpsites
- Wastewater Disposal Storm Drains
- Street Sweeping Water Service
Recycled Water
Compost or byproducts
Governance of Goleta West Sanitary District is independently provided through its five-member
Board of Directors that are elected at-large to staggered four-year terms. The District will be
transitioning to District elections for the November 2024 election. Goleta West Sanitary District
holds meetings on the first and third Tuesday of odd numbered months and on the first Tuesday
of even numbered months. The meetings are normally held at the District Headquarters at UCSB
Campus Parking Lot 32, Santa Barbara, California at 5:30 p.m. A current listing of the Board of
Directors along with respective backgrounds follows.
Goleta West Sanitary District |
Current Governing Board Roster
Member Position Background Years on District
Eva Turenchalk President LU Planning Consultant 12.5
Dr. David Bearman Vice President MD 21
Craig Geyer Director Plumbing Contractor 15.5
David Lewis Director Wastewater Chemist 21
Robert Thomas Director TBD 2 mo
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.
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CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
G overnment Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in
advance on their websites. Government Code Section 6253 requires that agencies post content
most requested by constituents and most often requested via Public Record Act requests. Because
of the difficulty for LAFCO staff to verify this information, these criteria are not included in the
website checklist. However, agencies should address these criteria to comply with current
website requirements.
Goleta West Sanitary District Website Checklist
website accessed 7/25/22 http://www.goletawest.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 West Sanitary District is an independent board-governed District. Refer to http://www.goletawest.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 water, wastewater, and stormwater services their needs and/or identify any unmet
needs. The questions identify key components recommended by LAFCO staff.
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CHAPTER THREE: C. GOLETA WEST SANITARY DISTRICT
Goleta West Sanitary District Questionnaire
Revenues, Types of Ser vice, and Resources
Goleta West Sanitary District |
Responses by Respondence
Questions Satisfactory Unsatisfactory Undecided
1. Overall, are you satisfied with the level of water, - - -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment - - -
provided with the level of water, wastewater, or
stormwater 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 Goleta West Sanitary District at this time.
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CHAPTER THREE: AGENCY PROFILES
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188 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
D. Laguna County Sanitation District
Administrative Office: 620 West Foster Road, Santa Maria, CA 93455
Phone: 805/803-8750
Fax: 805/803-8753
Email: mwilder@countyofsb.org
Website: https://www.countyofsb.org/pwd/laguna.sbc
Public Works Director: Scott McGolpin
District Manager: Martin Wilder
Chief Plant Operator: Jerry Nichols
SUMMARY
The Laguna County Sanitation District provides wastewater collection, treatment and discharge
services to the residents and businesses of the community of Orcutt and portions of surrounding
unincorporated southern Santa Maria to approximately 32,000 people throughout 16.16 square
miles in northern Santa Barbara County that extends from West Betteravia on the northwest and
easterly to generally U.S. Highway 101. To the southwest it encompasses the Tanglewood tract
and undeveloped lands on either side of Highway 1 and continues southerly to the edge of
developed and proposed development associated with the County Orcutt Community Plan. A
small portion of District is within the Santa Maria city limits. The District’s boundary is the same
as its Sphere of Influence and there are no proposals for expansion, however Study areas are
evaluated as needed. The District receives financial support at a rate of approximately $466 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 Laguna County Sanitation District was formed in 1958. It was formed to provide wastewater
services for planned new development in the area surrounding the Orcutt area. It is the largest
utility that the Santa Barbara County Public Works Department oversees. Pursuant to a
reciprocal agreement with the City of Santa Maria, the District serves City customers south of the
Santa Maria Airport and the City serves District customers east of the Santa Maria Airport. The
1977 agreement expired in 2017 but was replaced by a subsequent agreement that expires in 2057.
The District absorbed the Orcutt Sanitary District in 1961 when that agency decommissioned its
treatment plant, along with two other County collection systems (Evergreen and Lakeview) in
1975 when the original U.S. Military-built treatment plant was decommissioned by the Santa
Maria Public Airport District.
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CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
The Laguna County Sanitation overlaps the Cachuma Resources Conservation District, Santa
Maria Valley WCD, portion of City of Santa Maria, County Service Areas 5 (Orcutt) and 32 (Law
Enforcement), North County Lighting District, Santa Maria Airport District, Santa Barbara
County Fire Protection District, Santa Barbara Mosquito and Vector Control District, County
Flood Control & Water Conservation District, the County Water Agency, and the Santa Maria
Cemetery District.
The District estimated it serves a population of 32,000 people, with less than 1,000 located within
City of Santa Maria. The District anticipates a growth rate of less than one percent a year within
its boundaries in the coming years. In 2020, it was estimated that the District serves 13,092 parcels,
259 in City of Santa Maria, and 1,109 in Orcutt serving approximately 12,949 connections.
OPERATIONS
Laguna County Sanitation District is composed of 18 staff, including a District Manager/Engineer,
Chief Plant Operator, Supervising Operator, Civil Engineer, Fiscal Analyst, Financial Office
Professional, ten Plant Operators, and four Maintenance Workers. The four maintenance workers
are dedicated to sewer system work including routine and repetitive flushing maintenance and
sewer video inspections in addition to emergency response. All District plant operations
personnel are state certified by the State Water Resources Control Board.
Most of the District’s general revenues come from charges for service. The District also receives
revenue through grants, recycled water sales, and a cattle pasture lease. The District has created
specific reserves including a capital replacement reserve estimated to be $22,556,051 in June 2022.
The Santa Barbara County Board of Supervisors are elected to four-year terms, and act as the ex-
officio board of directors of the county sanitation district. The Board of Supervisors meets on
Tuesdays of every month at Board Chambers in Santa Barbara and Santa Maria. The District
maintains a website which includes a list of Board members and agendas for upcoming Board
meetings.
OPPORTUNITIES & CHALLENGES
The Laguna County Sanitation District operates the sewer collection system and has prepared
and adopted a Sewer System Management Plan (SSMP) specific to their system as required by the
Statewide General Waste Discharge Requirements for Sanitary Sewer Systems (Order 2006-
0003) adopted by the SWRCB, which has jurisdiction and authority to regulate the function of
sewer systems under the State Water Code. Overflows can result from blockages due to debris,
grease, roots; capacity limitations; infiltration; and illicit discharges. Agencies operating a sewer
system have historically employed certain practices to prevent, to the extent possible, overflows
and their potential impact to the environment. These practices include response to overflows,
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CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
p eriodic flushing of the sewer pipelines, outreach regarding illegal discharges to the sewer system,
pipe repairs, and CCTV investigations of pipeline integrity. This Order is implemented a more
formal approach, provided for consistency statewide, and incorporated an online reporting
system.
The SSMP addresses the agency's goals; organizational structure; legal authority; existing or
proposed operations and maintenance program; design and performance provisions; an
emergency response plan; a fats, oil, and grease program; a system evaluation and capacity
analysis; performance measurement; plan audits; and a notification process. The plan and its
updates must be approved by the agency's governing body. The plan was originally adopted on
November 6, 2007 and was most recently updated in October 2022.
Joint Powers Agreement with City of Santa Maria:
The Santa Maria Public Airport District (Airport) inherited ownership of a wastewater treatment
plant constructed by the U.S. Military when the airport was initially constructed as the Santa
Maria-Lompoc Army Air Base. The County of Santa Barbara, and later the District, managed sewer
collection systems serving the Evergreen Acres and Lakeview Subdivision areas that utilized the
Airport wastewater treatment plant. Due to regulatory criteria, the Airport elected to
decommission its treatment plant pursuant to a three-way agreement between the Airport,
District and City of Santa Maria dated June 15, 1977. Per that agreement, pipelines were
constructed to convey wastewater between District and City jurisdictions to treatment facilities
operated by either agency.
A Joint Powers Agreement (JPA) between the District and City dated August 8, 1977, addressed
terms for the City’s acceptance of wastewater generated by District customers, and conversely,
the District’s acceptance of wastewater generated by City customers. This agreement was
replaced by the JPA dated August 1st, 2017, which is subject to expire in 2057. Redirection of
agency flows would involve the construction of lift station(s) and force mains to convey
wastewater to District pipes. Because this might be a desired option in the future, these flows are
added in future sewer system modeling scenarios. However, similar to most of the District area,
the JPA area is served by a private water purveyor (Golden State Water Company) which provides
water with higher levels of hardness because its main water source is ground water (the adjacent
water purveyors, Guadalupe and Santa Maria, acquired state water consisting of better water
quality). Due to the elevated water hardness, many residential customers have water softeners
which regenerate and discharge salty brine to the sewer system. A plant upgrade completed in
2003, made improvements to the District’s wastewater reclamation plant that included tertiary
filtration, disinfection and reverse osmosis to remove salts from to water softeners in its existing
customer base. This was necessary due to regulatory compliance with the Regional Water Quality
Control Board Basin Plan Objectives. Adding a new customer base with more water softeners
would be problematic to the District’s plant treatment process, which is why the District adopted
a prohibition on salt load style water softeners effective January 1, 2012. The map below shows the
JPA area which currently flows to the City of Santa Maria’s collection system and the area which
192 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
flows to the District wastewater treatment plant. District flows to the city are measured by
permanent flow meters. City flows to the Distr ict are estimated or based on a percentage of water
usage.
LAFCO of Santa Barbara County encourages the District and the City of Santa Maria to consider
options that identify the best agency to provide wastewater services for area customers.
Generally, both agencies rely on the current agreement to provide needed services in these areas;
however, no progress or advancements in treatment is gained for these customers due to the
constraints.
Governance Structure Options
The Joint Powers Agreement between the District and City have kept services going for residents
and businesses in these areas. 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 or the District to assume responsibilities within this area. Therefore, LAFCO staff
recommends that the District continue to discuss possible opportunities with both 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 Laguna County Sanitation District is a partner in the Santa Barbara Integrated Regional Water
Management Program and assisted in the County’s Integrated Regional Water Management Plan
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CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
( IRWMP). 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.
In addition to treating wastewater to disinfected tertiary level, the Laguna County Sanitation
District employs reverse-osmosis as advanced treatment to remove salts during the early morning
flow hours when water softeners discharge waste brine resulting from the softener regenerating
process. The use of salt load water softeners is prohibited in certain areas. Water softener brine
from canister exchange companies is also trucked to a brine unloading station located at the
reclamation plant. Both brine waste sources are disposed of in an Environmental Protection
Agency regulated Class 1 nonhazardous disposal well.
SPHERE OF INFLUENCE & BOUNDARIES
The Sphere of Influence for the Laguna County Sanitation District’s boundaries are coterminous
with Districts service area. The District currently has no Sphere of Influence beyond this
boundary, but provides services outside of its service area under a JPA. A map of the District’s
Sphere of Influence and boundaries can be seen at the beginning of this profile.
While no significant changes are anticipated to District boundaries, the District requires as a
condition of planned development, annexation into the District boundary. This affects some of
the proposed development identified in the Orcutt Community Plan. Other planned development
located within the Santa Maria Public Airport District property would be consistent with the
terms of the Joint Powers Agreement with the City of Santa Maria.
Sphere of Influence Study Areas
For study purposes, LAFCO staff has prepared the following table and map that included four
areas to be considered as the Study Areas for the Sphere of Influence. The Study Areas are used
to help analyze and identify which properties should be added or excluded from the Sphere of
Influence. A summary of the Study Areas is listed in the table below:
Table D-1: Laguna County Sanitation Study Areas
Study Description Acres Existing Prime Constraints
Area Zoning AG Land
City of Santa Maria
1 No Unknown
Limit properties
flowing to the
District:
Exhibit “A1” Area 793 Mixed Public Facility,
194 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
within JPA Light Manufacturing &
Op en Space
Orcutt Expy to
Union Valley Pkwy
to Blosser Rd
Properties flowing
2 No Unknown
to the City of Santa
Maria & Laguna:
Exhibit “B” Area 488.6 Mixed Residential,
within JPA Commercial, & Open
Space
Res 8.0, Res 4.6,
Neighborhood
Commercial
City of Santa Maria
3a, b, No Unknown
Limit properties
& c
flowing to the
District:
Public Facility
25.35
Exhibit “A2” Area
within JPA
21.87 Planned Development
Commercial
32.97 Planned Development
Single-Family
Total
80.19
Refiled Mahoney 446
4 Single-Family Residential No Currently on LCSD
Ranch Detachment
systems.
Mixed-Use
Lake Marie Estates 159.3
5 Single-Family Residential No Unknown, currently on
septic systems.
Res-1.0
Totals 1,521.09
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 District.
SOI Study Area #1 – Existing Served properties by LCSD “A1” Area (Located in SM City;
Outside SOI). These seven parcels total 793 acres located north of Union Valley Parkway and
southern end of the Santa Maria Airport between Orcutt Expressway and South Blosser Road. A
total of 96 mobile homes and several offices are included in the area adjacent to S. Blosser Rd. The
area also includes Pioneer Park, a number of Santa Barbara County buildings including Behavioral
Wellness, Animal Shelter, Corporation Yard, Planning and Development, Agricultural
Commissioner, Public Works, Sheriff Substation, and Juvenile Hall.
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CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
Figure D-3
SOI Study Area #1
Study Area
Existing SOI
District Line
793 acres
Mixed - Public Facility, Light
Manufacturing, & Open Space
1
LAFCO Staff Recommendation. The SOI should include Study Area One. Staff recommendation
is to expand the Sphere of Influence and note the pre-existing agreement between the City of
Santa Maria. “A1” Area shows parcels that use Laguna pipes and WWRP. This area flows to or
would flow to the District’s WWRP and should be served by the LCSD. Much of these already
developed and any new proposed developments will be solely Laguna customers and expansion
would help facilitate future demand. The Santa Maria Public Airport District’s (SMPAD) shows
significant future development however the “A1” area is the portion that will be served by Laguna
Sanitation. The other is expected to be served by Santa Maria City. This is subjective until
SMPAD records a final map and provides improvement plans. Because the agreement was
extended to 2057 and requires agreement from both parties to add new connections, an out-of-
agency-service-agreement (OASA) may be necessary for any new service arrangements, which
requires LAFCO approval. OASA outside of the Sphere of Influence requires a health and safety
determination. The Principal Act governed by the Laguna Sanitation District does allow services
outside of its territorial limits under Health & Safety Code 5471, however, the Cortese Knox
Hertzberg Act also applies for out-of-service agreements to territory outside of the jurisdictional
limits, which is determined by LAFCO.
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CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
SOI Study Area #2 – Existing Served properties by City of Santa Maria “B” Area (Located in
City; Within SOI). These northern District p roperties described in JPA as Exhibit “B” area total
488.6 acres located south of the City of Santa Maria. The area includes Santa Maria Country
Club, Waller Park, residential and neighborhood commercial uses.
Figure D-4
SOI Study Area #2
Study Area
Existing SOI
2
District Line
488.6 acres
Mixed – Residential,
Commercial, & Open
Space
LAFCO Staff Recommendation. The SOI and service area should remain in Study Area Two.
Staff recommendation is to maintain the existing Sphere of Influence for the Exhibit B properties
within the LCSD service area.
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CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
S OI Study Area #3 – Mixed Served properties by City of Santa Maria & LCSD “A2” Area
(Located in SM City; Outside SOI). Planned development of the Hi-Way Drive-in (People’s
Self-Help Housing) and the Northman property and also included are the 11 homes off Waller
Lane developed along with the Lorencita Tract.
Figure D-5
SOI Study Area #3a,
b, & c
3a,b,
&
c
Study Area
Existing SOI
District Line
80.19 acres
Mixed – Residential,
Commercial, & Open
LAFCO Staff Recommendation. The SOI should include Study Area 3a, b, & c “A2” Area. Staff
Recommendation is to add these parcels currently outside the LCSD boundary. The reasons for
this are the JPA has an expiration date and LSCD is planning to eventually build a lift station to
move existing flow to the LCSD WWTP. The area is provided water by Golden State Water
Company. The Santa Maria City pipe used by these parcels is only 8-inches whereas the Laguna
pipe at the transition is 15-inches. This constriction precludes any new connections without very
significant City upsizing. Planned development of the Hi-Way Drive-in (People’s Self-Help
Housing) and the Northman property are being conditioned by City to extend sewer mains to
existing City pipes at Sunrise Drive. The District contends all parcels on the east side of Santa
Maria Way should also connect directly to those improvements (Rolling Hills Estates and Valley
View Baptist). This would help fix some of the errors that have occurred over time (these were
originally Laguna customers). The east side parcels then at some point may end up with City
service only and could possibly be excluded from the LCSD SOI. The District indicates the old K-
Mart development (APN 109-010-008) will always be connected to the Laguna system and
198 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
therefore should be in the LCSD SOI. The 11 homes off Waller Lane were mostly developed along
with the Lorencita Tract. Santa Maria City too k over those Lorencita customers in 1994, but these
11 homes were directly connected to a Laguna trunk line and will always be so. These 11 parcels,
then, should be in the LCSD SOI.
SOI Study Area #4 – Action Activity #37 Refiled Mahoney Ranch Detachment (Located in
County; Outside SOI). LAFCO File No. 08-04 was the Refiled Mahoney Ranch Reorganization
that detached the area from the Laguna County Sanitation District and annexed the territory into
the City of Santa Maria. The area consists of 446 acres located southeast of and including
Mahoney Road, east of Black Road, north of the Tanglewood neighborhood and west of the Santa
Maria Public Airport. The subdivision of the Mahoney Ranch Specific Plan, included up to 1,722
homes, commercial and manufacturing uses. The area was annexed into the City of Santa Maria.
The detachment was likely in error at the time, given the Laguna County Sanitation District
provides sewer service to the homes in the existing Tanglewood Tract.
Figure D-6
SOI Study Area #4
Study Area
Existing SOI
District Line
4
446 acres
Residential/Mixed-Use
LAFCO Staff Recommendation. The SOI should include Study Area Four. This area is presently
developed with single-family residences utilizing Laguna County Sanitation District wastewater
systems. The area was detached in 2004 under the Refiled Mahoney Ranch Reorganization
application. District infrastructure and capacity includes the uses. The area would also remain
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CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
w ithin the City of Santa Maria City limits.
SOI Study Area #5 – Lake Marie Estates (Located in County; Outside SOI). The area consists
of 181 parcels totaling 159.3 acres located east of Highway 101 and north of East Clark Avenue
along Telephone Road. The subdivision is designated Single-Family Residential, zoned Res- 1.0
within the County as part of the Orcutt Community Plan. The area includes one utility water lot,
three vacant lots, and 177 single-family residences on septic systems.
Figure D-7
SOI Study Area #5
Study Area
Existing SOI
District Line
159.3 acres
Residential
5
LAFCO Staff Recommendation. The SOI should exclude Study Area Five. This area is presently
developed with single-family residences utilizing septic systems. The area is largely built out.
District infrastructure and capacity has not been evaluated at this time. The larger lot pattern (0.5
to 1-acre) does not lend itself to needing urban level services from the District. Water is served by Golden
State Water Company – Lake Marie. The area is within the County’s Orcutt Community Plan which calls
for the area to remain outside of the urban area and not part of the greater Orcutt urban area. The area
is not considered a disadvantaged unincorporated community. The County Public Health
Department Environmental Health Services office (EHS) evaluated this area in its county-wider
septic study in 2003. The lots were determined to not comply with size requirements for modern
development using onsite systems. Most likely a package plant could be the solution in the future.
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CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
BOUNDARIES
Jurisdictional Boundary
Laguna Sanitation jurisdictional
Laguna County Sanitation existing boundary spans boundary spans 16.16 square miles
with 92.7% being unincorporated
approximately 16.16 square miles in size and covers 10,560 acres
and under the land use authority of
(parcels including public rights-of-ways) of contiguous areas the County of Santa Barbara. The
remainder of the jurisdictional
with slightly more than seven-one hundredths in City of Santa
boundary lies within the City of
Maria. Nearly 92.7% of the jurisdictional service boundary is Santa Maria.
unincorporated and under the land use authority of the County
of Santa Barbara. The remaining portion of jurisdictional service lands, approximately 7.3% of the
total is incorporated and under the land use authority of the City of Santa Maria. Overall, there
are undetermined number of registered voters within the jurisdictional boundary.
Laguna County Sanitation |
Boundary Breakdown By Service Area
Total % of Total Total Number of
Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters
Laguna Sanitation other 9,252 97.2% 11,724 TBD
Orcutt 267 0.03% (1,109) 1,329
City of Santa Maria 2,271 2.5% (259) 89
Totals 9,519 100.0% 13,092 TBD
Laguna County Sanitation |
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 9,519 97.5% 12,833 1,329 +
City of Santa Maria 2,271 2.5% 259 89
Totals 9,519 100.0% 13,092 TBD
Total assessed value (land and structure) is set at $4.5 billion as of April 2022, and translates to a
per acre value ratio of $474,630. The former amount further represents a per capita value of
$141,187 based on the estimated service population of 32,000. Laguna County Sanitation District
receives $15.03 million dollars in annual sewer charges from the property tax roll generated within
its jurisdictional boundary.
The jurisdictional boundary is currently divided into 13,092 legal
Close to three-fourths of the
parcels and spans 9,519 acres the remaining jurisdictional acreage
jurisdictional boundary is under
consists of public right-of-ways. Approximately 75% of the parcel private ownership, and of this
amount approximately one-half
acreage is under private ownership with 51% having already been
has been developed.
developed and/or improved to date, albeit not necessarily at the
highest density as allowed under zoning. The remainder of private acreage is entirely undeveloped
and consists of 596 vacant parcels that collectively total 351 acres.
LAFCO
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CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
Laguna County Sanitation District
Formation, Revenues, Attributes, Types of Service, and Resources
District Formation and Duties
Formation Date 1958
County Sanitation Law of 1953, Health & Safety Code,
Legal Authority
section 4700 et seq.
Five Supervisors elected to four-year terms through
Board of Directors supervisorial Districts.
Agency Duties Wastewater collection, treatment, disposal, and recycled water
services.
POPULATION AND GROWTH
Population
The U.S. Census Bureau estimated the 2020 population of Laguna Sanitation (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 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 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 Orcutt Area are based on an age characteristics report prepared by SBCAG
in 2017 and American Communities Survey. Because LCSD largest portion of population comes
from Orcutt/urbanized unincorporated Santa Maria, these statistics are cited herein, which
identified the largest age group represented in Orcutt 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.
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CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
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
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 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 D-2. Population Growth and Projections (2010–2040)
2010 2015 2020 2035* 2040*
Laguna Sanitation District 17,733 18,246 32,000 33,900 34,100
City of 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 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Orcutt was $95,916 in 2022, 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
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CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
e nvironmental 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 Laguna
County Sanitation District’s Sphere of Influence does qualify under the definition of
disadvantaged community for the present and probable need for public facilities and services.
Some areas west of the airport and southern City of Santa Maria contiguous to the Sphere of
Influence qualify as a disadvantaged community.
Laguna County Sanitation District
Formation, Revenues, Attributes, Types of Service, and Resources
Attributes
District area (est. square miles):
City of Santa Maria 1.2
Entire District 16.16
Population (2020 Census):
City of Santa Maria 1,000
Entire District 32,000
Assessed Valuation (FY 21-22: District portion) $4,518,011,341
Number of Treatment Plants 1
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire District (FY 20-21) $466
Average Portion of County 1% Property Tax Received N/A
Ending Total Fund Balance (June 2021) $86,322,429
Change in Total Fund Balance (from June 2016 to June 2021) 42%
Total Fund Balance/Annual Revenue Total (FY 20-21) 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.
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CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
SERVICES
Overview
Laguna County Sanitation District provides wastewater collection, treatment, and disposal
services. The District is staffed by 18 full-time staff. It currently collects 1.7 million gallons per day
(mgd) of wastewater through a system of 128 miles of pipes, manholes, two (2) lift stations and
the wastewater reclamation facility. The facility is rated to treat 3.7 mgd of wastewater.
The District tracks certain aspects of the sewer system for performance measures. These include
service calls, miles of sewer system cleaned, miles of video inspection, repair/replacement
activities, and pretreatment inspections of food service establishments.
WASTEWATER INFRASTRUCTURE AND PUBLIC FACILITIES
Collection System
The Sanitation system is comprised of approximately 128 miles of sewer collection system
pipelines of varying sizes and ages, 22 miles are trunk lines, 2,351 manholes, two lift stations, and
associated force mains. LCSD has an active sewer system repair and replacement program aimed
at improving system integrity, extending useful life, and maintaining service.
Treatment System
The WWRP was originally constructed in 1960 and located at the end of Dutard Road west of
Black Road. Land holdings currently include 724 acres that houses the plant, irrigated cattle
pasture, and water storage reservoirs and ponds. The 2001-2003 upgrade elevated the plant to
Class IV status by adding tertiary treatment using ultrafiltration membranes and UV disinfection.
Advanced treatment for salt reduction using reverse osmosis is also employed for the portion of
flow containing high salt levels from water softener discharge. Brine from the reverse osmosis
system is disposed of in a Class 1 non-hazardous disposal well (modified former oil production
well). The facility is rated to treat 3.7 mgd. The WWRP currently treats an average flow of 1.7
million gallons/day. The existing WWRP consists of two parallel streams: a Low Total Dissolved
Solids (TDS) stream that treats the bulk of the flow and a High TDS stream that desalinates the
portion with elevated salt concentration from water softener recharge. The District prepared a
Master Plan in 2010 and followed that study with a Wastewater Reclamation Plant Facilities
Master Plan and Habitat Conservation Plan in 2018 to address detailed WWRP upgrades. This
plan describes the Phase 1 upgrades currently under construction, which replaces existing
outmoded processes, as well as a future Phase 2 capacity upgrade. The following describes these
improvements:
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CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
P hase 1
Headworks
The new headworks consist of an influent structure with an influent flow meter and two channels
each a screen. Screened wastewater is pumped to a gravity flow grit chamber. Screened and de-
gritted wastewater flows to a splitter box designed to separate the high TDS and low TDS
(background) wastewater streams.
High TDS train
The 2003 upgrades are unaffected by the Phase 1 project. The 2003 improvements included the
use of an electrical conductivity (EC) meter that diverts high salt concentration wastewater when
a given setpoint is reached. The high TDS wastewater flow will continue to be diverted to
screening on its way to a high TDS pond. The capture period is approximately 5 hours and collects
the daily high TDS flow. Secondary and tertiary processes follow in a membrane bioreactor
(MBR). The ultrafiltration permeate is further processed through reverse osmosis to remove salt.
Salt brine is disposed via a class 1 non-hazardous disposal well. RO permeate blends back with
low TDS (background) permeate from the Low TDS train.
Low TDS train
The bulk of the Phase 1 project replaces the low TDS (background) treatment process facilities.
The background or Low TDS water, having been screened and de-gritted is conveyed to the
aeration basin/mixed liquor splitter box, which equally distributes wastewater to three activated
sludge (AS) aeration basins, which performs biological (secondary) treatment and is supported
by a return activated sludge/waste activated sludge (RAS/WAS) pump station and blower
facility.
Two circular cone-shaped clarifiers settle the secondary (biological) treated wastewater. RAS
from the clarifiers is sent to the aeration basin/mixed liquor splitter box. WAS and surface scum
is sent to the concrete lined sludge drying beds. Secondary effluent is equalized by two ponds in
series and passes through a fine strainer prior to and tertiary filtration (membrane ultrafiltration).
The ultrafiltration permeate is pumped to a break tank to move UF permeate at a static flow rate
prior to blending with the RO permeate.
During the high salt capture period, stored wastewater in the Low TDS Pond is pumped to the
aeration basin/mixed liquor splitter box to maintain flow through the new Phase 1 facilities.
Permeate blending
RO permeate from the MBR/RO train meets the ultrafiltration permeate from the low TDS
(background) train prior to disinfection by ultraviolet (UV) irradiation. Final effluent meeting
disinfected tertiary recycled water standards is sent to two short-term holding tanks from which
a recycled water pump station moves water to offsite users or to long term storage. Long term
stored water is water that is not used on demand and stored for discharge throughout the year on
district owned cattle pasture.
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CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
Phase 2
A Phase 2 upgrade would expand the WWRP capacity to meet the needs of anticipated/planned
population growth in the LCSD service area. Phase 2 WWRP expansion would generally consist
of expansion of the Phase I facilities such as the addition of primary clarifiers and/or an additional
activated sludge tank, sludge drying beds, solids handling equipment, and additional or replaced
disinfection equipment. This expansion would increase treatment capacity from 3.7 mgd to
between 4.5 and 5.0 mgd
Disposal
Disposal of residual wastes include brine from the RO process, described earlier, and hauling
biosolids to a composting facility.
Recycled Water
The Laguna County Sanitation District produces approximately 2,000 AFY of recycled water that
is used for irrigation and industrial purposes.
Types of Services
Collection X
Treatment X
Disposal X
Recycled X
Other -
Laguna County Sanitation District
Formation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant & Booster Stations
Address Acquired/Built Condition Size
APN 113-200-013Reclamation Plant 1960, 1974, 1986, Good 724 acres
2001, 2023
Foxenwood/Deerfield, Lift Station 1981 Good 112 gpm
N. County Jail, Lift Station 2018 Good 735.67 gpm
The District’s current lift station, located on Foxenwood Drive serves the following existing
developments:
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CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
- Lorraine Estates (Tract 14,282)
- Deerfield (12,971)
- Beverly Drive (Tract 14,080 units 1 and 2)
- Kapalua Drive (Tract 13,918)
- Primrose and Magnolia care facilities located on Song Lane (Halsell, APN 105-010-079 & 080)
- Several other homes on Solomon Road
As development occurs (OCP Key Site 22), this lift station may be decommissioned. Doing so is
advantageous because in future modeled scenarios, portions of the original north trunk line are
capacity limited. Pipelines planned for this scenario were constructed in the developments that
currently utilize the lift station, although an extension from the tract to a newer south trunk line
would be necessary.
The North County Jail lift station was designed for 1,520 inmate beds but the jail facility has been
constructed to house a Phase 1 population of 376 beds. The jail lift station includes a screening
facility and uses submersible pumps to move wastewater to a 6-inch force main extending a mile
to connect to gravity trunk line near the Tanglewood neighborhood. Full buildout of the jail
requires an additional parallel 6-inch force main and replacement of pumps in the lift station. The
gravity manhole where the existing 6-inch force main has an unused 6-inch inlet in preparation
for the full buildout.
Connections
Type # of Acct % of Total
Single-Family 9,679 74.7%
Multi-Family 2,884 22.3%
Commercial 386 3%
0 0%
Industrial
Agricultural 0 0%
208 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
Total Staffing
Personnel Per 1,000
population
Full time Operators 10 0.47
Emergency Operators 0 0
Collection Maintenance 4 0.125
Management Personnel 1 0.03
Administrative Personnel 3 0.03
Other District Staff 0 n/a
Laguna County Sanitation has a total of 18 full-time employees. Administrative staff includes a
general manager, civil engineer, fiscal analyst and an administrative assistant. Because Laguna
County Sanitation District is housed in the County Public Work Department, administrative staff
also manages other utility functions as well and bills time accordingly to those other utility cost
centers. A chief plant operator and supervising plant operator are full time District employees
that oversee the remaining operator and collection maintenance personnel, which are also District
employees.
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
General Manager (1) 34 24
Chief Plant Operator IV (1) 18 16
Supervising Plant Operator III (1) 18 18
Operators (10) Varies Varies
Maintenance Workers (4) Varies Varies
Civil Engineer (1) 9 7
Fiscal Analyst (1) 7 6
Financial Office Professional 4 4
Wastewater Capacity
The current Laguna County
Laguna County Sanitation has a permitted treatment capacity of Sanitation District treatment
capacity is 3.7 mgd.
3.7 mgd. Discharge capacity is currently 2.7 mgd, which equates
to approximately 13,500 residential equivalent dwelling units (EDUs). In the same way a
treatment plant must have reserve capacity to accommodate growth, future recycled water
distribution projects are planned that will further increase recycling capacity (recycled water
demand exceeds recycled water available).
LAFCO
of Santa Barbara County 209
CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
S ystem Demands
The Laguna County Sanitation District service area currently
collects approximately 1.7 million gallons per day. It is estimated
that each single-family residence contributes 200 gallons per day
for with reduced amounts from multi-family units and variable
amounts from commercial development. As a result of the Governor of California proclaimed
drought State of Emergency in 2014, there appears to be a decrease in wastewater flow noticed at
wastewater treatment facilities statewide. For the District, this resulted in a 21 percent decrease
in measured flow after 2014 compared to prior years. For design and planning purposes, the
District has chosen not to decrease recommended sewer duty factors at this time because it is
conceivable that during non-drought periods flow levels could return to historical rates. This may
be reevaluated based on an observance of consistency over the next few years.
Service Performance
Laguna County Sanitation District’s service area has collected
wastewater generated from its customers for subsequent
treatment at its reclamation plant and discharge via recycled at a
slowly increasing amount due to planned development that has
approximated 1.7 million gallons a day over the last three years.
LAFCO estimates that this amount represents 46% of permitted capacity. The District generally
has adequate capacity for anticipated future needs.
Laguna County Sanitation District
Formation, Revenues, Attributes, Types of Service, and Resources
Total Distribution Inspected, Repaired, Added -Laguna Sanitation
100
90
80
70
60
50
40
30
20
10
0
FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21
Inspected Cleaned Replaced Added Other
210 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
seliM
latoT
The estimated average annual
wastewater flows generated during
the report period among Laguna
County Sanitation District users in
the service area is 1.7 million gallons
per day.
LAFCO estimates Laguna County
Sanitation District is presently
operating at 46% capacity within its
service area. (This estimate includes
service agreements outside of its
service boundary.
CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
Source: LCSD Data.
Note: Information is for the entire District. Also, thi s table tabulates miles of lines cleaned, replaced, added,
and videoed. Additional upgrades preformed regarding lift stations and treatment plant.
Upgrades or Repairs Completed -Laguna Sanitatiion
FY -2020-2021
70
49.7%
60
50%
50
40
22.6%
30 1.2%
20
10
0.008% 0.007% 0%
0
Inspected Cleaned Replaced Added Video Booster Treatment
Stations Plant
Upgrades/Repairs
Source: LCSD Data.
Note: Information is for the entire District.
The Laguna County Sanitation District provides
LCSD Snapshot: FY2022
wastewater collection and treatment services to its
Planning Reports Year Updated
constituents directly and plans for them in various
Community Plan 2020
planning documents, including the Sewer System
Joint Powers Agreement 2017
Management Plan, Capital Improvement Program, and Sewer System Mgmt. Plan 2022
Capacity Study 2018
Reclamation Plant Facilities Master Plan Study of
Capital Imp Program annually
capacity prepared in 2018. The County’s Orcutt
Rate Study 2019
Community Plan, which was last updated in 2014, Climate Plan 2015
contains a Land Use, Public Facility, and Resource
Constraints.
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.
LAFCO
of Santa Barbara County 211
CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
District Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Charges for sales and services $15,208,225 99.8% $14,891,217 99.8%
Other $19,319 0.2% $26,145 0.2%
Revenue total $15,227,545 100.0% $14,917,362 100.0%
Source: Laguna County Sanitation, Budget Report, 19-20 and 20-21, 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 remained relatively flat in comparison to its revenues. The Districts expenditures
are approximately half of its revenues. The District’s reserve balances have sufficient funds to absorb
revenue imbalances and implement upgrades as necessary. The line graph below shows the current
financial trend in millions. These indicators provide a measurement of the agency’s financial
condition over time.
LAGUNA COUNTY SANITATION DISTRICT
Fiscal Trends-Laguna Sanitation
50
40
30
20
10
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
212 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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ni
tnuomA
CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
Charges for Services
This indicator addresses the extent to which charges for service
16 covered expenses. Charges for Services are the primary funding source
14
for the District. A ratio of one or higher below indicates that the
service is self-supporting.
12
10
8
6
4
2
0
2016-17 2017-18 2018-19 2019-20 2020-21
A Service Obligation ratio of one or more indicates if revenues were
Service Obligation sufficient to pay for operations. It is calculate d by operating
revenues divided by operating expenditures.
2.5 Fiscal Year Operating Operating
Revenues Expenditures Ratio
2
2016 $ 12,376,839 $ 5,304,943 2.3
1.5
2017 $ 12,644,026 $ 6,569,896 1.9
1 2018 $ 13,183,213 $ 6,237,397 2.1
0.5 2019 $ 14,091,329 $ 6,954,037 2.0
2020 $ 15,227,545 $ 7,130,532 2.1
0 2021 $ 14,917,362 $ 8,244,530 1.8
2016 2017 2018 2019 2020 2021
Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2018 2019 2020 2021 Trend
Funded ratio (plan assets as a % of plan liabilities) 77.6% 78.9% 75.2% 89.4%
Net liability, pension (plan liabilities - plan assets) $ 3,174,000 $ 3,057,000 $ 2,971,000 $ 3,394,000
Other Post-Employment Benefits (OPEB)
Funded ratio (plan assets as a % of 33.5%
2022 year of OPEB reporting
plan liabilities) Net liability, OPEB $ 293,000
(plan liabilities - plan assets)
The net liability amounts are essentially unfunded liabilities of the agency. The figure below shows if the
agency has enough assets (other than capital) to cover the liabilities. A declining trend indicates liabilities
continuing to exceed agency assets.
LAFCO
of Santa Barbara County 213
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stessA
ycnegA
seitilibaiL
teN
%
a
sa
Coverage of Net Post-Employment Liabilities
80 0.1
0.08
60
0.06
40
0.04
20 0.02
0 0
2016 2017 2018 2019 2020 2021
2016 2017 2018 2019 2020 2021
Agency Assets (other than capital) $26,590,000 $30,770,000 $37,130,000 $45,660,000 $51,254,000 $70,608,000
Net Liabilities (pension & OPEB) $2,168,000 $2,701,000 $3,667,000 $3,554,000 $3,446,000 $3,753,000
CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
Pension Obligations and Payments
The District is part of the Santa Barbara County Employees’ Retirement System. Employees,
depending on start date, are covered under various retirement plans. The District maintains
sufficient liquidity to ensure its ability to meet short-term obligations, while also providing for
long-term needs of the District.
The District is not separated from the other County pension liabilities, therefore it not known
how much the Laguna County Sanitation District portion is. On 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.
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 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.
214 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
The County provides a monthly insurance pr emium 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 wastewater services for Fund #2870. In FY 2020/2021, the District’s
actual budget expense was $8,244,530 and increased that to $9,980,000 for FY 2021/2022. 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.
Wastewater-Expenditure
140 250
213%
211%
120 232% 202%
200
191% 180%
100
80
150
60 FB
100
40
50
20
Sewer
0 0
2016 2017 2018 2019 2020 2021
LAFCO
of Santa Barbara County 215
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CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
A sset Maintenance and Repair
The District’s budget includes improvement budgeting through its finance uses #2870. In FY
2020/2021, the District budgeted $35,867,000 and increased that to $49,641,300 for FY 2021/2022
and in FY 2022/2023 total expenditures for financing uses were $35,638,300.
The District has an ongoing repair and maintenance program for the treatment works that
includes membrane replacement, disinfection bulb replacement, pump and motor replacement,
routine take down and inspection of tanks and other systems. There is also an ongoing sewer
collection system repair and maintenance program that addresses deficiencies identified from
video inspections and sewer system modeling. This work includes spot repairs, lining and
replacement.
Capital Improvements
The District has completed several capital improvement projects in recent years. These
include construction of concrete sludge beds, flood protection barriers, and the distribution
of recycled water to Waller Park. The Phase 1 reclamation plant upgrade is currently under
construction. Future recycled water distribution and sewer system projects are proposed.
Coat data for recent and proposed public works are summarized below:
Sludge drying beds, $4,485,000
Flood protection, $1,469,000
Waller Park Recycled Water Distribution, $5,000,000
3.5 Miles of Trunk Sewer Lining, $4,500,000
Plant Upgrade $ 53,063,500
Future recycled water distribution, $ 3,800,000
Future sewer system improvements, $ 13,567,418
Long-term Liabilities and Debts
The District acquired a $23.6 in bond proceeds for the plant upgrade currently under
construction. This retires in 2040.
The District also acquired QECBS to finance a 1 MW solar facility. Energy costs savings cover the
costs. This retires in 2026.
Laguna has an SRF loan for the 2001 upgrade that will be retired in 2023
216 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
Opportunities for Shared Facilitie s
The District does not currently share facilities with other agencies outside of the Joint Powers
Agreement with City of Santa Maria regarding exchange of services. The District does not
currently share facilities or services with other agencies, nor have any opportunities to do so been
identified by staff or in the preparation of this report.
Rate Structure
Sewer rates for the District were last updated and adopted by the Board of Supervisors in
December 2019. The rates are based on a 2019 Sewer Utility Rate and Connection Charge Study
prepared by Carollo that undergo periodic review and adjustment, per District policy.
Wastewater Fees (Effective July 1, 2022)
A. Connection charge (represents share of capital costs)
Residential –$9,070 per SFR.
B. Trunkline Fees - $1,158 and $2,999 per SFR
C. User Fee per Year
Residential Flat or Base Rates*
Single-family/duplex $1,104.98
Multi-family $897.66
Commercial (1) Per 100 CCF/yr
Auto Service and Gas Stations $10.97
Bakeries $27.93
Bar $10.03
Beauty, Barber Pet Grooming $11.30
Car Washes $6.67
Churches $11.30
Laundromat $7.94
Medical $7.18
Professional Offices $7.18
Recreational and Meeting $11.30
Restaurants $27.86
Retail $8.55
Convalescent Rest Homes $9.25
LAFCO
of Santa Barbara County 217
CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
* (1) Based on FYE 2022 allocated revenue for each class. The District does not derive these rates
for billing purposes but they represent the average unit cost for the customer class.
Figure D-4 shows a rate comparison for four North County Communities. The following charts
show the comparison of two Cities, one CSD, and one sanitation District. Overall, Laguna County
Sanitation District sewer rates for residential customers are higher than other communities in the
South County area. The charts are based upon a sample billing using “10 units” as a basis.
$100 90.72
$80 70.08
54.30
$60
$40 27.01
$20
$0
Guadalupe Laguna Sanitation City of SM Los Alamos
ORGANIZATION
Governance
Laguna County Sanitation District’s governance authority is established under the County
Sanitation District Law of 1953, (“principal act”) and codified under Health & Safety Code,
section 4700 et seq. This principal act empowers Laguna County Sanitation to provide a range of
municipal services. A list comparing active and latent powers follows.
Active Service Powers Latent Service Powers
- Wastewater Operate & Collect Garbage/Refuse Dumpsites
- Recycled Water Water Service
- Disposal Street Sweeping-Cleaning
- Compost or byproducts
Governance of Laguna County Sanitation District is dependently provided by the County of
Santa Barbara and through its five-member Board of Supervisors acting as the ex-officio board of
218 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
sralloD
Bill Comparision -Monthly Residential Sewer -10 Units
1 unit = 100 Cubic Feet of Water
North County Communities
CHAPTER THREE: D. LAGUNA COUNTY SANITATION DISTRICT
directors that are elected by supervisorial division to staggered four-year terms. Laguna County
Sanitation District holds meetings as needed an d as part of regular meetings held by the Board of
Supervisors. A current listing of Board of Supervisors along with respective backgrounds follows.
Laguna County Sanitation |
Current Governing Board Roster
Member Position Background Years on District
Das Williams, 1st District Vice-Chair Legislator 6
Laura Capps 2nd District Supervisor Public affairs 2 mo
Joan Hartmann, 3rd District Chair Educator/ government 6
Bob Nelson 4th District Supervisor Educator 2
Steve Lavagnino, 5th District Supervisor Aerospace/ government 12
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.
Laguna County Sanitation District Website Checklist
website accessed 7/25/22 https://www.countyofsb.org/1355/Laguna-County-Sanitation-District
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 219
CHAPTER THREE: D. LAGUNA COUNTY SANITATION 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: Laguna County Sanitation is a dependent board-governed Special District. Refer to
https://www.countyofsb.org/1355/Laguna-County-Sanitation-District 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 water, wastewater, and stormwater services met their needs and/or identify any unmet
needs. The questions identify key components recommended by LAFCO staff.
Laguna County Sanitation District Questionnaire
Revenues, Types of Service, and Resources
Laguna County Sanitation |
Responses by Respondence
Questions Satisfactory Unsatisfactory Undecided
1. Overall, are you satisfied with the level of water, - - -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment - - -
provided with the level of water, wastewater, or
stormwater 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 Laguna County Sanitation District at this
time.
220 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
E. Montecito Sanitary District
Administrative Office: 1042 Monte Cristo Lane, Santa Barbara, CA 93108
Phone: 805/969-4200
Fax: none
Email: jweigold@montsan.org
Website: www.montsan.org
General Manager: John Weigold
Operations Manager: Vacant
SUMMARY
The Montecito Sanitary District provides wastewater collection, treatment, disposal, and
biosolids management services to the residents and businesses within surrounding
unincorporated areas in Montecito to approximately 8,638 people throughout 9.3 square miles in
southern Santa Barbara County that extends from Ladera Lane on the east to the City of Santa
Barbara on the west. The District’s boundary is the same as its Sphere of Influence and there are
no proposals for expansion, however, Sphere expansion areas are studied. The District receives
financial support at a rate of approximately $864 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 Montecito Sanitary District was formed in 1947. In 1961, the District constructed a secondary
level treatment plant capable of processing 750,000 gallons per day, including an ocean outfall
(located 1,500 feet offshore) and a trunk sewer system. Currently, the District’s treatment plant
is designed for 1.5 million gallons per day (MGD). For Calendar Year 2021, the average dry
weather flow was approximately 0.54 mgd.
The Montecito Sanitary District overlaps the Montecito Fire Protection District, Montecito
Water District, County Service Areas 32 (Law Enforcement), Santa Barbara Metropolitan Transit
District, Santa Barbara Mosquito and Vector Control District, Cachuma RCD, County Flood
Control & Water Agency, and a portion of Carpinteria Cemetery District.
LAFCO
of Santa Barbara County 221
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222 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
The District serves an estimated population of 8,638 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 4,003 parcels, 351 on septic systems not available to sewer, 84 on
septic but sewer is available, and 175 are either agriculture/vacant/or other. The District serves
approximately 3,185 connections.
OPERATIONS
Montecito Sanitary is composed of 18 full-time employees. Staffing1 includes a General
Manager/Engineer, Wastewater Collection System Superintendent, Chief Plant
Operator/Wastewater Treatment Superintendent, Lead Collection Operator, with four collection
operators, two maintenance workers, and Engineering Manager, a Laboratory & Pretreatment
Manager and two administration personnel. Treatment operations include four full-time
treatment operators and a Chief Plant Operator/Treatment Superintendent. District personnel
are trained through the Cal/OSHA and Southern California Risk Management Associates
(SCRMA) training programs. Additionally, California Water Environment Association (CWEA)
Collection System Maintenance Certification and State Water Resources Control Board
Treatment certifications are required for the applicable operator positions.
The District serves approximately 3,185 connections, of which 3,055 are residential and 130 are
non-residential. The District is primarily comprised of residential development with limited
commercial, light industrial, and agricultural land uses intermixed throughout its service area.
These facilities convey wastewater to the District’s wastewater treatment plant rated for treating
up to 1.5 million gallons per day (MGD) of dry weather sewer flows. Gravity pipelines range in
size from 6 to 21 inches in diameter, with nearly 70 percent of the pipes being either 8 inches in
diameter. The District's collection system is predominantly vitrified clay pipe (VCP) with
polyvinyl chloride pipe (PVC) in the areas where sewer service was provided after 1981. The
average age of the collection system is approximately 50-60 years.
The District’s revenues come from sewer service charges, some ad valorem taxes on real estate and
unsecured property, and other miscellaneous fees, charges and interest. The District has created
specific reserves to fund capital improvement projects including replacement of critical
equipment and facilities and to meet debt service obligations. In June, 2021, this fund is estimated
to contain $2,016,534.
The District current operating expenses include personnel, general expenses such as training,
office supplies, licenses and permits, NPDES monitoring, utilities, biosolids disposal, supplies and
equipment, repair and maintenance, and other outside support services.
Montecito Sanitary District Operations are required to comply with applicable regulatory orders
1 2022 Organizational Chart - https://www.montsan.org/staff
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CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
f or its collection system and wastewater treatment plant. Collection Operations primary goal is
to prevent sanitary sewer spills and comply with the State Water Board Statewide General Waste
Discharge Requirements for Sanitary Sewer Systems Water Quality Order No. 2006-0003 and
WQ 2013-0058-EXEC. Per State General Order regulatory mandates, the District is required to
develop and implement sewer system management plans and report all sanitary sewer overflows
to the State Water Board’s online sanitary sewer overflow database, perform and document
regular preventative maintenance of the collection system, maintain an updated system map,
record work activities in a work management system, and provide a program to target
problematic areas with more frequent cleaning. Maintenance and inspection of equipment and
facilities include collection system vehicles and cleaning methodology with a system-wide
program and priority line schedule strategy, video inspection, collection system rehabilitation and
replacement, pump station improvements, and operator training and certification. These key
components are part of this program: sewer system mapping that includes spatial and technical
information for its wastewater collection system assets including gravity line segments, manholes,
lift stations and force mains.
The treatment plant is permitted to discharge disinfected secondary effluent under National
Pollution Discharge Elimination System (Order No. R3-2022-010). The District has personnel on
site during normal business hours and relies on automation such as its Supervisory Control and
Data Acquisition (SCADA) system and Mission alarms to monitor the treatment systems after-
hours. Upgrades to the treatment plant SCADA monitoring system were completed in 2011.
Training and professional development of staff members is a key management objective at the
District. Staff regularly attends vocational training provided by industry vendors and
professionals. The staff attends weekly/monthly meetings to discuss safety, emergency response,
and receives training in collection system operations and maintenance. All trainings are
documented. The District also trains staff using in-house staff who are responsible for
coordinating, performing, and documenting safety training for all employees, conducting regular
safety inspections and ensuring ongoing regulatory compliance. The training is based on
Cal/OSHA and Southern California Risk Management Associates (SCRMA) training programs.
The District Board of Directors is composed of five members who are elected at-large to four- year
terms. The Board meets on the second and fourth Thursday of the month in the District Board
Room located at 1042 Monte Cristo Lane, Montecito, California at 2:00 p.m. The District
maintains a website which includes a list of members of the Board of Directors, agendas of
upcoming meetings, and minutes of past meetings.
OPPORTUNITIES & CHALLENGES
The Montecito Sanitary District overall treatment process meets all NPDES Permit requirements
and accepted design standards. Several opportunities for process improvements have been noted
by various studies. The District has identified these as candidates for future site master planning.
224 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
The major treatment deficiencies include:
• Enhanced Rag Removal
• Grit Removal
• Oil and Grease Removal
• Improved Disinfection
• Class B Biosolids Production
• Enhanced biosolids Handling (District staff will implement shortly)
• Wet Weather Storage
Preliminary Treatment Findings:
Future preliminary treatment needs include rag removal and grit removal. Rag removal could be
accomplished with several technologies. One popular technology is the "climber screen". There
are no mechanical parts submerged in the wastewater. The clear opening can be as small as 1/4
inch. The overall height of the screen from the water surface to the ground level can be 20 feet or
more.
Using a small screen clear opening will also remove fecal matter. Screening washer/compactors
have become very popular to remove this matter from the screenings. The washer/compactor not
only returns organic matter back to the flow stream for treatment, but the compactor portion can
remove more than half of the moisture. This greatly facilitates disposal.
The screenings facilities should be enclosed for vector and odor control. The building size would
be approximately 18 by 20 feet in plain view.
The grit removal facilities would include the grit chamber, bypass channels, a below grade grit
pumping room, and a separate facility to dewater the pumped grit. There are several grit removal
technologies including vortex grit and aerated grit chambers. The space planning is based on the
use of the vortex technology. Odor control is also recommended for the grit removal process. The
grit removal process requires a footprint of 16 by 70 feet.
Primary Clarification Findings:
Primary clarification would consist of rectangular clarifiers similar but smaller in area than the
secondary clarifiers. The primary clarifiers would be covered for odor control. The facilities
include the clarifiers, primary sludge pumping, scum pumping, and odor control.
Primary clarification would be considered to increase the overall capacity of the plant and to
better remove grease, oils, and floatables. The wastewater is held in the clarifiers for about two
(2) hours. The quiescent conditions allow the heavier solids to settle to the bottom of the tank.
They are removed to one end by a chain and flight mechanism. The lighter grease and oils float to
the surface. They are removed by scum skimmers.
Primary clarifiers remove approximately 35 percent of the wastewater biochemical oxygen
LAFCO
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CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
d emand and 65 percent of the wastewater suspended solids. This reduces the organic load on the
aeration basins, and allows the aeration basins to be operated at a shorter detention time. It is
possible that the addition of primary clarifiers would allow one aeration basin to be taken out of
service. The primary clarifiers would also increase the rated capacity of the aeration basins.
The primary clarifier facilities would have a plan area of approximately 50 by 100 feet. The
anaerobic digesters would have a plan area of approximately 32 by 110 feet.
Grease and Oil Removal Findings:
As discussed above, primary clarifiers would remove grease, oil, and other floatables. An
alternative project would be to improve the removal at the secondary clarifiers. The improvements
would consist of the following:
• Installation of automated scum skimmers in the secondary clarifiers. Motorized operators
would automatically tip to remove scum at operator selected time intervals. Scum removal
can be required hourly during the day and less frequently at night. A programmable logic
controller would be used to select the desired times. This will improve the removal of scum
from the clarifier surface.
• Construction of new baffles downstream of the scum skimmers. The existing baffles
appear to allow the scum to travel into the chlorine contact chamber.
• Construction of a separate scum pumping station, just north of the secondary clarifiers.
The scum would be pumped directly to the aerobic digesters. This will remove the scum
from the system. Now, the scum is recycled through the return activated sludge pumps, to
the aeration basin, and back to the secondary clarifiers.
Disinfection Findings:
The current disinfection technology consists of adding sodium hypochlorite to the wastewater
and holding it in a contact basin. The degree of disinfection is reported as total coliform. These
are indicator organisms, and the reduction reflects the overall kill of pathogens including viruses.
The disinfection efficiency is related to the initial dose, referred to as C, and the time that the
wastewater is held in the contact basin, referred to as T. The product of the two, CT, gives a
general indication of the resulting disinfection level. The value C can only be increased to a certain
level without also increasing T.
The discharge requirement is currently 23 MPN/100 ml of total coliform. This requirement is
compared to other potential requirements in Table 3. These requirements are based on the levels
listed in the California Ocean Plan or in proposed revisions to the Plan. The table also gives the
needed sodium hypochlorite dose for the value C and the resulting value CT for the existing
chlorine contact basin at the rated design flow of 1.5 mgd.
Biosolids Findings:
Biosolids are processed and dewatered using the District’s belt press before being hauled off to a
composter (Engle and Gray).
226 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
Wet Weather Storage Findings:
Based on experience, the peak wet weather flow through the plant should be limited to about 4
mgd. The actual wet weather flow rate coming into the plant could be as high as 7 mgd. Using the
third standby pump or a portable bypass pump, wet weather storage is required for the additional
2 mgd. Considering a storm duration of 12 hours, a volume of approximately 1,000,000 gallons is
needed. This volume is more than the existing total aeration basin volume of 772,000 gallons.
The wet weather storage could be converted to aeration basins in the future as part of facility
replacement. The existing basins could then be rehabilitated or replaced to provide the wet
weather storage.
Recycled Water Findings:
In 2021. The District partnered with Montecito Water District to evaluate four recycled water
concepts at a very high-level. This study evaluated treating the District’s flows to non-potable,
indirect potable and direct potable standards. Depending on the outcome of the study and the
selected approach to implementing recycled water, whether through partnerships with
neighboring agencies or managed jointly between the District and Montecito Water District,
recycled water would then be available Montecito Water District for inclusion in its water supply
portfolio. The anticipated quantity and approach to implementing recycled water should be more
defined as early as 2023.
LAFCO of Santa Barbara County encourages the District and the Montecito Water District to
consider options for recycled water. Generally, both Districts serve the same residents and
evaluating the feasibility of consolidation may provide benefits for effective governance and
municipal services.
Governance Structure Options
In September 2021, the Joint Strategic Planning Committee, made up of Directors from Montecito
Water District and Montecito Sanitary District, directed management to acquire proposals from
qualified firms to begin the evaluation of the feasibility of Special District consolidation. On
January 31, 2022, the Joint Committee interviewed the two short listed firms and identified
Raftelis as the consulting firm to perform this work. The Districts are seeking consulting
assistance and expertise to prepare a preliminary assessment to determine if there is a business
case affirming that the two Districts can and should consolidate. The report will detail the
information collected, the analysis conducted, identify the potential steps, challenges and costs,
and prepare the joint Boards for making a decision on how to proceed. It is estimated this work
to be completed in 2022 or early 2023.
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 two Districts to
consolidate to assume responsibilities would benefit the area. Therefore, LAFCO staff
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CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
r ecommends that the District continue to discuss partnerships with the each other for recycled
water options and other neighboring agencies. If an agreement is made, in which all affected
parties agree in the transfer of responsibilities, or a change of organization may be considered at
that point.
Regional Collaboration
The Sanitary District participates in the Integrated Regional Water Management Plan process.
The District participates in the California Association of Sanitation Agencies, California Water
Environment Association (CWEA) both local Tri-Counties Section and State organization, Santa
Barbara County Sanitation Agency Managers Association (SAMA), Special Districts Risk
Management Authority, and California Association of Special Districts (CSDA).
SPHERE OF INFLUENCE & BOUNDARIES
The Sphere of Influence for the Montecito Sanitary District’s boundaries are coterminous with
Districts 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.
Sphere of Influence Study Areas
For study purposes, LAFCO staff has prepared the following table and map that included two
parcels to be considered as the Study Areas for the Sphere of Influence. The Study Areas are used
to help analyze and identify which properties should be added or excluded from the Sphere of
Influence. A summary of the Study Areas is listed in the table below:
Table E-1: Montecito Sanitary Study Areas
Study Description Acres Existing Prime Constraints
Area Zoning AG Land
013-170-013 1.0
1 Single-Family Residential No Unknown
345 Sierra Vista Semi Rural
Road
SRR 0.5
013-040-030 9.47
2 Single-Family Residential No Unknown
E. Mountain Dr. Semi Rural
SRR 0.33
Totals 10.47
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
228 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
and location of the area, current zoning and other relevant information. The staff
recommendation for each area is based upon the inf ormation in Municipal Service Review and
information provided by the District.
SOI Study Area #1 – APN 013-170-013 (Located in SB County; Outside SOI). This parcel totals
1.0 acres located south of Sycamore Canyon Road; northwest of Barker Pass Road located at 345
Sierra Vista Road. An existing single-family residence totaling 1,284 square feet was built in 1977.
The Parcel 0013-170-013 sits adjacent to the District service boundary. The landowners have
inquired about annexation and have begun planning for future improvements on the remaining
acreage, such as a secondary residential unit. The District has indicated it has infrastructure on
two sides of the parcel and already provides sewer service to adjoining properties.
Figure E-2
SOI Study Area #1
Study Area
Existing SOI
District Line
1.0 acres
Residential
1
LAFCO Staff Recommendation. The SOI should include Study Area One. Staff recommendation
is to expand the Sphere of Influence to include this single parcel. Preparation for future service is
underway. The District has infrastructure in the area and currently serves the surrounding
properties.
SOI Study Area #2 – APN 013-040-030 (Located in SB County; Outside SOI). This parcel
totals 9.47 acres located along East Mountain Drive. The landowners have not inquired about
annexation of this common ownership property. However, the adjacent 5.64 acres containing the
existing residence was added to the Sphere of Influence and annexed in 2020. The existing single-
LAFCO
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CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
f amily residence totaling 3,679 square feet was built in 1964and under common ownership was
connected to sewer service in 2020. The Parcel 013-040-030 sits adjacent to the District service
boundary as vacant land currently. The remaining acreage may allow for a second residential
unit. The District has indicated it has infrastructure in the area and already provides sewer service
to adjoining properties. Including the common ownership of land could create a logical boundary.
2
Figure E-4
SOI Study Area #2
Study Area
Existing SOI
District Line
9.47 acres
Residential
Currently vacant
LAFCO Staff Recommendation. The SOI and eventual annexation should be cleaned up at some
point in Study Area Two. Staff recommendation is to add Study Area Two to the Sphere of
Influence. Including the common ownership of land could create a logical boundary. The new Sphere of
Influence would also align with the Montecito Water District.
BOUNDARIES
Jurisdictional Boundary
Montecito Sanitary jurisdictional
Montecito Sanitary existing boundary spans approximately 9.3 boundary spans 9.3 square miles
with 100% being unincorporated
square miles in size and covers 5,408 acres (parcels and excluding
and under the land use authority of
public rights-of-ways) of contiguous areas. All or 100% of the the County of Santa Barbara.
jurisdictional service boundary is unincorporated and under the
land use authority of the County of Santa Barbara. The District serves two areas outside of its
jurisdictional service area under flow-exchange agreements. Overall, there are 6,188 registered
voters within the jurisdictional boundary.
230 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
Montecito Sanitary |
Boundary Breakdown By Service Area
Total % of Total Total Number of
Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters
Montecito SD 5,408 88.2% 4,003 6,188
Flow Exchange 365 5.9% 300 2
Agreement w/ SSD
Flow Exchange TBD 0% TBD TBD
Agreement w/ SB City
Totals 6,138 100.0% 4,603 6,190
Montecito Sanitary |
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 5,408 100.0% 4,003 6,188
Totals 5,408 100.0% 4,003 6,188
Total assessed value (land and structure) is set at $13.3 billion as of April 2022 and translates to a
per acre value ratio of $2.4 million. The former amount further represents a per capita value of $1.5
million based on the estimated service population of 8,638. Montecito Sanitary District receives
$6.5 million dollars in service charges generated within its jurisdictional boundary.
The jurisdictional boundary is currently divided into 4,003 legal
Close to 97% of the
parcels and spans 5,408 acres. The remaining jurisdictional acreage
jurisdictional boundary is under
consists of public right-of-ways. Approximately 97% of the parcel private ownership, and of this
amount approximately three-
acreage is under private ownership with 86% having already been
fourths has been developed.
developed and/or improved to date, albeit not necessarily at the
highest density as allowed under zoning. The remainder of private acreage is entirely undeveloped
and consists of 343 vacant parcels that collectively total 643 acres.
Montecito Sanitary District
Formation, Revenues, Attributes, Types of Service, and Resources
District Formation and Duties
Formation Date 1947
Sanitary District Act of 1923, Health & Safety Code, section
Legal Authority
6400-6830 et seq.
Five Directors elected to four-year terms through at-large
Board of Directors elections.
Agency Duties Wastewater collection, treatment, and disposal services.
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CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
P OPULATION AND GROWTH
Population
The U.S. Census Bureau estimated the 2020 population of Montecito to be 8,638. Santa Barbara
County Association of Governments prepared a Regional Growth Forecast for 2010-2040 in 2012.
The Forecast for 2050 in 2019 forecasted projects for the Cities while the 2012 report included
unincorporated communities by sub regions. That report used a conservative trend-base
allocation methodology estimating Santa Barbara unincorporated areas estimated at 78,320
population by 2020 and Goleta’s unincorporated eastern population at 53,769 persons. Between
2010 and 2020, the population of Santa Barbara unincorporated area increased by 11,104 people
(14.1 percent or 1.4 percent per year). However, since 2010, the City’s estimated population has
increased by 417 persons. In contrast, the County’s population increased by 5.7 percent between
2010 and 2020.
Demographics for Montecito are based on U.S. Census Bureau estimated in 2020. Montecito is
identified as having the largest age group represented as 18 to 64 group at 48.1 percent.
Approximately 36.5 percent of the population was in the 65 or older years age group and 15.4
percent in the under the age of 18 group.
According to the 2020 U.S. Census, approximately 82 percent of the total population identified
themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic
group in Montecito, comprised 10.4 percent of the total population.
Projected Growth and Development
The County of Santa Barbara General Plan serves as the Community’s vision for long-term land
use, development and growth, and provides the community’s vision within the Planning Area. The
Community Plan was adopted in 1995, although the Housing Element is updated every 8 years in
accordance with state regulations and spans the 2023-2031 planning period.
The current County of Santa Barbara Housing Element (2023-2031) identifies an estimated
growth rate of less than one (1) percent within Montecito. The County’s General Plan covers the
Montecito and surrounding areas. The following population projections within the Montecito are
based on the Department of Finance Table E4 estimate and SBCAG regional forecast as a
percentage of Santa Barbara unincorporated projections.
232 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
Table E-2. Population Growth and Projections (2010–2040)
2010 2015 2020 2035* 2040*
Montecito Sanitary District 8,965 n/a 8,638 8,923 9,061
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 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Montecito was $181,316 in 2022, 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 all cases, the Montecito
Sanitary 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.
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CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
Montecito Sanitary District
Formation, Revenues, Attributes, Types of Service, and Resources
Attributes
District area (est. square miles):
District 9.3
Population (2020 Census):
District 8,638
Assessed Valuation (FY 21-22: District portion) $13,391,739,362
Number of Treatment Plants 1
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire District (FY 19-20) $864
Average Portion of County 1% Property Tax Received .005¢/$1
Ending Total Fund Balance (June 2021) $15,893,249
Change in Total Fund Balance (from June 2016 to June 2021) 22.6%
Total Fund Balance/Annual Revenue Total (FY 20-21) 213%
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
Montecito Sanitary District provides the collection, treatment, and disposal of wastewater. The
District is staffed by 18 full-time staff.
WASTEWATER INFRASTRUCTURE AND PUBLIC FACILITIES
Collection System
The Sanitation system is comprised of approximately 77 miles of sewer collection system pipelines
of varying sizes and ages, 2,054 manholes, and five (5) lift stations. The District’s collection system
is predominantly vitrified clay pipe (VCP) with polyvinyl chloride pipe (PVC) in the areas where
sewer service was provided after 1981.
Treatment System
The WWTP was originally constructed in 1961 and located on 6.5 acres of District-owned land.
The wastewater treatment plant consists of an extended aeration, activated sludge plant.
Treatment includes preliminary treatment, secondary treatment, disinfection, and biosolids
234 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
stabilization and dewatering. The District’s treatment plant is designed for 1.5 million gallons per
day (MGD). The current flow is approximately 0.62 mgd. The secondary treatment process used
at the plant is referred to as extended aeration. The wastewater is held in the two aeration basins
for about 12 hours. Features of the extended aeration process as compared to other activated
sludge variations include a longer hydraulic detention time and a higher mixed liquid suspended
solids content. The process operates in a mode referred to as nitrification. Characteristics of this
treatment process include a very high-quality effluent. The suspended solids left in the effluent
are approximately only ten (10) percent of the permitted limit. The process is also very stable to
operate. In an extended aeration plant, the grease and oil travel through the process and can affect
the aesthetic quality of the effluent, as well as increase operations costs. The lack of rag and grit
removal results in increased maintenance.
Disposal
The treated effluent is disinfected with sodium hypochlorite, de-chlorinated with sodium
bisulfite, and discharged through the outfall off Butterfly Beach approximately 1,500 feet from the
shoreline to the Pacific Ocean. The waste activated sludge is aerobically digested and dewatered
by a belt filter press. The dewatered biosolids are hauled offsite by a contractor to a remote site in
Santa Maria for composting. The compost is sold as Harvest Blend compost.
Recycled Water
In collaboration with Montecito Water District, Montecito Sanitary District is currently
evaluating the feasibility of a joint Recycled Water project and the future use of recycled water
for the Montecito Community. The District has a small recycled water pilot plant (consisting of
ultrafiltration membranes and reverse osmosis membranes) which currently only produces water
for use within the District facility.
Types of Services
Collection X
Treatment X
Disposal X
Recycled X
Other -
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CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
Montecito Sanitary District
Formation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant & Booster Stations
Address Acquired/Built Condition Size
Treatment Plant 1042 Monte Cristo 1961 Fair 6.5 acres
1285 Channel Drive LS 1961 Fair 15 hp, 360 gpm
1489 Bonnymede Drive LS 1963 Fair 7.4 hp, 200 gpm
10 Eucalyptus Lane LS 1962 Fair 3 hp, 50 gpm
1649 Posilipo Lane LS 1961 Fair 25 hp, 730 gpm
1595 S Jameson, Miramar LS 2019 Excellent 23 hp, 610 gpm
Channel Drive Lift Station
In the summer of 2011, Lift Station No. 1 was retrofitted with two new pumps. Each pump is
capable of handling maximum flows through the lift station. Additionally, the District has
purchased a third pump, identical to the two installed, which is stored in the District inventory
in case one of the duty pumps fails. This station is equipped with the remote monitoring
equipment (Mission Box) mentioned previously as well as the automatic dialing alarm system.
Lift Station No. 1 has an on-site emergency diesel backup generator.
Bonnymede Drive Lift Station
This lift station has two installed pumps with each one being capable of handling the maximum
flows. The District has a complete shelf unit for this lift station as well. This station is equipped
with the remote monitoring equipment mentioned previously as well as the automatic dialing
alarm system. In 2014, the District replaced the aged emergency diesel generator with a 60kw
Caterpillar.
Eucalyptus Lane Lift Station
This lift station has two air injector pumps. Each of the pumps is capable of handling the
maximum flows. The District has a complete shelf unit for this lift station as well. This station is
equipped with the remote monitoring equipment mentioned previously as well as the automatic
dialing alarm system. In 2019, the District installed an automatic emergency power transfer
switch that can be utilized during extended power outages with the use of the District portable
emergency generator.
Posilipo Lane Lift Station
In 2009, the District completed the refurbishment of this lift station to include three pumps and
two new 8” force mains. Dry weather flows are easily handled with one pump running at this lift
station. During wet weather flows, two pumps may have to run for a very short period of time.
The third pump provides built in redundancy. This station is equipped with the remote
monitoring equipment mentioned previously as well as the automatic dialing alarm system. In
236 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
2013, the District replaced the aged emergency diesel generator with a 100 kw Caterpillar. In 2018,
the District replaced the perimeter fence with a con crete wall to better protect the lift station
from another debris flow.
Miramar Lift Station
In 2019, the Miramar Lift Station was completed to serve the new Miramar Hotel. This lift station
has an onsite generator in a three-sided building, a separate electrical room, three equal sized
pumps in a dry well, and a wet well. There was a thorough inspection of the Miramar Hotel during
construction to ensure that the onsite storm drain system was not connected to the sewer system.
The lift station is equipped with remote monitoring and automated dialing alarms.
Connections
Type # of Acct % of Total
Single-Family 2,694 86.9%
Multi-Family 361 11.7%
Commercial 17 0.5%
0 0%
Industrial
Institutional 26 0.8%
Other (Clubhouse) 1 <0.1%
Agricultural 0 0%
LAFCO
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CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
Total Staffing
Personnel Per 1,000
population
Full time Operators 5 0.57
Emergency Operators 6 0.69
Administrative Personnel 2 0.23
Other District Staff 11 1.27
Montecito Sanitary has a total of 18 permanent employees.
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
General Manager (1) 15 1
Plant Operator (1) 14 8
Operator Manger (1) 18 11
Operator IV (1) 3 1
Operator III (2) 3.5 3.5
Operator OIT (1) 1.5 1.5
Chief Maintenance (1) 23 7.5
Facility Maintenance (0) - -
Collection Superintendent (1) 18 11
Collection Operator IV (1) 5 3.5
Collection Operator III (1) 6.5 1.5
Collection Operator II (1) 2.5 2.5
Engineer Manager (1) n/a n/a
Lab & Pretreatment Manager (1) 28 10
District Administrator (1) n/a 1
Administrative Assistant (1) n/a n/a
Wastewater Capacity
The Montecito Sanitary service
Montecito Sanitary has a permitted treatment capacity of 1.5 area’s maximum daily capacity to
mgd. The chart and table below were taken from the District’s convey wastewater to the
Treatment Facility for treatment
most recent Annual Report submitted to the Regional Water and disposal is 1.5 million gallons.
Quality Control Board and shows the total annual volume of
treated wastewater for Calendar Year 2021.
238 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
System Demands
Montecito Sanitary service area’s average annual wastewater
The estimated average annual
collection demand generated approximately 0.62 million gallons wastewater flows generated during
the report period among Montecito
per day. It also translates over the report period to an estimated
Sanitary users in the service area has
62.5 gallons per day for each person; it also translates to 251 been 0.62 million gallons per day.
gallons for every service connection.
Service Performance
LAFCO estimates Montecito
Montecito Sanitary service area’s average annual wastewater
Sanitary is presently operating at
collection demand generated for subsequent treatment and 41% capacity within its service area.
(This estimate includes service
disposal at the Treatment Plant Facility has been approximately
agreements outside of its service
0.62 million gallons a day over the last three years. Of this boundary.
amount, it is estimated by LAFCO this represents 41% of
permitted capacity. The District generally has adequate capacity for anticipated future needs.
LAFCO
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CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
Montecito Sanitary District
Formation, Revenues, Attributes, Types of Service, and Resources
Total Collection Inspected, Repaired, Added -Montecito Sanitary
120
100
80
60
40
20
0
CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Video Cleaned Replaced Added
Source: MSD Data.
Note: Information is for the entire District. Also, this table tabulates miles of lines cleaned, replaced, added,
and videoed. Additional upgrades preformed regarding lift stations and treatment plant.
Upgrades or Repairs Completed -Montecito Sanitary
FY -2020-2021
100
100%
90
80
70
60
50
40
30
20 14.4% 14.4%
10
<0.02% <0.05% 0% 0%
0
Inspected Cleaned Replaced Added Video Booster Treatment
Stations Plant
Upgrades/Repairs
Source: MSD Data.
Note: Information is for the entire District.
240 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
The Montecito Sanitary District provides wastewater
collection and treatment services to its constituen ts MSD Snapshot: FY2022
directly and plans for them in various planning Planning Reports Year Updated
documents, including the Sewer System Management Community Plan 2004
Sewer System Mgmt. Plan 2021
Plan, Capital Improvement Plan, and Water
NPDES Monitoring annually
Reclamation Study, Strategic Plan, and Biosolids & Water Reclamation annually
Summary
Energy Plan. The County’s Community Plan
Capital Improvement Plan annually
(Montecito), which was last updated in 2004, contains
Rate Study 2017
a Land Use, Public Facility, and Resource Constraints. Biosolids & Energy Plan 2019
Strategic Plan 2020
The District is completing its first Climate Action Plan
Climate Action Plan pending
in accordance with its NPDES permit issued in August
2022.
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. In 2021, the District received $362,374 in State COVID Relief
funds.
District Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Charges for services $6,256,696 84.7% $6,533,184 87.6%
Connection fees $119,564 1.6% $203,860 2.7%
Other services $100,843 1.3% $104,248 1.4%
Taxes and assessments $603,497 8.2% $633,568 8.5%
Investment income $309,612 4.2% -$14,911 -0.2%
$0 0% $0 0%
Grant revenue for disaster costs
Revenue total $7,390,212 100.0% $7,459,949 100.0%
Source: Montecito Sanitary, Financial Statements, June 30, 2020 and 2021, 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 increased liability insurance, legal, board compensation, and chemical costs. 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
LAFCO
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CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
me asurement of the agency’s financial condition over time. The decrease in revenue is due to lower
commercial sewer service charges as a result of businesses being closed and/or operating at
significantly lower capacity after the 2018 Debris Flow event.
MONTECITO SANITARY
Fiscal Trends-Montecito Sanitary
9
8
7
6
5
4
3
2
1
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
This indicator addresses the extent to which charges for service
Charges for Services covered expenses. Charges for Services is the primary funding source
for Sanitary Districts. Represented below a ratio of one or higher
6.8 indicates that the service is self-supporting.
6.6
6.4
6.2
6
5.8
5.6
5.4
5.2
2016-17 2017-18 2018-19 2019-20 2020-21
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
2016 $ 5,340,629 $ 4,752,551 1.1
1.2
2017 $ 7,478,578 $ 5,646,299 1.3
1.1 2018 $ 8,635,542 $ 6,733,414 1.2
2019 $ 7,814,629 $ 5,617,123 1.3
1 2020 $ 7,390,212 $ 5,977,580 1.2
2016 2017 2018 2019 2020 2021 2021 $ 7,459,949 $ 6,763,188 1.1
242 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
Post-Employ ment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2018 2019 2020 2021 Trend
Funded ratio (plan assets as a % of plan liabilities) 75.8% 77% 76% 74.9%
Net liability, pension (plan liabilities - plan assets) $ 2,122,293 $ 2,094,365 $ 2,317,190 $ 2,541,896
Other Post-Employment Benefits (OPEB)
Funded ratio (plan assets as a % of 0%
2020 year of OPEB reporting
plan liabilities) Net liability, OPEB $ 603,068
(plan liabilities - plan assets)
The net liability amounts are essentially unfunded liabilities of the agency. The figure below shows if the
agency has enough assets (other than capital) to cover the liabilities. A declining trend indicates liabilities
continuing to exceed agency assets.
Pension Obligations and Payments
The District provides retirement benefits through 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. 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. The District’s net pension
liability recognized on the balance sheet at June 30, 2021 was $2,541,896, as compared to
$2,317,190 at June 30, 2020.
LAFCO
of Santa Barbara County 243
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Coverage of Net Post-Employment Liabilities
25 0.2
20
0.15
15
0.1
10
0.05
5
0 0
2016 2017 2018 2019 2020 2021
2016 2017 2018 2019 2020 2021
Agency Assets (other than capital) $10,791,655 $12,607,055 $14,770,800 $16,808,783 $18,011,843 $19,158,689
Net Liabilities (pension & OPEB) $1,394,638 $1,889,887 $2,337,120 $2,287,834 $2,539,252 $3,144,964
CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
D eferred 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, 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. As of June 30, 2021, 4 employees were
participating in the plan.
OPEB Obligations and Payments
For employees hired before July 1, 2010, the District provides retiree medical coverage to eligible
current employees and one dependent as defined by the plan. Under the Plan, retired employees,
who attain age 55 with at least ten years of service, are eligible to receive benefits until reaching
age 65. The District pays 100% of the health insurance benefits’ monthly premium. The dependent
of an eligible retiree is also eligible to receive benefits from this plan, and benefits continue until
they are Medicare eligible or are no longer considered a dependent under the Patient Protection
and Affordable Care Act (PPACA). When the retired employee reaches age 65, the retired
employee and the dependent are no longer covered. In accordance with Montecito Sanitary
District Board of Directors action taken on June 4, 2010, any employee hired by the District after
July 1, 2010, is not eligible for postemployment health care benefits.
The required contribution is based on projected pay-as-you-go financing requirements. Currently,
the District has $184,072 of designated net position set aside to be used to fund the
postemployment health care obligation and plans to set aside $15,000 each July until adequate
funds have been established.
As of the June 30, 2020, measurement date, the following current and former employees were covered by
the benefit terms under the plan:
- Retired employees – 2
- Active employees – 1
244 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
Enterprise Funding
The District budget includes wastewater services for operating funding and expenditures. In FY
2020/2021, the District’s actual budget expense was $4,815,179 and increased that to $4,837,458
for FY 2021/2022. 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.
Wastewater-Expenditure
7 1.2
6 0.95% 0.97% 1 0.96%
5 Sewer 0.85%
0.8
0.75% 0.71%
4
0.6
3
0.4
2
1 FB 0.2
0 0
2016 2017 2018 2019 2020 2021
Asset Maintenance and Repair
The District’s budget includes improvement budgeting through its Capital and Plant Upgrade
and Wastewater O&M. In FY 2020/2021, the District budgeted $650,627 and decreased that to
$197,500 for FY 2021/2022.
MSD completed the purchase of collections truck ($36,000), and repaired/replaced annual
projects including manhole raising ($400,000), sewer main ($150,000), scheduled and emergency
replacements ($100,000). Other on-going projects include sewer main extensions ($300,000),
and Recycled Water – Pilot Project ($160,000). For FY 21-22 service budget included routine
maintenance between (sewer main, manhole raising, scheduled and emergency replacements
$318,200) and (sewer main extensions $6,251,037).
Capital Improvements
The District adopts a capital improvement plan (CIP), capital replacement plan, and capital
outlay plan each year along with their budget for new projects including improvements and costs.
The 2021-2022 Montecito Sanitary CIP Program included budgeting for over $6.4 million of
maintenance and upgrades to the system, equipment and buildings. Major improvements
identified included the Electrical Rehabilitation Project - AB blower & VFDs, sewer main
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CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
e xtensions Lilac and Oak Grove, and Ashley Road and E. Mountain. The rest of the FY 21-22 CIP
Program was shifted into the CIP for FY 22-23. A list of CIP projects for FY 22-23 are listed below.
Projects Budgeted or Estimated 2021 to 2022
Electrical Rehab $840,000
Skimmer troughs $55,000
Digester Blowers replacement $33,000
Roof of Admin building $65,000
Maintenance Gate controller & keypads $13,500
Main Gate replacement $24,000
HVAC system Admin, board room, maintenance building $40,000
Forklift purchase $35,000
Channel Drive Lift Station $50,000
Recycled Water Feasibility Study $75,000 total cost $1,190,000
Sewer Main Extensions:
Caltrans HOV – Posilipo, design $177,900
Caltrans HOV – Posilipo, construction $500,000 total cost $1,000,000
Lilac and Oak Grove $2,323,137
Ashley Road pump station $150,000
Ashley Road & E. Mountain, design $100,000
Ashley Road & E. Mountain, construction $1,250,000 total cost $2,500,000
Enhanced Recycled Water Feasibility Study (assume 50-50 share with MWD) $1,190,000
Projects Budgeted or Estimated 2022 to 2023
Collections:
Highway 101 Sewer Main Relocation - Design $200,000
Lilac-Oak Grove Sewer Main Extension $2,390,000
Collection System Condition Assessment & Prioritization Plan $40,000
Septic to Sewer Strategic Plan $70,000
Highway 101 Sewer Main Relocation - Construction $860,000
Olive Mill/San Ysidro Roundabout Relocation $250,000
Large Diameter Sewer Main Rehabilitation $75,000
Manhole Rehab lining project $25,000
Manhole Adjustments $60,000
Collection System Emergency Repairs $30,000
Equipment Replacement $459,000
Lift Stations:
Lift Station Condition Assessment & Prioritization Plan $50,000
Channel Lift Station Improvement $60,000
Lift Station Emergency Repairs $ 30,000
246 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
Treatment & Laboratory:
Electrical Rehabilitation & Aeration Blower Replacement $1,440,000
Skimmer troughs replacement $140,000
SCADA Implementation $ 75,000
Disinfection Process -Pumps Replacement $40,000
IPS Channel Improvements $141,000
Grinder No. 2 Replacement $40,000
Treatment O/M Emergencies $100,000
Ocean Outfall Assessment $15,000
Equipment Replacement $50,000
Facilities:
Roof for Admin/Operations Building $65,000
Maintenance Gate controller with new keypads $13,500
Main Gate replacement with motorized gate and keypads $24,000
Remodel Men's Restroom in Maintenance Building $15,000
Long-term Liabilities and Debts
The CSDA Finance Corporation Certificates of Participation 2007 Series UU (“2007 COPs”) were
issued March 1, 2007 in the aggregate principal amount of $14,765,000. On May 3, 2017 the District
deposited $12,797,633 with an escrow agent to provide for payment when due (through July 1,
2017) of all principal and interest with respect to the 2007 COPs. The deposit amount was
obtained by using $1,121,862 available cash, $957,824 COP reserve funds, and through the issuance
of new 2017 Sewer Refunding Revenue Bonds. On July 1, 2017, the final payment from the escrow
account was made, and the entire outstanding aggregate principal amount and interest of the 2007
COPs was refunded.
The 2017 Sewer Refunding Revenue Bonds (“2017 Bonds”) were issued May 1, 2017 in the aggregate
principal amount of $10,020,000 and a premium of $963,147. The costs of issuance and the
underwriter’s discount were $165,000 and $100,200, respectively. The Bonds consist of serial
certificates in the principal amount of $10,020,000 bearing interest rates ranging from 2-5%, with
the final installment payment due July 1, 2030.
Opportunities for Shared Facilities
The District has an existing flow exchange agreement with the City of Santa Barbara from 1980
that allowed abandonment of two pump stations in an exchange for flow by gravity. The Districts
Sycamore Canyon pump stations served 133 single-family residences out of 151 parcels. The City
Camino Viejo pump station served 34 single-family residences of the 36 parcels. The Montecito
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CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
W ater District currently is collaborating with the Montecito Sanitary District to study the
possible addition of recycled water supply to the MWD supply portfolio. The District has two
parcels (229 and 239 Ortega Ridge Road) that send flow to Summerland Sanitary District for
treatment on account of the configuration of the system. Otherwise, the District 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.
Rate Structure
Sewer rates for the District were last updated and adopted by the Board of Directors in March
2016. The rates are based on a 2016 Wastewater Rate Study prepared by Water Consultancy and
undergo periodic review and adjustment, per District policy.
Wastewater Fees (Effective July 1, 2021)
A. Connection Fees (represents share of capital costs)
Residential – primary dwelling $8,400. Auxiliary structures - $2,604
B. User Fee per Year
Residential Rates*
Single-family $1,480.00
Condos & Multi-use $696.00
* Sewer service charges are pro-rated
Figures E-5 shows a rate comparison for six South County Communities. The following charts
show the comparison of one City, four sanitary Districts, and one CSA. Overall, Montecito
Sanitary sewer rates for residential customers are among the highest compared to other
communities in the South County area. The charts are based upon a sample billing using “1 Unit”
as a basis.
248 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
$140 123.33
$120
98.09
90.36
$100
$80
44.20 59.82 60.96
$60
$40
$20
$0
CSA 12 Montecito San Goleta San City of SB Summerland Carpinteria
San San
ORGANIZATION
Governance
Montecito Sanitary governance authority is established under the Sanitary District Act of 1923,
(“principal act”) and codified under Health & Safety Code, section 6400-6830 et seq. This
principal act empowers Montecito Sanitary to provide a moderate range of municipal services. A
list comparing active and latent powers follows.
Active Service Powers Latent Service Powers
- Wastewater Operate & Collect Garbage/Refuse Dumpsites
- Recycled Water Storm Drains
- Disposal Water Service
- Compost or byproducts Street Sweeping-Cleaning
Governance of Montecito Sanitary District is independently provided through its five-member
Board of Directors that are elected at-large to staggered four-year terms. Montecito Sanitary
District holds meetings on the second and fourth Thursday of the month. The meetings are held
in the District Board Room located at 1042 Monte Cristo Lane, Montecito, California at 2:00 p.m.
A current listing of Board of Directors along with respective backgrounds follows.
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sralloD
Bill Comparision -Monthly Residential Sewer -1 Unit
1 unit = varies per each agency
South County Communities
CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
Montecito Sanitary |
Current Governing Board Roster
Member Position Background Years on District
Woody Barrett President Geology 4
Phillip Hogan Vice President Geology 2 mo
Edwin Martin Treasurer Political 2 mo
Science/Economics
Dorinne Lee Johnson Secretary Construction 2
Mgmt/Civil Engineering
Carter Ohlman Director Oceanographer 2 mo
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.
Montecito Sanitary District Website Checklist
website accessed 7/25/22 http://www.montsan.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
§6270.5 posted it to website?
X
Government Code Agency has current agenda posted to website
§54954.2 homepage and is accessible through a prominent, X
direct link?
Government Code Agency’s website provides information on compensation of
§53908 elected officials, officers and X
employees or has link to State Controller’s Government
Compensation website?
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CHAPTER THREE: E. MONTECITO SANITARY DISTRICT
The following criteria are recommended for ag ency websites by a number of
governance associations and organizations.
Yes No
Description of services? X
Service area map? X
Board meeting schedule? X
Budgets (past 3 years)? X
Audits (past 3 years)? X
List of elected officials and terms of office? X
List of key agency staff with contact information? X
Meeting agendas/minutes (last six months)? X
Notes: Montecito Sanitary is an independent board-governed District. Refer to http://www.montsan.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 water, wastewater, and stormwater services their needs and/or identify any unmet
needs. The questions identify key components recommended by LAFCO staff.
Montecito Sanitary District Questionnaire
Revenues, Types of Service, and Resources
Montecito Sanitary |
Responses by Respondence
Questions Satisfactory Unsatisfactory Undecided
1. Overall, are you satisfied with the level of water, - - -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment - - -
provided with the level of water, wastewater, or
stormwater service?
3. Do you feel an adequate level of funding is - - -
provided given the level of service?
4. Personnel arrived in a timely manner and were - - -
professional?
5. Personnel was knowledgeable, answer questions, - - -
and were informative?
No responses were provided by the public related to Montecito Sanitary District at this time.
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252 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
F. Summerland Sanitary District
Administrative Office: 2435 Wallace Avenue, Summerland, CA 93067-0417
Mailing Address: P.O. Box 417, Summerland, CA 93067
Phone: 805/969-4344
Fax: 805/969-5794
Email: msouza@summerlandsd.org
Website: www.summerlandsd.org
Administrative Manager: Marjon (Mar) Souza
Operations Manager: David Lewis
SUMMARY
The Summerland Sanitary District provides wastewater collection, treatment and disposal
services to the residents and businesses within surrounding unincorporated areas in Summerland
to approximately 1,505 people throughout 2.0 square miles in southern Santa Barbara County that
lies 6.2 miles east of Santa Barbara and 7 miles northwest of Ventura County line. The District is
located on both sides of State Highway 101, and extends from Ortega Hill Road on the east to
Lambert Road on the west. The District’s boundary and Sphere of Influence are coterminous. The
District has requested a Study Area for expansion. The District receives financial support at a rate
of approximately $872 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 Summerland Sanitary District was formed in 1957. It was formed to provide sewage collection
and treatment for residents within the District’s geographical boundaries under the provisions of
the Sanitary District Act of 1923 Health and Safety Code, State of California, Section 6400, et seq.
The Summerland Sanitary District overlaps the Carpinteria/Summerland FPD, Montecito Water
District, County Service Areas 11 (Parks) and 32 (Law Enforcement), Santa Barbara Metropolitan
Transit District, Santa Barbara Mosquito and Vector Control District, Cachuma Resource
Conservation District, County Flood Control & Water Agency, and Carpinteria Cemetery
District.
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CHAPTER THREE: F. SUMMERLAND SANITARY DISTRICT
The District serves an estimated population of 1,505 p eople. 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 611 parcels, 50 on septic systems not available to sewer, 84 on
septic but sewer is available, and 175 are either agriculture/vacant/or other. The District serves
approximately 480 connections.
OPERATIONS
Summerland Sanitary is composed of four (4) operators and collection staff, including an
Operations Manager, Plant Operator II, Operator I, Lead Collections/Operator II, and a District
Administrator. All Operators are certified through the Operator’s Certification Program of the
State Water Resources Control Board. Two staff members are Certified through the California
Water Environment Association (CWEA) Technical Certification Program.
The District serves approximately 480 connections, of which 703 EDUs are residential and 172 are
non-residential. The District is primarily comprised of residential development with limited
commercial land uses intermixed throughout its service area. The wastewater collection system
consists of 150 manholes and cleanouts, and three (3) lift stations. These facilities convey
wastewater to the District’s The wastewater treatment plant is designed to treat 0.3 MGD.
Gravity pipelines range in size from 6 to 12 inches in diameter, with the majority being 8 inches in
diameter. The predominant pipe material is vitrified clay pipe (VCP). The average age of the
collection system is approximately 60-70 years.
OPPORTUNITIES & CHALLENGES
The Summerland Sanitary District currently approved a proposal in October 2022 to receive a
detailed cost estimate for the replacement of their ocean outfall pipeline. This is expected to be a
major financial project, which might drain the district’s financial reserves. Financial recuperation
of the replacement of ocean outfall pipeline might be challenging since the District has a small
customer base with no growth expectancy. The District has sought information from LAFCO
regarding a possible dissolution and annexation into a neighboring sanitary district. If a successor
agency can be identified, and the Board considers dissolution to provide the best solution for its
customers then further exploration will commence.
Annual Sewer Rates: The last rate study was completed and presented to the Board of Directors
on December 14, 2017, that adjusted rates until the fiscal year 2023.
LAFCO of Santa Barbara County encourages the District and the neighboring District to consider
options for becoming a successor agency if that becomes the most feasible option for providing
services. A collaborative effort of the Districts to identify financial issues and solutions facing the
District, level of service issues and solutions if transferring the service, reliable solution for long-
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CHAPTER THREE: F. SUMMERLAND SANITARY DISTRICT
t erm collection, treatment, and disposal for the community, and reasonable rates established
moving forward.
Governance Structure Options
The District has not identified any government structure options however consolidation has been
considered, but only in an informal setting. The District does see value in evaluating the benefits
to the District and its citizens. The need for structural governance changes should be studied and
a successor agency identified that can provide efficient and effective sanitary services. 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 surrounding based local agencies such
as Montecito Sanitary District or Carpinteria Sanitary District may result in greater overall
economy or efficiency in providing services to the community. Montecito Agencies are currently
evaluating consolidation options and expanding the service area of Summerland may be beneficial
to both communities. Alternatively, Carpinteria Sanitary District could be another provider
adjacent to Summerland. A study consolidating Summerland and Carpinteria has not be
conducted or considered to date. The study of dissolution and annexation identifying the
Carpinteria Sanitary District as the successor agency could be a feasible solution.
LAFCO staff sees value in local agencies collaborating and exploring opportunities to improve the
delivery of municipal services. It is still unknown whether it is feasible for another local service
provider 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 on the transfer of responsibilities, a change
of organization may be considered at that point.
Regional Collaboration
The Sanitary District participates in the Integrated Regional Water Management Plan process.
The District participates in the California Association of Sanitation Agencies, Santa Barbara
County Sanitation Agency Managers Association (SAMA), Special Districts Risk Management
Authority, and California Association of Special Districts.
SPHERE OF INFLUENCE & BOUNDARIES
The Sphere of Influence for the Summerland Sanitary District’s boundary is coterminous with the
District service area. The District currently has no Sphere of Influence beyond this boundary, but
provides services outside of its service area. A map of the District’s Sphere of Influence and
boundaries can be seen at the beginning of this profile.
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CHAPTER THREE: F. SUMMERLAND SANITARY DISTRICT
Sphere of Influence Study Areas
For study purposes, LAFCO staff has prepared the following table and map that included
subdivision tract within the Ortega Ridge and Summerland Heights neighborhood to be
considered as the Study Areas for the Sphere of Influence. The Study Areas are used to help
analyze and identify which properties should be added or excluded from the Sphere of Influence.
A summary of the Study Areas is listed in the table below:
Table F-1: Summerland Sanitary Study Areas
Study Description Acres Existing Prime Constraints
Area Zoning AG Land
Ortega 21.1
1 Single-Family Residential No Unknown, Existing
Ridge/Summerland
connections
Heights Res-1.0
Totals 21.1
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 District.
SOI Study Area #1 – Ortega Ridge & Summerland Heights (Located in SB County; Not
Within SOI). The 22 parcels total 21.1 acres located south of East Valley Road (Hwy 192) to
Freehaven Drive at the end of Macadamia Lane. A total of 20 parcels within the Summerland
Heights were connected to the District in 2000. The District currently operates and maintains
the sewer mainline to this area. The Summerland Heights Tract 14,390 was approved in 1998, and
the sewer collection system was installed under an agreement with the developer (Summerland
Heights LLC) dated February 17, 1998. The sewer collection system construction was completed
in 2000 and was dedicated to the Summerland Sanitary District (District) in the same year. Since
the development, the connection fees have been paid and sewer service charges have been levied
annually since 2000. The two Ortega Ridge properties do not currently receive sewer services
yet. In 2019, an Informal agreement was made between Ms. Gabriel, former General Manager of
Montecito Sanitary District (MSD), and Mr. Sullivan, former General Manager of Summerland
Sanitary District regarding the following:
- Summerland and the Property Owner of 239 Ortega Ridge Road will reach an
agreement for the construction and dedication of sewer facilities to the District.
- That the property 239 Ortega Ridge Road will be served for sewer collection by the
Summerland Sanitary District.
- That the 239 Ortega Ridge Road property will pay a connection fee and annual sewer
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CHAPTER THREE: F. SUMMERLAND SANITARY DISTRICT
fees to Montecito Sanitary District and thereafter, the Montecito Sanitary District will
submit all such fees to the Summerland Sanitary District.
The property owner of 239 Ortega Ridge Road reached an agreement with the property owner of
229 Ortega Ridge Road to join in the mainline extension project which provided an opportunity
to collect sewer service by SSD for both properties. However, both properties are not connected
to the main sewer collection system to date. No connection fee has been paid and no request for
connection has been made by the property owner. Both Mr. Rahrer, General Manager of MSD,
and SSD Management are of the opinion that the properties would be better served if they are
included in the service boundary and Sphere of Influence of the Summerland Sanitary District.
Figure F-2
SOI Study Area #1
Study Area
Existing SOI
1
District Line
21.1 acres
Residential
LAFCO Staff Recommendation. The SOI and eventual annexation should be cleaned up at some
point in Study Area One. Staff recommendation is to extend the existing Sphere of Influence to
include these existing areas either already being served by the District or under the agreement and
note the annexation clean-up actions necessary at some point in the future. Because the
Summerland Sanitary District is already serving the Summerland Heights parcels, the need to
adjust this boundary makes sense, however, the need to annex is not urgent. Similar to the Ortega
Road properties, although no connection request has been made to date, both Sanitary Districts
agree Summerland Sanitary is best to serve the area.
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CHAPTER THREE: F. SUMMERLAND SANITARY DISTRICT
BOUNDARIES
Jurisdictional Boundary
Summerland Sanitary jurisdictional
Summerland Sanitary’s existing boundary spans approximately boundary spans 2.0 square miles
with 100% being unincorporated
2.0 square miles in size and covers 505 acres (parcels and
and under the land use authority of
excluding public rights-of-ways) of contiguous areas. All of the the County of Santa Barbara.
area or 100% of the jurisdictional service boundary is
unincorporated and under the land use authority of the County of Santa Barbara. The District
serves two areas outside of its jurisdictional service area under flow-exchange agreements.
Overall, there are 940 registered voters within the jurisdictional boundary.
Summerland Sanitary |
Boundary Breakdown By Service Area
Total % of Total Total Number of
Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters
Summerland SD 505 61.9% 611 940
Other unincorporated 202.9 34.4% 238 TBD
Summerland Heights 18.37 3.1% 29 TBD
Tract
Totals 726.27 100.0% 878 940
Summerland Sanitary |
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 505 100.0% 611 940
Totals 505 100.0% 611 940
Total assessed value (land and structure) is set at $793.8 million as of April 2022, and translates
to a per acre value ratio of $1.5 million. The former amount further represents a per capita value of
$527,477 based on the estimated service population of 1,505. Summerland Sanitary District
receives $1 million dollars in annual charges for services revenue generated within its
jurisdictional boundary.
The jurisdictional boundary is currently divided into 611 legal
Close to seven-eighths of the
parcels and spans 505 acres. The remaining jurisdictional acreage
jurisdictional boundary is under
consists of public right-of-ways. Approximately 85% of the parcel private ownership, and of this
amount approximately 84% has
acreage is under private ownership with 84% 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 41 vacant parcels that collectively total 66 acres.
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CHAPTER THREE: F. SUMMERLAND SANITARY DISTRICT
Summerland Sanitary District
Formation, Revenues, Attributes, Types of Service, and Resources
District Formation and Duties
Formation Date 1957
Sanitary District Act of 1923, Health & Safety Code, section
Legal Authority
6400-6830 et seq.
Five Directors elected to four-year terms through at-large
Board of Directors elections.
Agency Duties Wastewater collection, treatment, and disposal services.
POPULATION AND GROWTH
Population
The U.S. Census Bureau estimated the 2020 population of Summerland to be 745. 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 Summerland unincorporated population as 4,700 by 2020.
Summerland’s population is estimated at 1,505 persons and 409 households. Between 2010 and
2020, the population of the Carpinteria/Summerland 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 Summerland are based on an age characteristics report prepared by SBCAG in
2017 and American Community Survey. These statistics are cited herein, which identified the
largest age group represented in Summerland as 18 to 64 group at 53.3 percent. Approximately
41.3 percent of the population was in the 65 or older years age group and 5.4 percent in the under
the age of 18 group.
According to the 2020 U.S. Census, approximately 100 percent of the total population identified
themselves as non-Hispanic white.
Projected Growth and Development
The County’s General Plan/Coastal land Use Plan covers the Summerland and surrounding
hillside areas. The County’s General Plan/Coastal land Use Plan and Summerland Community
Plan serves as the vision for long-term land use, development, and growth within the Planning
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CHAPTER THREE: F. SUMMERLAND SANITARY DISTRICT
Area. The County’s General Plan/Coastal land Use Plan was adopted in 1982 and the Community
Plan was adopted in 2014, and certified in 2016, altho ugh 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 less than
one percent growth in the surrounding unincorporated Summerland areas, which faces several
constraints. The following population projections within Summerland are based on the
Department of Finance Table E4 estimate and SBCAG regional forecast.
Table F-2. Population Growth and Projections (2010–2040)
2010 2015 2020 2035* 2040*
Summerland Sanitary District 1,448 1,500 745 1,200 1,300
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 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Summerland was $108,633 in 2022, which does not qualify the community
as a disadvantaged community. In addition, a 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 deficiencies 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,
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CHAPTER THREE: F. SUMMERLAND SANITARY DISTRICT
w hich 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 a precursor to DUC. In all cases, the Summerland
Sanitary 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.
Summerland Sanitary District
Formation, Revenues, Attributes, Types of Service, and Resources
Attributes
District area (est. square miles):
Entire District 2.0
Population (2020 Census):
Entire District 1,505
Assessed Valuation (FY 21-22: District portion) $793,853,507
Number of Treatment Plants 1
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire District (FY 20-21) $872
Average Portion of County 1% Property Tax Received 5¢/$1
Ending Total Fund Balance (June 2021) $3,800,655
Change in Total Fund Balance (from June 2016 to June 2021) 14.1%
Total Fund Balance/Annual Revenue Total (FY 20-21) 282%
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
Summerland Sanitary District provides wastewater collection, treatment, and disposal services.
The District is staffed by five (5) full-time staff. The District owns and operates a wastewater
collection, and treatment, and disposal facility, which provides service to the community of
Summerland. The Facility receives domestic and commercial wastewater (what is commercial
wastewater? There are no commercial industries in our Service Boundary? and currently serves
approximately 480 connections.
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CHAPTER THREE: F. SUMMERLAND SANITARY DISTRICT
WASTEWATER INFRASTRUCTURE AND PUBLIC FACILITIES
Collection System
The Sanitation system is comprised of approximately nine (9) miles of sewer collection system
pipelines of varying sizes and ages, 150 manholes, and three (3) lift stations.
Treatment System
The WWTP was originally constructed in the 1950’s as a conventional activated sludge process
on a 0.92-acre site owned by the District. In 1991, the plant was upgraded to a tertiary treatment
facility. The Districts municipal wastewater treatment plant is capable of treating up to 0.3
million gallons of wastewater per day, on average. Currently, the average dry weather flow
(ADWF) is approximately 0.08 million gallons per day (MGD), which represents 27% of the
permitted capacity. Treatment processes at the Facility include preliminary treatment, primary
treatment, and secondary treatment using activated sludge, tertiary filtration, and chlorine
disinfection. Treatment train unit processes consist of one grinder and bar screen in the
headworks, one flow equalization basin, one primary clarifier, two activated sludge aeration
basins, two secondary clarifiers, one chlorine contact chamber, tertiary filtration with an
anthracite bed filter, and dechlorination prior to final discharge through a 12-inch diameter 740-
foot ocean outfall line. Storm water at the facility is collected and diverted to the headworks of
the facility.
Disposal
Disposal of Biosolids is managed via aerobic digestion (two aerobic digesters), dewatered by a
two-meter belt press, and stockpiled in a sludge holding bed. The holding bed contains drains
which permit leachate to flow back to the head of the liquid treatment train for treatment.
Biosolids are periodically removed and hauled by San Joaquin Composting, Inc. (Bakersfield, CA)
to its 162- acre composting facility in Kern County, California. The Discharger composts
approximately 80 tons of biosolids per year. Wastewater Treated effluent water is discharged via
a 740-foot ocean outfall/diffuser system at a depth of 20 feet in the Santa Barbara Channel of the
Pacific Ocean.
Recycled Water
The Summerland Sanitary District treatment plant currently does not have the infrastructure, nor
the financial capacity to produce recycled water, the District has indicated that the use of recycled
wastewater is under consideration as part of future facility upgrades.
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CHAPTER THREE: F. SUMMERLAND SANITARY DISTRICT
Types of Services
Collection X
Treatment X
Disposal X
Recycled -
Other -
Summerland Sanitary District
Formation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant & Booster Stations
Address Acquired/Built Condition Size
2435 Wallace Ave, Treatment Plant 1958 Fair 0.92 acres
LS #1 Finney Street, Summerland 1992 Good 230 gpm,
3 HP
LS #2 Via Real, Summerland 2004 Good 150 gpm
5 HP
LS #3 Lambert Road, Summerland 2011 Good 150 gpm
7.5 HP
Lift Station #1, Two 230 GPM Gorman Rupp centrifugal pumps with 3HP motors. Both pumps
are protected with a fiberglass reinforced plastic enclosure that sits on top of a catch basin/well.
The well/basin capacity is 575 gallons.
Lift Station #2, Two 150 GPM Gorman Rupp centrifugal pumps with 5HP motors. Both pumps
are protected with a fiberglass reinforced plastic enclosure that sits on top of a catch basin/well.
The well/basin capacity is 3,017 gallons.
Lift Station #3, Two 150 GPM Gorman Rupp centrifugal pumps with 7.5 HP motors. Both pumps
are protected with a fiberglass reinforced plastic enclosure that sits on top of a catch basin/well.
The well/basin capacity is 3,244 gallons.
Treatment Plant Upgrades
FY 16/17 Replaced 12" Effluent Tank Valve, Upgraded Chlorine Chemical Pump, FY 17/18
Upgraded Sodium Bisulfite Chemical Pump, FY 18/19 Replaced Upper & Lower Screens on Belt
Press, FY 19/20 Replaced Secondary Clarifier #2 Gear Drive, Replaced Filter Media, FY 20/21
Replaced Return Activated Sludge Valve, Replaced 10 ft. of 4" Main Air Supply Pipeline
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CHAPTER THREE: F. SUMMERLAND SANITARY DISTRICT
Connections
Type # of Acct % of Total
Single-Family 334 69.5%
104 21.6%
Multi-Family
42 8.9%
Commercial
0 0%
Industrial
0 0%
Agricultural
0 0%
Other
Total Staffing
Personnel Per 1,000
population
Full time Operators 4 2.6
Emergency Operators 3 2.0
Administrative Personnel 1 0.6
Other District Staff 0 n/a
Summerland Sanitary has a total of four (4) permanent employees.
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
Administrative Manager (1) 20 20
Operator Manager (1) 8 8
Operator I (1) 29 29
Operator II (1) 1 1
Lead Collection/Operator II (1) 5 5
Administrative Personnel (0) N/A N/A
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CHAPTER THREE: F. SUMMERLAND SANITARY DISTRICT
W astewater Capacity
Summerland Sanitary has a permitted treatment capacity of 0.3 The Summerland Sanitary service
area’s maximum daily capacity to
mgd and provides service to 894 equivalent dwelling units convey wastewater to the
Treatment Facility for treatment
(EDUs).
and disposal is 0.3 million gallons.
System Demands
Summerland Sanitary service area’s average annual wastewater
The estimated average annual
collection demand generated approximately 0.08 million gallons wastewater flows generated during
the report period among
per day. It also translates over the reporting period to an Summerland Sanitary users in the
estimated 89.5 gallons per day for each occupied unit; it also service area has been 0.13 million
gallons per day.
translates to 167 gallons for every service connection.
Service Performance
LAFCO estimates Summerland
Summerland Sanitary service area’s average annual wastewater
Sanitary is presently operating at
collection demand generated for subsequent treatment and 43% capacity within its service area.
(This estimate includes service
disposal at the Treatment Plant Facility has been approximately
agreements outside of its service
0.08 million gallons a day over the last three years. Of this boundary.
amount, it is estimated by LAFCO that this represents 27% of
permitted capacity. The District generally has adequate capacity for anticipated future needs.
Summerland Sanitary District
Formation, Revenues, Attributes, Types of Service, and Resources
Total Collection Inspected, Repaired, Added -Summerland Sanitary
10
9
8
7
6
5
4
3
2
1
0
FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
Inspected Cleaned Replaced Video
Source: SSD Data.
Note: Information is for the entire District. Also, this table tabulates miles of lines cleaned, replaced, added,
266 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: F. SUMMERLAND SANITARY DISTRICT
and videoed. Additional upgrades performed regarding lift stations and the treatment plant.
Upgrades or Repairs Completed -Summerland Sanitary
FY -20/21
10 100%
9
8
66.6%
7
6
5
4 16.7%
3
22%
2 11% 11%
1 0.1%
0
Inspected Cleaned Replaced Added Video Booster Treatment
Stations Plant
Upgrades/Repairs
Source: SSD Data.
Note: Information is for the entire District.
The Summerland Sanitary District provides
SSD Snapshot: FY2022
wastewater collection and treatment services to its
Planning Reports Year Updated
constituents directly and plans for them in various
Community Plan 2016
planning documents, including the Sewer System
Sewer System Mgmt. Plan 2022
Management Plan, and Wastewater Master Plan Study Master Plan N/A
Capital Improvement Plan N/A
of capacity prepared in 2005. The County’s Community
Rate Study 2017
Plan (Summerland), which was last updated in 2004,
Emergency Action Plan 2021
contains a Land Use, Public Facility, Resource Climate Change N/A
Adaptation Program
Constraints, and Emergency Action Plan.
The District NPDES Permit will require the District to prepare a Climate Change Adaptation
Program by 2027, to describe in detail how the District will identify and address climate change
hazards and vulnerabilities at the Facility, including planning to maximize the amount of the
facility’s treated effluent (either at the current location or a future inland location not subject to
coastal hazards) used for beneficial reuse water recycling. The Climate Change Adaptation
Program will consist of three separate sections (Coastal Hazards Monitoring Plan, Life
Expectancy Analysis, and Climate Change Adaptation Plan).
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CHAPTER THREE: F. SUMMERLAND SANITARY DISTRICT
F INANCES
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 also maintains a separate Emergency Repair Fund.
District Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Charges for services $976,035 74.1% $1,012,298 77.2%
Connection fees $37,880 2.9% $28,566 2.2%
Inspection fees $3,696 0.3% $5,371 0.4%
Administration revenue $6,884 0.5% $8,300 0.6%
Property Taxes $253,513 19.2% $261,357 19.9%
Investment income $39,441 3.0% -$4,037 -0.3%
Revenue total $1,317,449 100.0% $1,311,855 100.0%
Source: Summerland Sanitary, Financial Statements, June 30, 2020 and 2021, 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 slight increase in expenditures was
primarily due to Collection System Mainline Repairs. 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.
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CHAPTER THREE: F. SUMMERLAND SANITARY DISTRICT
SUMMERLAND SANITARY
Fiscal Trends-Summerland Sanitary
1.6
1.4
1.2
1
0.8
0.6
0.4
0.2
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve Deposited
This indicator addresses the extent to which charges for service
Charges for Services covered expenses. Charges for Services is the primary funding source
for Sanitary Districts. Represented below a ratio of one or higher
1.05 indicates that the service is self-supporting.
1
0.95
0.9
0.85
0.8
2016-17 2017-18 2018-19 2019-20 2020-21
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
2016 $ 1,139,226 $ 908,207 1.2
1.1
2017 $ 1,156,255 $ 972,431 1.1
1 2018 $ 1,170,537 $ 1,116,867 1.0
2019 $ 1,305,897 $ 1,184,441 1.1
0.9 2020 $ 1,317,449 $ 1,210,811 1.0
2016 2017 2018 2019 2020 2021 2021 $ 1,311,855 $ 1,258,414 1.0
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Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2018 2019 2020 2021 Trend
Funded ratio (plan assets as a % of plan liabilities) 74.9% 77.6% 78.9% 75.2%
Net liability, pension (plan liabilities - plan assets) $ 813,766 $ 848,594 $ 906,106 $ 1,043,070
Other Post-Employment Benefits (OPEB)
Funded ratio (plan assets as a % of 0%
2021 year of OPEB reporting
plan liabilities) Net liability, OPEB $ 207,096
(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 Santa Barbara County Employees’ Retirement System. General
employees are members of General Plan 5B for employees who started prior to January 1, 2013 and
PEPRA Plan 8 for employees who started after this date. All plans benefit of members are based
upon a combination of age, years of service, final average salary (generally the 12 highest paid
consecutive months), and the benefit options selected. Cost-of-living adjustments after
retirement are provided in these plans. The District maintains sufficient liquidity to ensure its
ability to meet short-term obligations, while also providing for long-term needs of the District.
OPEB Obligations and Payments
The District has adopted a pay-as-you-go basis for funding retiree medical benefits. The District’s
plan for its OPEB obligations offers retirees the same health plans as active District employees, as
well as enhanced senior plans for retirees on Medicare. Retiree premiums are rated separately
from active District employees; as such, the District does not have a retiree premium implicit rate
subsidy.
270 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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Coverage of Net Post-Employment Liabilities
2.5 0.8
2 0.6
1.5
0.4
1
0.2
0.5
0 0
2016 2017 2018 2019 2020 2021
2016 2017 2018 2019 2020 2021
Agency Assets (other than capital) $1,343,583 $1,655,801 $1,811,373 $1,639,153 $1,820,888 $2,092,412
Net Liabilities (pension & OPEB) $686,290 $914,829 $979,096 $1,010,273 $1,081,837 $1,250,166
CHAPTER THREE: F. SUMMERLAND SANITARY DISTRICT
The District provides a monthly insurance premium subsidy of $15 (whole dollars) per year of
credit service from the 401(h) account for Eligible Retired Participants participating in a District-
sponsored health insurance plan. If an Eligible Retired Participant does not participate in the
District-sponsored health then the maximum monthly amount paid is $4 (whole dollars) per year
of credited service. a member is eligible for a disability retirement benefit and can receive a
monthly health plan subsidy of $187 (whole dollars) per month or a subsidy of $15 (whole dollar)
per month per year of service, whichever is greater. Survivors of Eligible Retired Participants
(Spouses and Dependents) continue to receive a subsidy proportionate to their percentage of the
retiree’s pension benefit (if any). And its employees have not negotiated changes to OPEB benefits
for new employees, significantly reducing the District’s liability going forward.
Enterprise Funding
The District budget includes operational and capital expenditures for Funds #5215, #5216, &
#5217. In FY 2020/2021, the District’s actual budget expense was $1,210,811 and increased that to
$1,258,414 for FY 2021/2022. 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.
Wastewater-Expenditure
1.2 0.875
0.87% 0.87% 0.87%
0.87
1
0.865
Sewer 0.86% 0.86
0.8
0.855
0.6 0.85% 0.85
0.845
0.4 0.84% 0.84
FB FB
FB
0.2 FB FB 0.835
FB 0.83
0 0.825
2016 2017 2018 2019 2020 2021
Asset Maintenance and Repair
The District’s budget includes improvement budgeting through its Capital Replacement and
Repair Fund 5216 and Fund 5217. In FY 2020/2021, the District budgeted $151,000 and reduced
that to $145,000 for FY 2021/2022 and in FY 2202-2023 total budgeted expenditures for
equipment capital replacement were $928,300.
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CHAPTER THREE: F. SUMMERLAND SANITARY DISTRICT
C apital Improvements
The District does not have a capital improvement plan (CIP) at this time. The District routinely
adopts Capital Improvements through its budget that identifies and prioritizes improvements
and costs. The FY 2022/2023 include equipment cost of $153,300 which include emergency
replacement of the treatment plant's blowers #1 & #2 and infrastructure costs of $800,000 to
include emergency outfall rehabilitation.
Long-term Liabilities and Debts
The District entered into a loan agreement in March 2022 with CSDA financing to purchase a loan
for $500,000, with a 10-year term and a 3.1% interest rate. The principal and interest payments for
the fiscal year 2022-23 are budgeted at $58,915. The District also has long-term liabilities towards
the pension and OPEB benefits.
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 Summerland Sanitary does not have any opportunities to
do so. Due to relative distance between the District’s infrastructure and other communities,
opportunities for shared facilities are limited. It is unlikely that a proposal would be feasible in
the near future. If dissolution is continued to be studied, options for shared facilities could also
be evaluated.
Rate Structure
Sewer rates for the District were last updated and adopted by the Board of Directors in December
2017. The rates are based on a 2017 Financial Plan and Rate Study prepared by Raftelis Financial
Consultants, Inc. and undergo periodic review and adjustment, per District policy.
Wastewater Fees (Effective July 1, 2022)
A. Connection Fees (represents share of capital costs)
Residential Baseline Capital Recovery Fee – $12,317 per new equivalent dwelling unit
B. User Fee per Year
Base Rates*
272 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: F. SUMMERLAND SANITARY DISTRICT
Residential Users – Per EDU $1,2 19
Meeting hall/church
w/o kitchen $1,950
with kitchen $6,583
Food market
Less than 5,000 sq. ft Over 5,000 $2,828
sq. ft. $4,254
w/food service $8,655
w/food grinder $8,655
Bar – no food service $2,438
Barber/beauty w/less than 3 $2,255
operators
Bed and breakfast – per 10 rooms $3,657
Mixed use:
One unit per dwell. + other
assignable units. Sum the various
uses
Offices – per 10 employees / no $1,219
kitchen
Offices – per 10 employees / with $2,840
food service
Offices – per 10 employees - $2,840
medical/dental
Retail – per 1,000 sq. ft. $1,219
Small retail – no kitchen – under $853
400 sq. ft.
Restaurants – per 1000 sq. ft. $8,411
Schools – per 40 students $1,219
Fire station $2,438
Park w/restrooms + residence $2,438
Coffee shop - per 1,000 sq. ft. $1,219
Health club - per 1,000 sq. ft $2,438
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CHAPTER THREE: F. SUMMERLAND SANITARY DISTRICT
F igures F-3 shows a rate comparison for six South County Communities. The following charts
show the comparison of one City, four sanitary Districts, and one CSA. Overall, Summerland
Sanitary sewer rates for residential customers are higher than other communities in the South
County area. The charts are based upon a sample billing using “1 unit” as a basis.
$120
90.36 98.09
$100
$80
60.96
44.20 59.82
$60
$40 21.83
$20
$0
CSA 12 Goleta West Goleta San City of SB Summerland Carpinteria
San San
ORGANIZATION
Governance
Summerland Sanitary governance authority is established under the Sanitary District Act of 1923,
(“principal act”) and codified under Health & Safety Code, section 6400-6830 et seq. This
principal act empowers Summerland Sanitary to provide a moderate range of municipal services.
A list comparing active and latent powers follows.
Active Service Powers Latent Service Powers
- Wastewater Operate & Collect Garbage/Refuse Dumpsites
- Recycled Water Storm Drains
- Disposal Water Service
- Compost or byproducts Street Sweeping-Cleaning
Governance of Summerland Sanitary District is independently provided through its five-member
Board of Directors that are elected at-large to staggered four-year terms. Summerland Sanitary
District holds meetings on the second Thursday of the month. The meetings are held at the
District’s Office on 2435 Wallace Avenue, Summerland, California at 3:00 p.m. A current listing
of Board of Directors along with respective backgrounds follows.
274 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
sralloD
Bill Comparision -Monthly Residential Sewer -1 Unit
1 unit = varies per each agency
South County Communities
CHAPTER THREE: F. SUMMERLAND SANITARY DISTRICT
Summerland Sanitary |
Current Governing Board Roster
Member Position Background Years on District
Jolene Colomy President Administrator 13
James Witmer Vice President Real Estate 4
Gary Robinson Secretary Attorney 2 mo
John Franklin Director Finance 26
Martin Tucker Director Public Services 14
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.
Summerland Sanitary District Website Checklist
website accessed 7/25/22 http://summerlandsd.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
§6270.5 posted it to website?
X
Government Code Agency has current agenda posted to website
§54954.2 homepage and is accessible through a prominent, X
direct link?
Government Code Agency’s website provides information on compensation of
§53908 elected officials, officers and X
employees or has link to State Controller’s Government
Compensation website?
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CHAPTER THREE: F. SUMMERLAND SANITARY 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: Summerland Sanitary is an independent board-governed District. Refer to http://summerlandsd.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 water, wastewater, and stormwater services met their needs and/or identify any unmet
needs. The questions identify key components recommended by LAFCO staff.
Summerland Sanitary District Questionnaire
Revenues, Types of Service, and Resources
Summerland Sanitary |
Responses by Respondence
Questions Satisfactory Unsatisfactory Undecided
1. Overall, are you satisfied with the level of water, - - -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment - - -
provided with the level of water, wastewater, or
stormwater 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 Summerland Sanitary District at this time.
276 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
G. 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
Chief inspector: Brian McCarthy
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 Goleta Water District
provides water services within EMID boundary, as they overlap. 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.
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278 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: G. 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 2020, it was estimated that the District serves 174 residential
parcels, rural homesite, orchards, veterinary office, and the Bacara Resort.
OPERATIONS
Embarcadero Municipal Improvement District provides sewage collection services under
contract with Goleta West Sanitary District. All wastewater treatment is provided by Goleta
Sanitary District regional treatment plant. The sewer system is comprised of 3.63 miles of gravity
sewer lines and one (1) lift station that serve 155 single family residences. Goleta Water District
provides water services within EMID service boundary.
The District’s general revenues come from ad valorem taxes on real estate and unsecured property.
The District has created specific reserves to replace needed equipment and buildings. In June,
2021, this fund was estimated to contain $1,899,907.
The District under legislature was authorized to provide adequate water supply, storage and
distribution systems for public and private purposes, facilities for treatment and disposal of
sewage and storm water, street and highway lighting facilities and certain recreational facilities
for parks and playground, and small craft harbor facilities. Further, the District was empowered
as 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 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 continues to look to the future with regard to challenges and issues such as repair
and replacement of the District owned sewer lines and storm drainage conduits, the potential
need to underground utilities for safety purposes, the renewal and development of District Parks
and Recreations facilities and activities, and the public's desire to retain the rural nature of the
District, providing increased services to areas within our District boundaries, while maintaining
local control and monitoring growth and development within our Sphere of Interest. Long term
planning sessions resulted in the update of a Master Plan for the District in 2010, and the
development of the District's Sewer Service Management Plan in 2013. A new Recovery Contract
LAFCO
of Santa Barbara County 279
CHAPTER THREE: G. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT
b etween the Goleta West Sanitary District and EMID was signed in late 2010, creating a new
revenue stream for the District.
New construction projects will require sewer service fees be collected on behalf of EMID to
reimburse original costs for sewer infrastructure paid for entirely by EMID residents. The
Covenants, Conditions, and Restrictions were updated and renewed in early 2011.
Five Year Objectives:
• Update, renew, and maintain existing Parks and Recreational facilities
• Create new Parks and Recreational facilities
• Increase public Parks and Recreational programs
• Install additional storm drainage facilities as required. Improve maintenance of existing
facilities.
• Continue adding funds to the sewer replacement fund
• Expand public outreach programs and information through a new web site
Ten Year Objectives
• Sewer line repairs/replacements
• Drainage facilities improvements
The District has developed a Sewer Service Management and Emergency Response Plan. The
District continues to maintain its excellent record for No Sanitary Sewer Spills.
The District has implemented a Public Outreach program in an effort to keep the public informed
and received valuable input from the community with regard to project priorities and the
administration and management of District funds.
LAFCO of Santa Barbara County encourages the District and the Goleta West Sanitary District
to continue Joint Powers Agreement for sewer services. Other partnerships with agencies that
share wastewater treatment services to continue to plan for upgrades as necessary.
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
280 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: G. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT
providers to assume responsibilities within this area. Therefore, LAFCO staff recommends that
the District continue to discuss pos sible 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
As described earlier, GWD provides water to customers within EMID. Embarcadero Municipal
Improvement District has a JPA Agreement with Goleta West Sanitary District and a Recovery
Contract. 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
LAFCO
of Santa Barbara County 281
CHAPTER THREE: G. 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 $547.0 million as of April 2022 and translates
to a per acre value ratio of $529,020. The former amount further represents a per capita value of
$547,007 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.
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CHAPTER THREE: G. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT
POPULATION AND GR OWTH
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 G-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.
LAFCO
of Santa Barbara County 283
CHAPTER THREE: G. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT
D isadvantaged 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 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. 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.
284 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: G. 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 (2020 Census):
City of Goleta (Bacara Resort) 0
Entire District 1,000
Assessed Valuation (FY 21-22: District portion) $547,007,049
Number of Treatment Plants transported to
GSD
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire District (FY 20-21) $423
Average Portion of County 1% Property Tax Received 7¢/$1
Ending Total Fund Balance (June 2021) $1,899,907
Change in Total Fund Balance (from June 2018 to June 2021) 69%
Total Fund Balance/Annual Revenue Total (FY 20-21) 449%
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 contracts for wastewater collection, treatment,
and disposal services with Goleta West Sanitary District. The District is staffed by one (1) full-
time General Manager and one (1) part-time park staff.
The pervious section lists the other services EMID is empowered to provide. All other services
provided by the District are not the primary focus of this report and will be discussed in greater
detail under the appropriate future MSR Study.
LAFCO
of Santa Barbara County 285
CHAPTER THREE: G. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT
W ASTEWATER INFRASTRUCTURE AND PUBLIC FACILITIES
Collection System
The Sanitation system is comprised of 19,185.54 linear feet of pipe, or about 3.63 miles within 96
sections of pipe, mostly comprised of a combination of ACP and VCP. Most sections are 8” in
diameter with some 10” and 12”. There are 92 manholes and one clean out.
Treatment System
The WWTP was originally constructed in 1944 and located on 12 acres of Goleta Sanitary
District-owned land located at One William Moffett Place in Goleta. The Goleta West Sanitary
is currently permitted 3.12 million gallons per day (MGD) capacity rights that GWSD owns in
the regional treatment plant of which EMID portion is included.
Disposal
Disposal is provided by Goleta Sanitary District.
Types of Services
Collection X
Treatment -
Disposal -
Recycled -
Other X
Embarcadero Municipal Improvement District
Formation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant & Booster Stations
Address Acquired/Built Condition Size
Field Lift Station, Emily ~ 1971 Excellent X2 – 75 hp-1500 gpm
8200 Calle Real, Goleta – 40 hp-
600 gpm
Built by Rancho Embarcadero and dedicated to GWSD (IVSD) it was put into service in 1971.
Emily receives wastewater from EMID (~155 SFR) and the San Miguel neighborhood (~131 SFR).
Emily is a prefabricated Smith & Loveless pump station mated to a built-in-place concrete wet
well. The primary lead pump #1, a 30 HP/250 GPM fixed speed pump, was added in 2003. The
two original 75 HP/1500 GPM fixed speed pumps, pump #2 & 3, are called to run in the event of
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CHAPTER THREE: G. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT
the wet well level exceeding the call-t o-run setpoint, or should pump #1 fail. There are redundant
(two) 8” HDPE force mains at Emily u tilized to pump/lift wastewater to the GWSD gravity sewer
system at the intersection of Calle Real and Cathedral Oaks Road. Approximate length of each
force main - 2150’.
Connections
Type # of Acct % of Total
Single-Family 155 99.4%
N/A N/A
Multi-Family
N/A N/A
Commercial
Industrial (Inc in N/A N/A
Commercial)
Agricultural/Other 1 0.6%
Total Staffing
Personnel Per 1,000
population
Full time Operators 0 1.8
Emergency Operators 0 0
Administrative Personnel 1 0.1
Other District Staff 1 n/a
Embarcadero Municipal Improvement has a total of two (2) employees.
Wastewater operations are contracted with Goleta West Sanitary
District.
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
General Manager (1) 40 40
Parks Personnel (1) n/a n/a
LAFCO
of Santa Barbara County 287
CHAPTER THREE: G. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT
W astewater Capacity
Embarcadero Municipal Improvement collects and transports
wastewater to the Goleta Sanitary District regional treatment
plant that has a permitted treatment capacity of 9.7 mgd.
System Demands
Embarcadero Municipal Improvement service area’s average
annual wastewater dry weather flow is - 85,000 gpd; Peak dry
weather flow is - 171,000 gpd. The existing system serves EMID’s
needs.
Service Performance
Embarcadero Municipal Improvement contributes to the average
annual wastewater collection demand generated for subsequent
treatment and disposal at the Goleta Sanitary District regional
treatment plant as part of the Goleta West Sanitary District capacity. Of the combined amount,
it is estimated by LAFCO this represents 64% of permitted capacity.
Embarcadero Municipal Improvement District
Formation, Revenues, Attributes, Types of Service, and Resources
Total Collection Inspected, Repaired, Added -EMID
1
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Video Cleaned Replaced Added
Source: EMID Data.
Note: Information is for the entire District. Also, this table tabulates miles of lines cleaned, replaced, added,
and videoed. Additional upgrades preformed regarding lift stations and treatment plant.
288 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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The Goleta Sanitary maximum daily
capacity to convey wastewater to
the regional treatment plant for
treatment and disposal is 9.7 million
gallons.
The estimated average annual
wastewater flows generated during
the report period among EMID
users in the service area is 85,000
gpd.
LAFCO estimates Goleta Sanitary is
presently operating at 64% capacity
within Goleta Valley.
CHAPTER THREE: G. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT
Upgrades or Repairs Completed -EMID
FY -2020-2021
1
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1 0% 0% 0% 0% 0% 0% 0%
0
Inspected Cleaned Replaced Added Video Booster Treatment
Stations Plant
Upgrades/Repairs
Source: EMID Data.
Note: Information is for the entire District.
The Embarcadero Municipal Improvement District
VVCSD Snapshot: FY2022
provides water and wastewater collection and
Planning Reports Year Updated
transport services to its constituents either directly or
Community Plan 2015
through contract agreements and plans for them in Joint Powers Agreement 1984
various planning documents, including the Sewer Sewer System Mgmt. Plan 2016
Strategic Plan 2005
System Management Plan, Capital Improvement Plan,
Capital Improvement Plan N/A
and Strategic Plan prepared in 2005. The County’s Water Reliability Study 1994
Goleta Valley Plan, which was last updated in 2015, Rate Study 1999
Climate Plan N/A
contains a Land Use, Public Facility, and Resource
Constraints.
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.
LAFCO
of Santa Barbara County 289
CHAPTER THREE: G. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT
District Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Property Taxes $387,458 91.6% $394,686 99.0%
Investment income $35,023 8.3% $3,664 1.0%
$634 0.1% $87 0.0%
Other
Revenue total $423,115 100.0% $398,437 100.0%
Source: Embarcadero Municipal Improvement, Financial Statements, June 30, 2020 and 2021, 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.
EMBARCADERO MUNICIPAL IMPROVEMENT
Fiscal Trends-EMID
2
1.5
1
0.5
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
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CHAPTER THREE: G. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT
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
2016-17 2017-18 2018-19 2019-20 2020-21
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
2016 $ n/a $ n/a 1.4
1 2017 $ 296,066 $ 211,440 1.4
2018 $ 312,785 $ 211,763 1.4
0.5
2019 $ 414,948 $ 252,474 1.6
0 2020 $ 423,115 $ 199,107 2.1
2016 2017 2018 2019 2020 2021 2021 $ 398,437 $ 222,406 1.8
Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2017 2018 2019 2020 Trend
Funded ratio (plan assets as a % of plan liabilities) 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%
2021 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 291
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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: G. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT
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.
Enterprise Funding
The District budget includes wastewater services for operating permit. In FY 2020/2021, the
District’s actual budget expense was $3,000 and remains the same 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.
Wastewater-Expenditure
250 1.2
1% 1 200
0.9%
0.8
150 0.7% 0.7% 0.7% 0.7%
0.6
100 FB
0.4
50
0.2
Sewer
0 0
2016 2017 2018 2019 2020 2021
Asset Maintenance and Repair
During 2020, GWSD completed a closed-circuit television (CCTV) inspection of the District area.
No major problems were found, primarily due to GWSD rehabilitating problem sewer mains
during 2010. Due to the good condition of sewer mains throughout the District, GWSD changed
the 5-year CCTV schedule to a 7-year CCTV schedule to increase efficiency. The District is
scheduled to be CCTV inspected again in 2027.
292 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: G. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT
Capital Improvements
The District does not have a Capital Improvement Plan (CIP) at this time. A list of CIP projects
for FY 21-22 are listed below.
Projects Budgeted or Estimated 2021 to 2022
Project 1: Meadows Park $ 20,000
Project 2: Tree Trimming $ 20,000
Project 3: Playground Area Improvements $ 5,000
Project 4: Safety & Security Camera System (Internet/Cloud Data Storage Charged
Quarterly) $ 25,000
Project 5: Park & Rec Program Devel $ 5,000
Project 6: Entrance and Parking Lot Hardwire Lighting $ 1,000
Project 7: Bridge (Planning, etc) $ 25,000
Project 8: EMID Files Destruction, Documentation and Digitization $ 10,000
Project 9: Emergency Storage (face masks, caution tape, portable generator, etc.) $ 10,000
Project 10: Document Shredding $ 2,000
Project 11: Calle Real Path Maintenance with addition of Crushed Granite or Other $ 10,000
Project 12: Riding Ring Pathways and Hillside Poison Oak Suppression $ 5,000
Project 13: Back Up Power 22 kW Generator, 200 Amp Upgrade and Two Electric Vehicle
Stations $ 30,000
Project 14: Trellis over Grass near BBQ $ 10,000
Project 15: Community Center Bathroom Shower Remodel $ 25,000
Project 16: Dog Park Fencing/Mitt Station Rental for 6-month Trial Period if Survey supports
it. $ 5,000
Project 17: Addressing Flood Problem Area near 600 Block of Vereda del Ciervo $ 20,000
Project 18: EMID Finance and Project Information Storage Equipment $ 5,000
Long-term Liabilities and Debts
The District does not have any long-term debt.
LAFCO
of Santa Barbara County 293
CHAPTER THREE: G. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT
O pportunities 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.
Rate Structure
Sewer rates for the District are provided by the Goleta West Sanitary District. The last updated
and adoption by the GWSD Board of Directors was in April 2020. The rates were based on a 2020
Wastewater Connection and Miscellaneous Fees Report prepared by Raftelis Financial
Consultants, Inc. and undergo periodic review and adjustment.
Wastewater Fees (Effective July 1, 2020)
A. Connection Fees (represents share of capital costs)
Residential – SFR $4,060, MFR $4,060 per ERU. Non-Residential - $4,060 per ERU
B. User Fee per Month
Residential Base Rates*
All users $262.00
Surcharges (per ERU)
Hotels, Motels, Boarding, $26.00
Dorms, Lodging
Figures G-3 show a rate comparison for six South County Communities. The following charts
show the comparison of one City, four sanitary Districts, and EMID. Overall, Embarcadero
Municipal Improvement sewer rates for residential customers are slightly lower than other
communities in the South County area. The charts are based upon a sample billing using “1 Unit”
as a basis.
294 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: G. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT
$120
98.09
$100
$80
60.96
59.82
$60
44.20
$40
21.83 21.83
$20
$0
EMID Goleta West Goleta San City of SB Summerland Carpinteria
San San
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.
LAFCO
of Santa Barbara County 295
sralloD
Bill Comparision -Monthly Residential Sewer -1 Unit
1 unit = varies per each agency
South County Communities
CHAPTER THREE: G. EMBARCADERO MUNICIPAL IMPROVEMENT DISTRICT
Embarcadero Municipal Improvement |
Current Governing Board Roster
Member Position Background Years on District
Michael Taylor President Medical Device Sales 2
Holly Duncan Vice President College Admissions 3
Peter Bohley Vice President Engineer 2
Tom Menna Financial Officer Retired Engineer 5
Noel Langle Secretary Retired County Planner 11
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 8/25/22 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?
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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 water, wastewater, and stormwater 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 water, - - -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment - - -
provided with the level of water, wastewater, or
stormwater 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.
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H. Carpinteria Valley Water District
Administrative Office: 1301 Santa Ynez Avenue, Carpinteria, CA 93013
Phone: 805/684-2816 Ext 112
Fax: 805/880-0480
Email: bob@cvwd.net
Website: www.cvwd.net
General Manager: Robert McDonald
Operations Manager: Greg Stanford
SUMMARY
The Carpinteria Valley Water District provides potable water to the City of Carpinteria and
surrounding unincorporated residential, commercial and agricultural customers in the
Carpinteria Valley to approximately 15,966 people throughout 17.3 square miles in southern Santa
Barbara County that extends easterly from the Toro Canyon area to the Ventura County line. The
District serves as the Groundwater Sustainability Agency for the Carpinteria Groundwater Basin.
The City of Carpinteria is included within the District. The District receives financial support at
a rate of approximately $965 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 Carpinteria Valley Water District was formed in 1941 as an organization to recharge valley wells
after several dry years which led to alarming drops in the water table. In 1949, voters elected to
participate in the Cachuma Project to bring water from Lake Cachuma behind Bradbury Dam to
the Carpinteria Valley. The Cachuma project was completed in 1953 and District began receiving
deliveries in 1954. In 1991, voters elected to participate in the State Water Project. The District
has three primary sources of water supply – groundwater from the Carpinteria Groundwater
Basin, surface water collected and stored in Lake Cachuma (Cachuma Project water), and SWP
supplies also stored in Lake Cachuma. The District’s service area comprises approximately 11,098
acres. In 1997, the District adopted an AB3030 Groundwater Management Plan establishing its
authority as the groundwater management agency, now Carpinteria Basin GSA.
The Carpinteria Valley Water District overlaps the Carpinteria Sanitary District, City of
Carpinteria, Carpinteria/Summerland Fire Protection District, County Service Areas 11 (Parks)
and 32 (Law Enforcement), Santa Barbara Metropolitan Transit District, Santa Barbara Mosquito
and Vector Control District, Cachuma RCD, County Flood Control & Water Agency, and
Carpinteria Cemetery District.
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The District estimated it serves a population o f 15,966 people, with 13,335 living within City of
Carpinteria. The District anticipates a growth r ate of approximately 0.7 percent a year within its
boundaries in the coming years. In 2020, it was estimated that the District serves 6,553 parcels,
5,156 in City of Carpinteria, and 397 in unincorporated areas serving approximately 4,490
connections with approximately 3,437 acres of orchards (typically citrus and avocado), and various
nurseries and greenhouses.
OPERATIONS
Carpinteria Valley Water District is a single purpose enterprise supported solely by the revenue
obtained from the customers it serves. Operation and Maintenance are composed of seven (7)
operators and treatment/distribution staff, including an Operations Manager, Treatment
Foreman, Distribution Foreman, Water Treatment Operator, and three utility workers. District
personnel are certified under the Drinking Water Operator Certificate Program with the State
Water Board, as required.
The District’s existing water system includes five wells, but only two are functional, with a total
capacity of 3.98 million gallons per day (MGD). These wells are located centrally to the suburban
section of Carpinteria. The District constructed a new well, Headquarters Well, and a
replacement well for El Carro in the last 20 years. These wells were constructed in recent years
and retain the ability to both extract and inject Cachuma Project or SWP water. CVWD also
owns and operates three reservoirs with a combined storage capacity of 10.7 acre-feet (AF). These
reservoirs include Shepard Mesa (0.15 AF), Foothill (9 AF), and Gobernador (1.53 AF). The
District owns and operates a total of 88.8 miles of distribution pipelines.
The District’s revenues come from water sales, service charges, and capital fees for new
developments. The District has created specific reserves to replace needed equipment and
facilities and to meet emergency needs. On June, 2021, these funds were estimated to contain
$1,000,000 (operating reserve), $11,213,273 (capital reserve), and $582,750 (emergency reserve).
The District’s current operating expenses include personnel, general expenses such as training,
office supplies, licenses and permits, NPDES monitoring, utilities, biosolids disposal, supplies and
equipment, repair and maintenance, and other outside support services. The District continues
to pursue a joint indirect potable reuse water recycling project with Carpinteria Sanitary District.
The District Board of Directors is composed of five Members who are elected by divisions to four-
year terms. The Board meets on the 2nd and 4th Wednesday of every month at the District
Boardroom located at 1301 Santa Ynez Ave, Carpinteria 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.
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CHAPTER THREE: H. CARPINTERIA VALLEY WATER DISTRICT
OPPORTUNITIES & CHALLENGES
The Carpinteria Valley Water District has identified the need to reduce reliance on surface water
and storage and Lake Cachuma. The CVWD has evaluated the Carpinteria Advanced Purification
Project (CAPP) that could increase supply reliability by creating a drought-resistant supply that
is less affected by regional or statewide disasters or accidents. There is limited opportunity for
development in service area due to the City’s near-build-out condition and land use designations
in the unincorporated portion of CVWD’s service area.
The CAPP involves the construction and operation of an advanced water purification facility
(AWPF), injection wells, and pipelines to create up to 1.2 million gallons per day (mgd) of new
water suitable for groundwater recharge and later recovery for potable use. The Proposed Project
components include additional treatment facilities at the Carpinteria Wastewater Treatment
Plant (WWTP), pipelines, injection and monitoring wells, pump stations, storage tanks, and
other facilities that create advanced treated recycled water and recharge it into the Carpinteria
Groundwater Basin.
The CAPP will create a new source of water that can ultimately be used for potable municipal
supply. It will create a sustainable and locally controlled future water supply that will address
vulnerabilities to CVWD’s current water supply systems and sources, such as State Water Project
(SWP) conveyance system capacity limitations, decreased reliability of imported water, and
increasing costs to sustain reliability; projected yield reductions for the Cachuma Project,
increased competition for Lake Cachuma storage, and vulnerability of Cachuma Project
conveyance systems; and stricter groundwater management resulting from Sustainable
Groundwater Management Act (SGMA) implementation.
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 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
provider 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.
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Regional Collaboration
The Carter and Ortega Groundwater Treatmen t Plant Facilities is shared with the Carpinteria
Valley (20%) and Montecito (19.7%) Water Districts and City of Santa Barbara for water
treatment. The District 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 Cachuma master
Contract was renewed or extended in 2020.
There have been and continue to be many programs implemented by the District, in conjunction
with the Santa Barbara County Water Agency and other local water purveyors through the
Regional Water Efficiency Partnership (RWEP). Santa Barbara County Water Agency
established a partnership with 18 local water purveyors 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. 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 District 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 District is collaborating with the Carpinteria Sanitary District for a joint indirect potable
reuse water recycling project in the future. The District also participates in the Integrated
Regional Water Management Plan Program, including partnerships with Central Coast Water
Authority and Cachuma Operation and Maintenance Board. 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 District continues to participate in planning and
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CHAPTER THREE: H. CARPINTERIA VALLEY WATER DISTRICT
p rograms concerning water demand management issues and urban water management in Santa
Barbara County and the State of California. Additional benefits of participation include enhanced
w ater resource flexibility in the event of operational disruption, extended drought, or other
emergencies.
Casitas Municipal Water District (CMWD), the Central Coast Water Authority, and the District
are currently collaborating to implement the Ventura-Santa Barbara Counties Intertie Project
(also known as the Casitas Intertie Project). The Project will construct 6,000 feet of bi-direction
pipeline and two pump stations to convey water from the District to CMWD.
SPHERE OF INFLUENCE & BOUNDARIES
The Sphere of Influence for the Carpinteria Valley Water District boundary is coterminous with
the District service area. The District currently has no Sphere of Influence beyond the boundary
it serves. No significant projects have been identified outside the District boundary that would
require District services at this time. No significant changes are anticipated to District boundaries.
A map of the District’s Sphere of Influence and boundaries can be seen at the beginning of this
profile.
Sphere of Influence Study Areas
For study purposes, LAFCO staff has prepared the following table and map that includes one (1)
area to be considered as the Study Areas for the Sphere of Influence. The Study Area is used to
help analyze and identify which properties should be added, remain, or excluded from the Sphere
of Influence. A summary of the Study Areas is listed in the table below:
Table H-1: Carpinteria Valley Water Study Areas
Study Description Acres Existing Prime Constraints
Area Zoning AG Land
Carpinteria Valley 1.01
1 Single-Family Residential Yes Unknown
Water Overlap
8-R-1 Overlapping providers
Totals 1.01
The Study Area is 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 this Municipal Service Review and information
provided by the District. The one (1) Study Area is outside the District’s service area, currently
being served by the District.
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SOI Study Area #1 – Carpinteria Valley Water Overlap (Located in SB County; Outside SOI).
These two parcels total 1.01 acres located along the shared boundary between MWD and CVWD.
APNs 005-390-080 and 005-390-078. The property is developed with a residential single-family
home and adjacent vacant lot.
The CVWD and MWD have infrastructure in the area. The CVWD currently provided water
through their existing infrastructure. The customers are charges MWD water availability charges
but not receiving benefits of the District. Both parcels are outside of the CVWD Sphere and
service area.
Figure H-2
SOI Study Area #1
Study Area
Existing SOI
District Line
1.01 acres
Residential
1
LAFCO Staff Recommendation. The SOI should be added in Study Area One. Staff
recommendation is to expand Study Area One within Carpinteria Valley Water District Sphere
of Influence. The District currently has infrastructure in the area and the property is currently
being served by CVWD. Otherwise, the two agencies would need to clear up customer billing
records. This would clarify billing, avoid staff time for both agencies to true up water usage each
month, accurately reflect both CVWD and MWD service boundary, and provide clear messaging
to the customers about water source and water related emergencies/notices as they arise. A
reduction to the MWD would be required. A future annexation change of organization would
also need to be processed.
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CHAPTER THREE: H. CARPINTERIA VALLEY WATER DISTRICT
B OUNDARIES
Jurisdictional Boundary
Carpinteria/Summerland-Fire
Carpinteria Valley Water District’s existing boundary spans jurisdictional boundary spans 17.3
square miles with 89% being
approximately 17.3 square miles in size and covers 11,098 acres
unincorporated and under the land
(parcels and public rights-of-ways) of contiguous areas with use authority of the County of Santa
Barbara. The remainder of the
slightly less than five-one hundreds in City of Carpinteria. Nearly
jurisdictional boundary lies within
89% of the jurisdictional service boundary is unincorporated and the City of Carpinteria.
under the land use authority of the County of Santa Barbara. The
remaining portion of jurisdictional service lands approximately 11% of the total is incorporated
and under the land use authority of the City of Carpinteria. The District serves one area outside
of its jurisdictional service area under out-of-agency-service agreement. Overall, there are 11,020
registered voters within the jurisdictional boundary.
Carpinteria Valley Water |
Boundary Breakdown By Service Area
Total % of Total Total Number of
Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters
Carpinteria Valley WD 10,583 87.6.% 6,552 11,020
City of Carpinteria (1,192) 5.0% (5,105) (9,087)
005-390-080 and 005- 1.01 0.0 2 TBD
390-078
Casitas Customers 2 0.0% 4 TBD
Totals 23,991 100.0% 6,557 11,020
Carpinteria Valley Water |
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 9,252 87.4% 5,156 1,933
City of Carpinteria 1,331 12.6% 1,397 9,087
Totals 10,583 100.0% 6,553 11,020
Total assessed value (land and structure) is set at $5.3 billion as of April 2022, and translates to a
per acre value ratio of $509,814. The former amount further represents a per capita value of
$337,294 based on the estimated service population of 15,996. Carpinteria Valley Water District
receives 14.3 million dollars in annual charges for service in revenue generated within its
jurisdictional boundary.
The jurisdictional boundary is currently divided into divided into
Close to 95% of the
6,552 legal parcels and spans 10,583 acres. The remaining
jurisdictional boundary is under
jurisdictional acreage consists of public right-of-ways. private ownership, and of this
amount slightly more than one-
Approximately 95% of the parcel acreage is under private
half having been developed.
ownership with 58% having already been developed and/or
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improved to date, albeit not necessarily at the highest density as allowed under zoning. The
remainder of private acreage is entirely undev eloped and consists of 135 vacant parcels that
collectively total 238 acres.
Carpinteria Valley Water District
Formation, Revenues, Attributes, Types of Service, and Resources
District Formation and Duties
Formation Date 1941
County Water District Law, Water Code, section 30000 et
Legal Authority
seq.
Five Directors elected to four-year terms by division elections.
Board of Directors
Agency Duties Provide water treatment and distribution services for potable
and recycled water to residential, commercial and agricultural
customers
POPULATION AND GROWTH
Population
The U.S. Census Bureau estimated the 2020 population of Carpinteria Valley Water District to
be 15,966. 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 City of Carpinteria population as
13,900 by 2020 and Carpinteria unincorporated areas estimated at 4,700. Between 2013 and 2022,
the population of the water district within the Unincorporated area increased by 1,350 people.
However, since 2010, the City’s estimated population has increased by 224 persons. Overall, City
of Carpinteria represents about 3 percent of the County’s population.
Demographics for the Carpinteria Valley are based on an age characteristics report prepared by
SBCAG in 2017 and American Community Survey. These statistics are cited herein, which
identified the largest age group represented in Carpinteria Valley as 18 to 64 group at 56.8 percent.
Approximately 23.2 percent of the population was in the 65 or older years age group and 20
percent in the under the age of 18 group.
According to the 2020 U.S. Census, approximately 53.2 percent of the total population identified
themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic
group in Carpinteria Valley, comprised 41.5 percent of the total population.
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CHAPTER THREE: H. CARPINTERIA VALLEY WATER DISTRICT
P rojected Growth and Development
The City of Carpinteria General Plan serves as the City’s vision for long-term land use,
development and growth, and provides the City’s vision within its Planning Area. The City’s
General Plan was adopted in 2003, although the Housing Element is updated every 8 years in
accordance with state regulations and spans the 2023-2031 planning period. The City is currently
underway with a General Plan/LCP update with the intent to complete it over the next 2-years.
The current City of Carpinteria Housing Element (2023-2031) identifies an estimated growth rate
of 0.7 percent within the City. The County’s Housing Element, covering the same period estimates
less than one percent growth in the surrounding unincorporated Carpinteria areas, which faces
some constraints. The County’s General Plan covers the unincorporated Carpinteria 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 H-2. Population Growth and Projections (2010–2040)
2010 2015 2020 2035* 2040*
Carpinteria Valley Water District 15,141 14,993 15,996 18,156 18,516
City of Carpinteria 13,044 13,557 13,335 14,500 14,600
County 423,895 441,963 451,840 501,500 513,300
* Assumes trend-based land use capacity within the City. SBCAG regional forecast model.
** DOF Table E4 projections.
Disadvantaged Unincorporated Communities
Senate Bill (SB) 244 of 2011 requires LAFCO to identify and consider disadvantaged
unincorporated communities (DUCs) when preparing MSRs and Sphere updates for Cities and
Special Districts that provide sewer, water, or structural fire protection services. A DUC is defined
by the Water Code as one in which the median annual household income (MHI) is 80 percent of
the statewide average. Incorporated communities also are defined as disadvantaged when the
MHI falls below 80 percent. In 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Carpinteria Valley was $83,974 in 2022, 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
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CHAPTER THREE: H. CARPINTERIA VALLEY WATER 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 all cases, the Carpinteria
Valley Water 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.
Carpinteria Valley Water District
Formation, Revenues, Attributes, Types of Service, and Resources
Attributes
District area (est. square miles):
City of Carpinteria 2.6
Entire District 17.3
Population (2020 Census):
City of Carpinteria 13,335
Entire District 15,996
Assessed Valuation (FY 21-22: District portion) $5,395,361,594
Number of Treatment Plants 1
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire District (FY 20-21) $965
Average Portion of County 1% Property Tax Received N/A
Ending Total Fund Balance (June 2021) $25,842,170
Change in Total Fund Balance (from June 2016 to June 2021) -9.7%
Total Fund Balance/Annual Revenue Total (FY 20-21) 167%
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.
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CHAPTER THREE: H. CARPINTERIA VALLEY WATER DISTRICT
S ERVICES
Overview
Carpinteria Valley Water District provides water treatment and distribution services. The District
is staffed by 19 full-time staff of which five fulfill engineering services, five administrative/
customer service, eight operations and maintenance functions of the District. The District has a
general manager and assistant manager. As a public health and safety water utility the District
provides 24/7 emergency service.
GROUNDWATER MANAGEMENT
Groundwater Sustainability Agency
In accordance with SGMA, the Carpinteria Groundwater Sustainability Agency (CGSA) was
formed in 2020. The members include Carpinteria Valley Water District, the City of Carpinteria,
the Santa Barbara County Water Agency and the County of Ventura. The Board of
Directors includes representatives from the four entities including five (5) Regular Directors from
the Carpinteria Valley Water District, and one (1) Optional Director from each of the other
members.
Groundwater Sustainability Plans
The District is currently preparing a Groundwater Sustainability Plan which is expected to be
completed by end of year 2023.
Data Management
The District is currently preparing a Groundwater Sustainability Plan which is expected to be
completed by end of year 2023. Once completed data management component will be updated.
WATER INFRASTRUCTURE AND PUBLIC FACILITIES
Water Supply
The District has a balanced water supply portfolio with surface water supplies from the Cachuma
Project, surface water from the State Water Project (SWP), and groundwater from the
Carpinteria Groundwater Basin. Potential maximum operational yield of groundwater by the
District is approximately 2,839 AFY, while the long-term average will be approximately 1,200
AFY. The District's maximum local surface water allocation from the Cachuma Project is
currently 2,813 AFY, while the long-term average will be approximately 1,970 AFY. Maximum
allocation from the SWP is 2,200 AFY (including 200 AF of drought buffer), while the long-term
average will be approximately 876 AFY.
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CHAPTER THREE: H. CARPINTERIA VALLEY WATER DISTRICT
LOCAL GROUNDWATER
The District overlays the Carpinteria Groundw ater Basin (DWR Basin No. 3-018), a relatively
large groundwater aquifer, that extends beyond the Ventura County line on the east, to Toro
Canyon on the west, from the foothills of Santa Ynez Mountains to the north, and extending
offshore to the southwest for over a mile. The District relies on this basin as one of its local
supplies.
The Basin includes approximately 16.6 square miles of surface area and multiple water bearing
zones. Total storage in the aquifer is estimated to be approximately 700,000 AF (CVWD, 1986),
while usable storage for the Basin recharge area was estimated to be nearly 38,926 AF (Marks,
2015). Estimated sustainable yield of the Basin Unit No. 1 is approximately 4,000 AFY (CVWD,
2012). It is not anticipated that the District and the private well owners would operate above the
Basin sustainable yield on a long-term basis without implementing efforts to replenish the Basin.
From WY2015 to WY 2019, the District pumped an average of 1,953 AFY from the groundwater
basin, which represents approximately 46 percent of the District’s total supplies over that period.
Groundwater rights in the Basin have not been adjudicated. The District adopted a Groundwater
Management Plan in 1996 in order to establish its role as groundwater manager for the Carpinteria
Groundwater Basin. The Groundwater Management Plan will ultimately be superseded by a
Groundwater Sustainability Plan (GSP) in 2024, which is currently under development.
SURFACE WATER
The District receives surface water supplies from the Cachuma Project and State Water Project
(SWP Over the period 2016 to 2020. The District has received an annual average of 2,448 AFY (62
percent of District’s water supplies) from these sources.
The Cachuma Project includes Lake Cachuma, Bradbury Dam, Tecolote Tunnel, and South Coast
Conduit (SCC) and related distribution systems, which were constructed in the early 1950s. The
lake includes a surface area of approximately 3,200-acres, 42 miles of coastline, and 195,600 AF of
storage. Surface water stored in Lake Cachuma is treated at the City of Santa Barbara’s Cater
Water Treatment Plant (WTP), before being conveyed to the District. The District purchased an
annual average of 1,594 AF from the Cachuma Project over the period 2016 to 2020. This amount
represents 41 percent of the District's total water supplies.
The California State Water Project (SWP) is the largest state-built, multi-purpose water project
in the country. It was authorized by the California State Legislature in 1959, with the construction
of most initial facilities completed by 1973. The SWP’s Coastal Branch serves the San Luis Obispo
and Santa Barbara counties. The Central Coast Water Authority (CCWA) was formed to finance,
construct, manage, and operate the 42-mile extension of the SWP pipeline from Vandenberg to
Lake Cachuma. CCWA contracts with the Santa Barbara County Flood Control and Water
Conservation District (SBCFC and WCD) for SWP water. The SBCFC and WCD is a SWP
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CHAPTER THREE: H. CARPINTERIA VALLEY WATER DISTRICT
C ontractor, and has a SWP allocation of 45,486 AFY, which is divided across eight member
agencies and five other entities (collectively, the “CCWA Participants”). The District contracts
d irectly with CCWA for its SWP allocation, which is set at 2,000 AFY in a normal year.
Additional Existing Water Supply Projects: The District currently participates in two “out of
District storage programs”. The first program includes a cooperative arrangement for
groundwater banking called “Short-Term Water Storage Partnership” (Rosedale-Rio Bravo
Water Storage District and Irvine Ranch Water District), which the District has participated in
since 2008. This program involves storage of SWP water in the groundwater basins managed by
the Rosedale-Rio Bravo Water Storage District. The second program involves the District
temporarily storing SWP carryover water in San Luis Reservoir. The groundwater banking
program and storage in San Luis Reservoir are two programs made available to increase overall
SWP supply reliability. Currently, the District has approximately 560 AF of deliverable water
stored in these two out of District storage programs. Implementation of a portion of these
arrangements, or any future potential water storage or banking arrangements, can reasonably be
expected to provide up to 1,000 AF of supply in future years. The District anticipates increasing
this out of District storage amount between 2021 and 2045.
Sales, Transfers, and Exchanges: The District participates regularly in a SWP exchange program
with Santa Ynez Improvement District No. 1 (ID #1), located downstream of Lake Cachuma.
Under the exchange program, the District typically purchases approximately 400 AF of SWP and
supplies it to ID #1 for its use. In exchange, ID #1 supplies an equal amount of Lake Cachuma
water to the District. In addition, the District can receive water from the Casitas Municipal Water
District (CMWD), which is able to provide surface water from Lake Casitas via an 8-inch piped
connection between CMWD and the District systems. If more flow is required than the capacity
of the existing 8-inch pipeline can deliver, as was the case during the 1987 to 1991 drought, then
an overland pipe can be installed to convey the additional flow. An emergency water exchange
agreement remains in place with CMWD. For this reason, the District has considered this a
limited potential water supply. The District also receives CMWD water for sale to CMWD
customers adjacent to the District service area.
Future Water Supplies: Potable reuse via the Carpinteria Advanced Purification Project (CAPP)
will produce advanced treated recycled water that will be injected into the Carpinteria
Groundwater Basin to be stored and later extracted to meet potable demands. The CAPP is
expected to begin delivering water in 2026, and produce approximately 1,000 AFY of reliable,
drought-proof local supply. Projected maximum available water supplies for the period 2025 to
2045 will be approximately 5,446 AFY, however, this total is not sustainable over multiple
consecutive years.
The City of Santa Barbara reactivated the Charles E. Meyer Desalination Plant in 2017 in response
to the recent historic drought. The plant can provide a supply of up to 3,125 AFY (City of Santa
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CHAPTER THREE: H. CARPINTERIA VALLEY WATER DISTRICT
Barbara, 2021). At present, the District does no t plan to purchase water from the City of Santa
Barbara ocean desalination facility because cos ts of the desalinated water exceed costs of the
District’s other water supplies. The District does not currently have plans to construct a
desalination treatment plant nor purchase desalinated water from any agency.
During the 1987 to 1991 drought, the District and other Cachuma project members made use of
water from Casitas Lake (managed by CMWD) in Ventura County. Although the drought
affected CMWD supply, they still had excess water to sell to water purveyors in Santa Barbara
County. An 8-inch pipeline exists between the CMWD and the District systems. The District is
collaborating with CMWD to implement the Ventura-Santa Barbara Counties Intertie Project by
2023. An emergency water exchange agreement remains in place. The District has considered this
source a limited potential water supply.
Recycled Water: Acceptable uses of recycled water include irrigating crops, parks, and golf
courses, as well as water needed for groundwater recharge, industrial processes, power plants,
firefighting, and other similar uses, depending on quality of the recycled water. The District does
not currently produce or use recycled water. The District is in the process of implementing a
potable reuse project to meet future water demands and is not currently considering development
of non-potable recycled water supplies. Increased use of recycled water for non-potable uses
could reduce the District’s reliance on SWP and Lake Cachuma supplies and reduce use of local
groundwater supplies. The District intends to maximize the volume of recycled water for potable
reuse, and therefore is not planning to produce non-potable recycled water in the future. No
additional actions will be necessary to fully use the recycled water for potable reuse, as it will
contribute to meeting existing and projected potable demands.
Treatment System
The District relies on the City of Santa Barbara to treat surface water arriving from Lake Cachuma
at the Cater Treatment Plant. The Cater WTP is owned and operated by the City of Santa Barbara
and has a capacity to treat 37 MGD. Treatment also includes District-operated treatment at
wellheads and District-owned reservoirs, primarily for iron and manganese before distribution to
customers. Groundwater from the Carpinteria Groundwater Basin does not have known
contamination issues with respect to the groundwater supply. Manganese arises as a secondary
water quality concern for groundwater, and this is controlled via a treatment system.
Groundwater is also used to blend with the imported supplies to reduce disinfection by-products.
The District has no known water quality violations with respect to groundwater extractions.
The source of SWP water is rain and snow from the Sierra Nevada, Cascade, and Coastal
mountain ranges. SWP water is delivered to Lake Cachuma where is it stored when purchased by
the District, and then travels to the District via the South Coast Conduit (SCC). There are two
WTPs along the SCC: Corona Del Mar and Cater. The Cater WTP treats all Cachuma water
delivered to the District. Water treated at this plant can be drawn directly from the SCC or from
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CHAPTER THREE: H. CARPINTERIA VALLEY WATER DISTRICT
L auro Reservoir. Water in the SCC comes directly from Lake Cachuma via the Tecolote Tunnel,
which brings water through the Santa Ynez Mountains to the SCC. Normal operation for the
C ater WTP is to draw water from the Lauro Reservoir.
Distribution & Storage
Once water is either treated or pumped, it is distributed to customers. In order to distribute to all
customers and maintain system pressure, various pumps, reservoirs, and other facilities are
necessary. The District owns and operates a total of 88.8 miles of distribution pipelines. These
pipelines include concrete (51%), steel (36%), and other materials (13%). The District’s
distribution system is looped, and in most cases, water can be rerouted to any area of the District.
The distribution system includes the Tecolote Tunnel and South Coast Conduit (SCC) and
related distribution systems. The SCC facilities include a steel distribution pipeline that has
lateral pipelines bringing water to four regulating reservoirs: Glen Anne Dam and Reservoir, Lauro
Dam and Reservoir, Ortega Dam and Reservoir, and Carpinteria Reservoir.
Carpinteria Reservoir, located at an elevation of 360 feet above sea level in the eastern Carpinteria
foothills, is a 14-million-gallon concrete reservoir owned and built by the United States Bureau of
Reclamation (USBR) as part of the Cachuma Project in the early 1950s.
Ortega Reservoir, located at an elevation of 454 feet above sea level in the hills behind
Summerland, is a 20-million-gallon concrete reservoir owned and built by the United States
Bureau of Reclamation (USBR). Water stored in Ortega Reservoir is utilized by both the
Carpinteria Valley Water District and the Montecito Water District.
Gobernador Reservoir is a reservoir and potable water storage and distribution facility which is
the only source of storage for the remote area of the Gobernador Canyon area of our District. This
facility has a storage capacity of 500,000 gallons for firefighting, property protection and
consumption to 300 customers.
Shepard Mesa Tank is a potable water storage and distribution facility which is the only source
of storage for the remote area of the Shepherd Mesa area of our District. This facility has a storage
capacity of 50,000 gallons for firefighting, property protection and consumption for ~300
customers.
Foothill Reservoir is an (underground storage tank built in 2006) reservoir and potable water
storage and distribution facility which is situated at an elevation of 260 feet above sea level located
within the foothills of Carpinteria. This facility has a storage capacity of three (3) million gallons
for gravity flow distribution of well and blended water to most of the City of Carpinteria.
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CHAPTER THREE: H. CARPINTERIA VALLEY WATER DISTRICT
Stormwater
The Carpinteria Valley Water District does no t provide stormwater management. Stormwater
services are provided by the City of Carpinteria within the City limits.
Types of Services
Collection -
Treatment X
Disposal -
Recycled -
Distribution X
Other -
Carpinteria Valley Water District
Formation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant & Booster Stations
Address Acquired/Built Condition Size
Cater Water Treatment Plant 1964 Good 37 MGD
12.22 acres
Shepard Mesa pump station 1955 Good X2
330gpm
Carpinteria Reservoir pump 1957 Good X3
675 gpm
Lateral 10-L pump 1955 Good 195 gpm
Smillie well pump 1975 Good 220 gpm
Connections
# of Acct % of Total
3,285 75.4%
Single-Family
Multi-Family 354 8.1%
Commercial 213 4.9%
Industrial 58 1.3%
Agricultural 386 8.9%
Irrigation 60 1.4%
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CHAPTER THREE: H. CARPINTERIA VALLEY WATER DISTRICT
Total Staffing
Personnel Per 1,000
population
Full time Operators 3 1.8
Emergency Operators 3 1.8
Administrative Personnel 4 2.5
Other District Staff 12 7.5
Carpinteria Valley Water has a total of 19 permanent employees.
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
General Manager (1) 30 22
Asst GM Manager (1) 22 22
Operation & Maintenance Manager 30 17
(1)
Engineering Manager (1) 22 22
Engineering Analyst (1) 5 5
Treatment Foreman (1) 20 13
Treatment Operator (1) 13 3
Distribution Foreman (1) 23 23
Field Tech (1) 2 1
Utility Worker (3) 6 6
Customer service field tech (1) 8 5
Water Conservation Specialist (1) 28 28
Information Technology (1) 25 10
Customer Service Clerk (2) 12 18.5
Executive Assistant (1) 1 1
Management Analyst (1) 9 1
Water Capacity
The Carpinteria Valley Water
Carpinteria Valley Water receives water treated by the City of service area’s maximum daily
Santa Barbara Cater Plant with a permitted capacity of 37 mgd. capacity of water to the Treatment
Facility for treatment and
The District groundwater is approximately 2,839 AFY, while the distribution is delivered from the
City of Santa Barbra Cater facility of
long-term average will be approximately 1,200 AFY. The
37 million gallons per day.
District's maximum local surface water allocation from the
Cachuma Project is currently 2,813 AFY, while the long-term average will be approximately 1,970
AFY. Maximum allocation from the SWP is 2,200 AFY (including 200 AF of drought buffer),
while the long-term average will be approximately 876 AFY. The District owns and operates three
(3) potable water reservoirs with a combined storage capacity of approximately 10.68 AF.
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CHAPTER THREE: H. CARPINTERIA VALLEY WATER DISTRICT
Potential maximum short-term extraction of gro undwater by the District is 3,000 AFY, while the
long-term average (sustainable-yield) will be ap proximately 1,200 AFY. The District's maximum
local surface water allocation from the Cachuma Project is currently 2,813 AFY, while it
understands that future deliveries will be less than the maximum allocation. Maximum allocation
from the SWP is 2,200 AFY (including 200 AF of drought buffer), while it understands that future
deliveries will be less than the maximum allocation. The District’s projected conservative long-
term groundwater extractions are anticipated to be approximately 1,200 AFY (consistent with
Basin sustainable-yield). The District’s projected long-term available deliveries of local surface
water from the Cachuma Project are anticipated to be approximately 1,970 AFY (including
conservative estimate of average annual delivery of 70 percent of allocation due to sedimentation
in the lake, releases for fish species, and downstream water rights). The District’s projected long-
term available deliveries from the SWP are anticipated to be approximately 1,250 AFY (including
conservative estimate of average annual delivery of 58 percent of allocation) with approximately
400 AFY exchanged with ID#1. The District’s CAPP will begin delivering 1,000 AFY starting in
2026, and will be available at that level through the life of the project.
System Demands
The estimated average annual water
Carpinteria Valley Water service area’s average annual water generated during the report period
among Carpinteria Valley Water
demand generated for treatment and distribution is
users in the service area has been 1.3
approximately 1.3 billion gallons per year, or 4,105 afy. It also billion gallons per year.
translates over the report period to an estimated 196 gallons per
day, or 74 gpcd for each person; it also translates to 300 thousand gallons for every service
connection. Between 2015 and 2019, agricultural water use decreased to 1,781, but the transition
in crops to cannabis in recent years, coupled with 2020 being a warm, dry year with limited
precipitation, resulted in an increase in agricultural water use from 2019. Agricultural customers
accounted for over 51 percent (2,093 AF) of water demands in 2020.
Service Performance
LAFCO estimates Carpinteria
Carpinteria Valley Water service area’s average annual water
Valley Water is presently operating
demand generated during the report period for subsequent at 72% capacity within its service
area in Carpinteria Valley. (This
treatment and distribution has been approximately 4,105 afy. Of
estimate includes service
this amount, it is estimated by LAFCO this represents 72% of agreements outside of its service
boundary.
permitted supplies. The District generally has adequate capacity
for anticipated future needs.
LAFCO
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CHAPTER THREE: H. CARPINTERIA VALLEY WATER DISTRICT
Carpinteria Valley Water District
Formation, Revenues, Attributes, Types of Service, and Resources
Total Collection Inspected, Repaired, Added -Carpinteria Valley Water
120
100
80
60
40
20
0
CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Video Cleaned Replaced Added
Source: CVWD Data.
Note: Information is for the entire District. Also, this table tabulates miles of lines cleaned, replaced, added,
and videoed. Additional upgrades preformed regarding lift stations and treatment plant.
Upgrades or Repairs Completed -Carpinteria Valley Water
FY -2020-2021
100
100% 100%
90
80
70
60
50
40
30
20
10
0.01% 0.04% 0% 0% 0%
0
Inspected Cleaned Replaced Added Video Booster Treatment
Stations Plant
Upgrades/Repairs
Source: CVWD Data.
Note: Information is for the entire District.
318 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: H. CARPINTERIA VALLEY WATER DISTRICT
Carpinteria Valley Water provides water service s to its
constituents directly and plans for them in various CVWD Snapshot: FY2022
planning documents, including the Water Master Plan, Planning Reports Year Updated
Community Plan 2004
Capital Improvement Plan, and Strategic Plan prepared
Joint Powers Agreement 1984 & 2020
in 2005. The County’s Carpinteria Coastal Zon,
Hydrogeologic Report 2012
Foothills, and Toro Canyon Community Plan, which UWMP 2022
Water Management Plan 2018
was last updated in 2014, contains a Land Use, Public
Capital Improvement Plan annually
Facility, and Resource Constraints.
Recycled Water Plan 2016
AG Water Mgmt. Plan 2016
Rate Study 2021
Climate Plan 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
2019-2020 2020-2021
Amount % of Total Amount % of Total
Water sales & Charges for services $13,331,513 95.3% $14,299,873 92.7%
Capital Recovery Fees $162,058 1.2% $266,181 1.7%
$350,605 2.5% $356,377 2.3%
Fire Protection
Grants $0 0% $265,571 1.7%
Other Revenue $141,637 1.0% $245,375 1.6%
Revenue total $13,985,813 100.0% $15,433,377 100.0%
Source: Carpinteria Valley Water, Financial Statements, June 30, 2020 and 2021, 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 decreased in comparison to its revenues. The decrease in expenditures was
primarily due to decreases in repair and maintenance costs as well as costs associated with
Purchased Water. 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.
LAFCO
of Santa Barbara County 319
CHAPTER THREE: H. CARPINTERIA VALLEY WATER DISTRICT
CARPINTERIA VALLEY WATER
Fiscal Trends-Carpinteria Valley Water
18
16
14
12
10
8
6
4
2
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
This indicator addresses the extent to which water sales and charges
Charges for Services for service covered expenses. Charges for Services is the primary
funding source for Water Districts. Represented below a ratio of one
14.5 or higher indicates that the service is self-supporting.
14
13.5
13
12.5
12
11.5
11
2016-17 2017-18 2018-19 2019-20 2020-21
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
2016 $ 12,418,906 $ 11,713,422 1.0
1.05
2017 $ 12,651,107 $ 10,823,002 1.1
1 2018 $ 13,162,286 $ 11,862,188 1.1
2019 $ 14,043,938 $ 13,101,293 1.0
0.95 2020 $ 13,985,813 $ 13,123,510 1.0
2016 2017 2018 2019 2020 2021 2021 $ 15,433,377 $ 12,999,686 1.1
320 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: H. CARPINTERIA VALLEY WATER DISTRICT
Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2018 2019 2020 2021 Trend
Funded ratio (plan assets as a % of plan liabilities) 67% 70% 70% 99%
Net liability, pension (plan liabilities - plan assets) $ 3,672,110 $ 3,540,891 $ 3,720,554 $ 109,401
Other Post-Employment Benefits (OPEB)
Funded ratio (plan assets as a % of 0%
2021 year of OPEB reporting
plan liabilities) Net liability, OPEB $ 992,812
(plan liabilities - plan assets)
The net liability amounts are essentially unfunded liabilities of the agency. The figure below shows if the
agency has enough assets (other than capital) to cover the liabilities. A declining trend indicates liabilities
continuing to exceed agency assets.
Pension Obligations and Payments
The District provides retirement benefits through the California Public Employees Retirement
System (CalPERS). All qualified employees are eligible to participate in “The 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, equal to one year of full-time employment. Members with five years of
total service are eligible to retire at age 50 or 52 if in the PEPRA with statutorily reduced benefits.
An optional benefit regarding sick leave was adopted. Any unused sick leave accumulated 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 ten (10) years of
service. The system also provides for the Optional Settlement 2W Death Benefit. The District’s
net pension liability recognized on the balance sheet on June 30, 2021, was $109,401 as compared
to $3,720,554 on June 30, 2020.
In the fiscal year ended June 30, 2021, long term liabilities decreased by $3,300,252 primarily due
to the prefunding of the Net Pension Liability which was funded by the 2020B bond proceeds.
LAFCO
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Coverage of Net Post-Employment Liabilities
50 0.25
40 0.2
30 0.15
20 0.1
10 0.05
0 0
2016 2017 2018 2019 2020 2021
2016 2017 2018 2019 2020 2021
Agency Assets (other than capital) $18,370,817 $19,761,043 $21,616,771 $20,973,844 $39,365,198 $24,871,801
Net Liabilities (pension & OPEB) $3,008,944 $3,513,824 $4,317,669 $4,222,583 $4,461,151 $1,102,213
CHAPTER THREE: H. CARPINTERIA VALLEY WATER DISTRICT
O PEB Obligations and Payments
T he District has adopted a pay-as-you-go basis for funding retiree medical benefits. The District’s
plan for its OPEB obligations provides retiree medical, dental, vision, and prescription drug
coverage to current and future eligible retirees under a single-employer plan. Under the Plan,
retired employees who attain age 60 with at least 20 years of service are eligible to receive benefits.
Spouses may elect to continue coverage at their own expense
As of the June 30, 2021, measurement date, the following current and former employees were
covered by the benefit terms under the plan:
- Retired employees – 7
- Active employees – 17
Benefit provisions and contribution requirements are established and may be amended through
agreements and memorandums of understanding between the District and its employees.
Employees pay a portion of their monthly premium and the District contributes up to 5% of a
retiree’s CalPERS benefit toward the cost of medical coverage for post-65 retirees. Administrative
costs of this plan are financed by the District. Employees are not required to contribute to the
OPEB Plan. For fiscal year ended June 30, 2021, the District’s contributions totaling $16,118 in
current year premium payments.
Enterprise Funding
The District budget includes water services and operation expenses. In FY 2020/2021, the
District’s actual budget expense was $12,999,686 and decreased that to $11,069,865 for FY
2021/2022. 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.
Water-Expenditure
9 0.66
8 Water 0.64% 0.64
7
0.62
0.61%
6 0.61%
0.6
5 0.58%
0.58% 0.58
4
0.55%
0.56
3
0.54
2
FB
1 0.52
0 0.5
2016 2017 2018 2019 2020 2021
322 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: H. CARPINTERIA VALLEY WATER DISTRICT
Asset Maintenance and Repair
The District’s budget includes improvement b udgeting through its repair and maintenance fund.
In FY 2019/2020, the District budgeted $312,787 and increased that to $501,899 for FY 2021/2022
and in FY 22-23 total expenditures for equipment repair and maintenance were $604,263.
Capital Improvements
The District does not have a capital improvement plan (CIP) at this time. The District rather
regularly identifies and prioritizes improvements and costs during each budget adoption. The FY
21-22 Summary of expenditures over $10,000 includes a list of major improvements including the
following:
Projects Budgeted or Estimated 2021 to 2022
Infrastructure Maintenance ongoing FY 21 $200,000; FY 22 $159,000; FY 23 $250,000
HQ Well Rehabilitation $44,000
EL Carro Well Inspection and Rehab $275,000
Lat 30 Pump Station Meter Replacement $10,000
Santa Claus Lane Rehabilitation $320,000
SCADA Radio Upgrade Phase 3 $61,000
IT Upgrades $30,000
Projects Budgeted or Estimated 2022 to 2023
Infrastructure Maintenance ongoing FY 22 $159,000; FY 23 $150,000
Ortega Reservoir Repair (Joint w/MWD) $65,000
Edison Pole Agreement Dissolution $30,000
Santa Claus Lane Rehabilitation (2-year project) FY 23 $250,000
Lat 10 Creek Crossing (2-year project) FY 23 $80,000
No Discharge Water Main Flushing $18,000
El Carro Spare Reclaim Motor $2,350
Cold Planer Attachment for Backhoe $25,000
Water Buffalo (place holder waiting for quotes to come in) $15,000
Vacuum Trailer (place holder waiting for quotes to come in) $60,000
IT Upgrades $50,000
LAFCO
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CHAPTER THREE: H. CARPINTERIA VALLEY WATER DISTRICT
Long-term Liabilities and Debts
In 2010, $8,475,844 of Series 2010A Refunding Revenue Certificates of Participation were issued
for the purpose of refinancing the Series 2006A Revenue Certificates of Participation. The
purposes were to refund a portion of the District’s obligations under the Safe Drinking Water
State Revolving Fund Contract #SRF99CX125 and to fund certain improvements to the City of
Santa Barbara’s Cater Water Treatment Plant which serves the District.
In accordance with District’s refunding plan, $1,079,808 was deposited with an escrow agent to
provide for payment when due (through July 2015) of all principal and interest with respect to
the 2006A Refunded Certificates. The total payments made on the 2006A Refunded Certificates
from escrow funds was $1,000,000 in principal and $142,800 in interest. The refunding resulted
in increased total debt service payments from $1,142,800 to $3,300,000, including only amounts
related to the 2006A Refunded Certificates. This increased cash flow created an economic loss of
approximately $133,052 when discounted at the 2010A COPs’ effective interest rate of 6.61769%.
The District issued the Series 2020A Refunding Revenue Bond in March 2020 to refund the
outstanding 2010A Bonds with a principal amount of $17,915,000 and premium of $3,668,272 with
interest rates of 5%.
In 2016, $8,765,000 of Series 2016A Refunding Revenue Certificates of Participation were issued
for the purpose of refinancing the Series 2006A Revenue Certificates of Participation. The
remaining obligations under the Safe Drinking Water State Revolving Fund Contract
#SRF99CX125 were repaid by funds contributed by the District.
In 2020, $3,720,000 of Series 2020B Refunding Revenue Bonds were issued with interest rates
ranging from 2.56% to 3.32% for the purpose to refund the District’s net pension liability and to
pay costs of issuance of the 2020 bonds.
Also in 2020, $1,500,000 of Series 2020C Refunding Revenue Bonds were issued with premium of
$150,000 at interest rate of 5% for the purpose to finance the cost of certain water utility system
improvements and to pay costs of executing and delivering the Certificates.
The District entered into a financing agreement with the City of Santa Barbara dated February 27,
2002, which requires the District to pay twenty percent of a loan obligation between the City of
Santa Barbara and the California Drinking Water State Revolving Fund. The loan proceeds were
used to finance certain improvements to the Cater Treatment Plant to meet new water quality
standards imposed on public agencies. The loan provides for a 20-year loan amortization maturing
on July 1, 2025, bearing an interest rate of approximately 2.5%. The improvements were completed
in January 2005 and the District’s portion of the loan in the amount of $3,580,170. The District is
required to make semi-annual payments of interest and principal in the amount of $114,425
payable to the City of Santa Barbara on December 15th and June 15th each year.
324 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: H. CARPINTERIA VALLEY WATER DISTRICT
The District entered into a master lease agreement with Siemens Financial Services, Inc., on
August 2, 2017, in the amount of $6,468,856 to finance the replacement of all installed mechanical
water meters with digital meters, the attendant remote reading and reporting infrastructure,
installation of a solar carport and solar panels on a reservoir, and retrofit of all headquarter
buildings with LED lights. The lease payment period is fifteen years, commencing August 2018,
with an annual amount of $538,677 paid quarterly and an interest rate of 2.7525%.
The District also routinely leases equipment on an ongoing basis. The District’s 2021 Financial
Statement list the schedule for future minimum lease payments as of June 30, 2021 totaling a
principal and interest of $320,657 until year 2026.
Opportunities for Shared Facilities
The Casitas Intertie Project would provide a direct connection for delivery of imported water,
with an estimated average yield of approximately 2,000 AFY over a period of four months. The
Project is anticipated to be online by 2023.
Rate Structure
Water rates for the District were last updated and adopted by the Board of Directors on June 8,
2022. The rates are based on regular review and adjustment, per District policy.
Water Fees (Effective July 1, 2022)
A. Connection Fees (represents share of capital costs)
Residential –$19,422 per ¾” meter to $139,913 per 3” meter Fire Service - $9,619 per 2” meter
to $213,554 per 10” meter
B. User Fee per Month
Residential Tier Rates*
Base Zone I Zone II
Tier 1 (6 HCF) $3.26 $3.50 $3.75
Tier 2 (next 10 HCF) $4.93 $5.17 $5.42
Tier 3 (>16 HCF) $5.67 $5.91 $6.16
Commercial
Base $3.76 $4.00 $4.25
Peak $6.06 $6.30 $6.55
LAFCO
of Santa Barbara County 325
CHAPTER THREE: H. CARPINTERIA VALLEY WATER DISTRICT
Agricultural/Irrigation
Uniform $2.02 $2.26 $2.51
REQ $17.24 $17.24 $17.24
Figures H-3 show a rate comparison for four South County Communities. The following charts
show the comparison of one City and three water Districts. Overall, Carpinteria Valley Water
rates for residential customers are lower than other communities in the South County area. The
charts are based upon a sample billing using “10 units” as a basis.
$140 137.21
$135
128.02
$130
123.78
$125
118.66
$120
$115
$110
$105
Goleta Montecito City of SB Carpinteria Valley
ORGANIZATION
Governance
Carpinteria Valley Water District’s governance authority is established under the County Water
District Law, (principal act”) and codified under Water Code, section 30000 et seq. This principal
act empowers Carpinteria Valley Water District to provide a moderate range of municipal
services. A list comparing active and latent powers follows.
Active Service Powers Latent Service Powers
- Water Sewer/Wastewater
- Recycled Water Fire Protection
- Groundwater Management Recreation Facilities
Garbage/Refuse
Stormwater
326 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
sralloD
Bill Comparision -Monthly Residential Water -10 units
1 unit = 100 Cubic Feet of Water
South County Communities
CHAPTER THREE: H. CARPINTERIA VALLEY WATER DISTRICT
Governance of Carpinteria Valley Water Di strict is independently provided through its five
Members who are elected by divisions to four-year terms. The Board meets on the 2nd and 4th
Wednesday of every month at District Boardr oom located at 1301 Santa Ynez Ave, Carpinteria at
5:30 pm. A current listing of Board of Directors along with respective backgrounds follows.
Carpinteria Valley Water |
Current Governing Board Roster
Member Position Background Years on
District
Matthew Roberts President, Division 1 Rancher/R&P Director 27
Polly Holcombe Director Division 2 Intl Trade 10
Casey Balch Director Division 3 Control System Specialist 2 mo
Case Van Wingerden Vice President, Grower 6
Division 4
Shirley Johnson Director Division 5 Retired Intl Trade 4
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.
Carpinteria Valley Water District Website Checklist
website accessed 7/25/22 https://cvwd.net
Required
Yes No
Government Code Agency maintains a website with current contact
§53087.8 information? (required for independent Special Districts by 1/1/2020) X
Government Code Agency has created an Enterprise System Catalog and
§6270.5 posted it to website?
X
Government Code Agency has current agenda posted to website
§54954.2 homepage and is accessible through a prominent, X
direct link?
Government Code Agency’s website provides information on compensation of
§53908 elected officials, officers and X
employees or has link to State Controller’s Government
Compensation website?
LAFCO
of Santa Barbara County 327
CHAPTER THREE: H. CARPINTERIA VALLEY WATER DISTRICT
The following criteria are recommended for agency websites by a number of
governance associations and organizations.
Yes No
Description of services? X
Service area map? X
Board meeting schedule? X
Budgets (past 3 years)? X
Audits (past 3 years)? X
List of elected officials and terms of office? X
List of key agency staff with contact information? X
Meeting agendas/minutes (last six months)? X
Notes: Carpinteria Valley Water District is an independent board-governed District. Refer to https://cvwd.net 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 water, wastewater, and stormwater services met their needs and/or identify any unmet
needs. The questions identify key components recommended by LAFCO staff.
Carpinteria Valley Water District Questionnaire
Revenues, Types of Service, and Resources
Carpinteria Valley Water |
Responses by Respondence
Questions Satisfactory Unsatisfactory Undecided
1. Overall, are you satisfied with the level of water, - - -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment - - -
provided with the level of water, wastewater, or
stormwater service?
3. Do you feel an adequate level of funding is - - -
provided given the level of service?
4. Personnel arrived in a timely manner and were - - -
professional?
5. Personnel was knowledgeable, answer questions, - - -
and were informative?
No responses were provided by the public related to Carpinteria Valley Water District at this time.
328 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
I. Cuyama Basin Water District
Administrative Office: 1800 30th Street, Suite 280, Bakersfield, CA 93301
Phone: 661/616-5900
Fax: 661/616-5890
Email: mklinchuch@ppeng.com
Website: www.cuyamabwd.org
General Manager: Matt Klinchuch
SUMMARY
The Cuyama Basin Water District provides regulatory assistance in response to Sustainable
Groundwater Management Act (SGMA) to approximately 170 landowners throughout
approximately 129 square miles in eastern Santa Barbara County that extends from the Ventura
County boundary on the east to the 8.7 miles west of New Cuyama along State Highway 166,
crossing into San Luis Obispo County. The town of New Cuyama is not within the water District
boundary. The District enter into an agreement with the counties of Santa Barbara, San Luis
Obispo, Ventura and Kem and the Cuyama Community Services District to form a Groundwater
Sustainability Agency for the Cuyama Groundwater Basin. 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 $5.00 per irrigated acre and $0.44 per non-irrigated acre 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 Cuyama Basin Water District was formed in 2017. The District was formed to provide
regulatory assistance in response to Sustainable Groundwater Management Act (SGMA) of 2014.
The District estimated it serves a population of 170 landowners. The District does not anticipate
a growth rate within its boundaries in the coming years. In 2021, it was estimated that the District
serves 485 parcels.
The Cuyama Basin Water District (CBWD) overlaps the Cachuma Resource Conservation
District, Cuyama Valley Recreation & Park 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. In Ventura County, CBWD overlaps the
County Resource Conservation District, County Fire Protection District, Gold Coast Transit
District, CSA 32 (sewage disposal), Watershed Protection District, and Regional Sanitation
District.
LAFCO
of Santa Barbara County 329
CHAPTER THREE: I. CUYAMA BASIN WATER DISTRICT
330 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: I. CUYAMA BASIN WATER DISTRICT
OPERATIONS
The purpose of the District is to sustainably manage, protect and enhance the groundwater
resource as an adjunct to each property within the District while preserving the ability of
agricultural lands to remain productive. The District focuses its water management
responsibilities primarily on use of groundwater for agricultural purposes. The District serves as
a member on the Cuyama Basin Sustainability Agency (CBGSA) for the purpose of developing
and implementing a Groundwater Sustainability Plan (GSP).
Most of the District’s general revenues come from assessments rates on irrigated and non-irrigated
property. The District also receives revenue through grants through the CBGSA. The District has
not created specific reserves to fund operations or assist the GSA budget related to projects
identified in the GSP. Rather, the agency has an unrestricted net position. On June, 2020, the
unrestricted net position is estimated to contain $967,378.
The GSP describes the projects and management actions and, if demonstrated to be feasible,
projects that will increase water supply. One management action, reductions in groundwater
pumping, is required to achieve sustainability irrespective of the feasibility of any other water
supply projects. The exact amount of required reduction in groundwater pumping will be
reevaluated after additional data are collected and analyzed. Based on current information,
groundwater pumping in the Basin may have to be reduced by as much as 50 to 67 percent.
Additional management actions included in this Draft GSP include the following:
• Monitoring and recording groundwater levels, groundwater quality, and subsidence data
• Maintaining and updating the Basin DMS with newly collected data
• Monitoring groundwater use using satellite imagery
• Annual monitoring of progress toward sustainability
• Annual reporting of Basin conditions to DWR as required by SGMA
Several alternative projects to potentially increase water supply availability in the Basin were
identified and considered. The initial set of alternatives were reviewed with the CBGSA SAC and
Board of Directors, resulting in two potential water supply projects included in the GSP. These
projects require further analysis and permitting to determine feasibility and cost effectiveness,
and are listed below.
The first project is rainfall enhancement through what is commonly referred to as cloud seeding.
Preliminary estimates suggest up to approximately 4,000 acre-feet per year of additional water
supply could be added to the Basin.
LAFCO
of Santa Barbara County 331
CHAPTER THREE: I. CUYAMA BASIN WATER DISTRICT
The second potential project is capture of high stormwater flows in the Cuyama River and
diversion into recharge basins that would be sited in t he Central region of the Basin. The captured
stormwater flows would percolate into the groundwater basin resulting in increased recharge of
groundwater. The potential stormwater recharge project has several challenges associated with
it, including water rights availability, managing sediment that will be present in any diverted
stormwater flows, and obtaining lands for construction of the recharge basins. Preliminary
estimates suggest that up to 4,000 acre-feet per year of additional water supply could be added to
the Basin.
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. The meetings are held in Cuyama
Elementary School located at 2300 CA-166, New Cuyama, California at 3:30 p.m. 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 Cuyama Basin Water District and Cuyama Basin Groundwater Sustainability Agency face
the challenge of managing groundwater to achieve sustainability by 2040. The Basin is currently
experiencing overdraft, and if current pumping practices continue conditions in the Basin are
expected to worsen, increasing uncertainty regarding the availability of reliable groundwater
supplies. Development of a pumping allocation plan would provide an opportunity to reduce
overdraft related uncertainty in the Basin by shifting pumping towards sustainable levels over
time. Two initial identified projects are outlined in the GSP. These projects include initial costs
and ongoing maintenance, as well as, establishing groundwater allocations and land acquisition
among the challenges.
The rainfall enhancement project would improve precipitation yields in the Basin, helping to
reduce the impacts of variable precipitation and providing for increased opportunities for
groundwater recharge and stormwater capture. Further, increased precipitation duration and
yields would reduce demands for groundwater for irrigation, reducing the risk of crop failure
associated with water supply reliability challenges. The 2016 Feasibility Study (SBCWA, 2016)
recommended installing two or three AHOGS units for ground-based seeding. Each AHOGS unit
would cost $30,000 to build and test, and between $4,000 and $6,000 each to install. Annual
maintenance was estimated at $10,000 each. Operational costs for aerial seeding would include
flight costs ($550 per hour in 2016), and the cost of the seeding flares. Seeding flares in 2016 cost
$90 apiece, and up to 50 flares used aerially and approximately 25 flares per AHOGS site in the
four-month project period. Annual set-up, take-down, and reporting costs for this project are
estimated at $15,000 for a combined ground-based and aerial seeding effort for the Basin, as well
as personnel costs of $5,000 per month. Estimates for ground-based seeding would cost $45,500
to $67,500 for four months, and aerial seeding would cost $37,750 for four months.
332 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: I. CUYAMA BASIN WATER DISTRICT
T he potential stormwater recharge project has several challenges associated with it, including
water rights availability, managing sediment that will be present in any diverted stormwater
flows, and obtaining lands for construction of the recharge basins.
Educating and engaging groundwater stakeholders and the community about complex issues
while simultaneously meeting deadlines established by SGMA, required an organized stakeholder
engagement strategy. An additional challenge to the engagement strategy is that the Basin area is
rural, and has no news media outlets serving the area. The combined population per the 2010
Census of the three disadvantaged communities is 666 (Ventucopa 92, Cuyama 57, and New
Cuyama 517). The engagement strategy relied primarily on mail and email communications about
community workshop and CBGSA meetings. Mailings were sent to 675 parcel owners.
Additionally, the CBGSA sent 185 emails stakeholders, engaged with counters who distributed
notices, and word of mouth.
The Basin is experiencing overdraft in the Central Basin and Ventucopa management areas, which
are the population centers of the Basin. Domestic water users in these areas are experiencing
water supply reliability challenges, and in the 2012-2016 drought experienced well failures. While
the following actions would not affect the water budget in the Basin, they are intended to address
ongoing water supply reliability issues affecting these communities. CCSD only has a single well
to serve its customers, and no redundancy in its system. This management action would include
consideration of opportunities to improve water supply reliability for Ventucopa and within the
CCSD service area. Potential projects that would be considered under this management action
include a replacement well for CCSD Well 2, which is currently abandoned, and improvements
to Ventucopa Water Supply Company’s (VWSC’s) existing well. While specific information is
not available for improvements (and are therefore not discussed below) for the town of Cuyama,
which is served by the CMWC, the CBGSA also supports potential future actions to benefit the
town of Cuyama as well.
LAFCO of Santa Barbara County encourages the District and the surrounding Districts to
consider options for infrastructure and system improvements to increase water supply reliability
within the basin. Funding for new community wells or well improvements is the responsibility of
the three Basin communities. There are potential opportunities for securing grant funds,
depending on timing and State and federal grant funding availability.
Governance Structure Options
The Cuyama Basin Water District was formed to assist in the creation of the Cuyama Basin
Groundwater Sustainability Agency that was formed in May 2017 under a joint powers’ agreement
between the Santa Barbara County Water Agency, County of San Luis Obispo, County of Ventura,
County of Kern, the Cuyama Basin Water District, and the Cuyama Community Services District.
LAFCO
of Santa Barbara County 333
CHAPTER THREE: I. CUYAMA BASIN WATER DISTRICT
LAFCO staff sees value in local agencies collaborating and exploring opportunities to improve
delivery of municipal services. It is still unknown w hether it is feasible for collaboration with
another local service provider to collectively provide services 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 or joint effort, a change of organization may be considered at that point.
Regional Collaboration
The Cuyama Basin Water District collaborates with the Cuyama Community Services District
and other members through the Cuyama Basin Groundwater Sustainability Agency. During GSP
development, a Standing Advisory Committee (SAC) was formed to act in an advisory capacity
to the CBGSA Board of Directors. The members. Two of the positions are currently vacant, which
are to be filled by people representing the Hispanic community. The CBGSA is currently in the
process of identifying people to fill these positions.
SPHERE OF INFLUENCE & BOUNDARIES
The Sphere of Influence for the Cuyama Basin Water 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
Cuyama Basin Water District
Cuyama Basin Water District’s existing boundary spans jurisdictional boundary spans 129
square miles with 100% being
approximately 129 square miles in size and covers 75,820 acres of
unincorporated and under the land
contiguous areas. With 100% of the jurisdictional service use authority of the County of Santa
Barbara.
boundary is unincorporated and under the land use authority of
the Counties of Santa Barbara, San Luis Obispo, and Ventura. Overall, there are 170 landowner
voters within the jurisdictional boundary.
Cuyama Basin Water |
Boundary Breakdown By Service Area
Total % of Total Total Number of
Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Landowner Voters
Cuyama Basin WD 75,820 100.0% 485 170
Totals 75,820 100.0% 485 170
334 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: I. CUYAMA BASIN WATER DISTRICT
Cuyama Basin Water |
Boundary Breakdown By Land Use Authority
Total % of Total Total Number of
Land Use Authority Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Landowner Voters
County of Santa Barbara 55,100 73% 340 130
County of San Luis Obispo 20,300 24% 133 30
County of Ventura 420 3% 12 20
Totals 75,820 100.0% 485 170
Total assessed value (land and structure) within Santa Barbara County portion is set at $117.0
million and San Luis Obispo County portion at $59.5 million as of April 2022, and translates to a
per acre value ratio of $2,328. The former amount further represents a per capita value of
$1,038,426 based on the estimated service population of 170. Cuyama Basin Water District
receives $200,000 dollars in annual assessment revenue generated within its jurisdictional
boundary.
The jurisdictional boundary is currently divided into 485 legal
Close to three-fourths of the
parcels and spans 75,820 acres. Approximately 72% of the parcel
jurisdictional boundary is under
acreage is under private ownership with 61% having already been private ownership, and of this
amount approximately 61% has
developed and/or improved to date, albeit not necessarily at the
been developed.
highest density as allowed under zoning. The remainder of private
acreage is entirely undeveloped and consists of 98 vacant parcels that collectively total 2,948
acres.
Cuyama Basin Water District
Formation, Revenues, Attributes, Types of Service, and Resources
District Formation and Duties
Formation Date 2017
Legal Authority California Water District Law, Water Code §34000 et seq..
Five Directors elected to four-year terms through at-large
elections. If the number of candidates equals the number of
Board of Directors eligible seats, or if there are no candidates, the Board of
Supervisors shall make these appointments pursuant to
Elections Code section 10515.
Agency Duties Regulatory assistance in response to Sustainable Groundwater
Management Act (SGMA)
LAFCO
of Santa Barbara County 335
CHAPTER THREE: I. CUYAMA BASIN WATER DISTRICT
POPULATION AND GROWTH
Population
The U.S. Census Bureau estimated the 2020 population of Cuyama Unincorporated to be 1,050.
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 Cuyama Unincorporated population as 1,241
by 2020. Between 2010 and 2020, the population of Cuyama Unincorporated had not changed. In
contrast, the County’s population increased by 5.7 percent between 2010 and 2020.
Demographics for the Cuyama area are based on an age characteristics report prepared by SBCAG
in 2017. Because CBWD largest portion of represented population comes from New Cuyama and
the surrounding area, these statistics are cited herein, which identified the largest age group
represented in Cuyama as 10 to 65 group at 62.1 percent. Approximately 21 percent of the
population was in the 65 or older years age group and 16.9 percent in the under 10 years range.
According to the 2020 U.S. Census, approximately 50.1 percent of the total population identified
themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic
group in Cuyama Unincorporated, comprised 45.6 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 some constraints. The following population
projections within Cuyama 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*
Cuyama Basin District n/a n/a 170 170 170
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.
336 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: I. CUYAMA BASIN WATER DISTRICT
D isadvantaged 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 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Cuyama Basin area was $45,813 in 2022, 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 some cases, the Cuyama
Basin Water District’s Sphere of Influence does qualify under the definition of disadvantaged
community for the present and probable need for public facilities and services for the areas
contiguous to the Sphere of Influence as a disadvantaged community.
LAFCO
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CHAPTER THREE: I. CUYAMA BASIN WATER DISTRICT
Cuyama Basin Water District
Formation, Revenues, Attributes, Typ es of Service, and Resources
Attributes
District area (est. square miles):
Entire District 129
Population (2020 Census):
Entire District 170
Assessed Valuation (FY 21-22: District portion) $176,532,431
Number of Treatment Plants 0
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire District (FY 20-21) $8,600
Average Portion of County 1% Property Tax Received N/A
Ending Total Fund Balance (June 2021) $1,378,753
Change in Total Fund Balance (from June 2018 to June 2021) 142%
Total Fund Balance/Annual Revenue Total (FY 20-21) 52%
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
The groundwater extraction fee is based on the CBGSA’s fiscal year budget and includes an
estimated delinquency rate of 10 percent. Water consumption was based on user-reported data
from 2020 and was based on evapotranspiration crop factors developed by a Cal Poly Irrigation
Training & Research Center (ITRC). Fiscal Year 2021-2022 CBGSA recommends a basin-wide
groundwater extraction fee of $46 per acre-foot. Crop Factors are evapotranspiration (ET) values
can be found in the District Groundwater Extraction Report FY 20-21.
GROUNDWATER MANAGEMENT
Groundwater Sustainability Agency
In accordance with SGMA, the Cuyama Basin Groundwater Sustainability Agency (CBGSA) was
formed in 2017. The 11-member Board of Directors includes representatives from the four counties
that intersect the Basin (Kern, Santa Barbara, San Luis Obispo, and Ventura), the Cuyama
Community Services District, the Cuyama Basin Water District, and the Santa Barbara County
Water Agency.
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CHAPTER THREE: I. CUYAMA BASIN WATER DISTRICT
Groundwater Sustainability Plans
The Cuyama Basin Groundwater Sustainability Plan covers the Cuyama Valley managed by the
Cuyama Basin GSA. The GSP describes the physical setting of the Basin; quantifies historical,
present, and future water budgets; develops quantifiable management objectives that account for
the interests of the Basin’s beneficial groundwater uses and users and identifies a group of projects
and management actions that will allow the Basin to achieve sustainability within 20 years of plan
adoption. The goal of the GSP is to sustainably manage the groundwater resources of the Basin
for current and future beneficial uses of groundwater, include the following interests:
Holders of overlying groundwater rights, including agricultural users and domestic well
owners. There are approximately 475 agricultural and domestic wells identified to date in
the Basin.
Public water systems/municipal well operators are CCSD, the Cuyama Mutual Water
Company, and the Ventucopa Water Supply Company.
Disadvantaged communities; there are three disadvantaged and severely disadvantaged
communities in the Cuyama Basin: Cuyama, New Cuyama, and Ventucopa. The census block
groups for the Santa Barbara and San Luis Obispo county portions of the Basin are
considered disadvantaged.
Local land use planning agencies are San Luis Obispo, Santa Barbara, Ventura, and Kern
counties.
Entities that monitor and report groundwater elevations are CCSD, San Luis Obispo
County,
SBCWA, and Ventura County.
Environmental users of groundwater, including groundwater dependent ecosystems (GDEs)
Potential interests (listed in California Water Code Section 10723.2) that are not present in the
Cuyama Basin include the following:
Surface water users, if there is a hydrologic connection between surface and groundwater
bodies
Federal government, including, the military and managers of federal lands
California Native American tribes
Data Management
SGMA Law requires a Data Management System (DMS), a tool to organize and maintain data as
part of GSP preparation and implementation. To achieve the goals identified by SGMA, the DMS
will be a central source for groundwater data, specifically for the Cuyama Basin. The DMS
contains information about the existing wells in the basin including groundwater level data, well
construction information, well logs, geophysical data, pumping test data, water quality data, and
pumping data. In addition, the DMS houses data related to land subsidence, surface water flows,
and total water use in the management areas. The plan for the DMS is that a user’s primary mode
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CHAPTER THREE: I. CUYAMA BASIN WATER DISTRICT
of interaction will be to open and interact with a web application. The Cuyama Basin DMS uses
the Opti platform, utilizes Google maps and other c harting tools for analysis and visualization.
The site may be accessed at http://opti.woodardcurran.com/cuyama.
Types of Services
Collection -
Treatment -
Disposal -
Recycled -
Other X
Cuyama Basin Water District
Overview of Data Management System
Monitoring Networks
Data Description
Chronic lowering of groundwater Water level data, well construction information, and salient
levels information related to measurements
Reduction in groundwater storage Groundwater storage monitoring network sites
Degraded water quality Water quality well and station data as reported by the
SWRCB DDW and ILRP
Land subsidence Land subsidence data from the UNAVCO CGPS ORES and
InSAR data
Depletions of interconnected Data related to the interconnected surface water sustainability
surface water indicator such as groundwater levels, stream gages, visual
streamflow observations, and precipitation stations.
Water use data Irrigation, municipal, and domestic water use estimates
Notes
CGPS = Continuous Global Positioning System
DDW = Division of Drinking Water
ILRP = Irrigated Lands Regulatory Program
InSAR = Interferometric Synthetic Aperture Radar
SWRCB = State Water Resources Control Board
UNAVCO = University NAVSTAR Consortium
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CHAPTER THREE: I. CUYAMA BASIN WATER DISTRICT
Total Staffing
Personnel Per 1,000
population
Full time Operators 0 0
Emergency Operators 0 0
Administrative Personnel 0 0
Other District Staff 6 35.0
Cuyama Basin Water has a total of 6 contract personnel for General
Management, CPA, Assessment Engineer, and legal counsel.
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
General Manager (1) n/a 1
Water Capacity
The Cuyama Valley and in part the
Cuyama Basin Water District does not provide retail water, but Cuyama Basin Water District
rather was formed to assist in the groundwater management service area’s maximum capacity to
convey water to users is under
activities. Groundwater is the only water supply source available study. The current GW use is
41,059-acre feet. Estimated capacity
within the Cuyama Valley Groundwater Basin. Continued
is 31,000 acre-feet.
groundwater withdrawals during the last 80 years have exceeded
recharge in many parts of the basin and reduced storage within the aquifer. As part of GSP
development, six “threshold regions”, were defined within the basin based on geology, land use,
and groundwater conditions for the purpose of setting minimum water level thresholds. The
hydraulic response within each region to natural and anthropogenic activity varies, although each
region may be at least partially connected hydraulically. The available District groundwater
estimate is 31,000 acre-feet.
Northwestern Threshold Region
The Northwestern Threshold Region has historically been characterized by rangeland with
limited development. In 2015, a new vineyard was developed within the eastern portion of this
sub-basin on both sides of the Cuyama River. A limited data set of shallow wells indicates that
water levels have historically remained fairly stable throughout this region, and remain stable in
the western portion of this region. However, deep wells within the eastern portion of this region
have experienced continued declines, with water levels dropping 40 feet on average since
pumping began in 2016. It should be noted however, that although water levels continue to decline
in this area, stable and static water level measurements are difficult to obtain. The aquifer never
fully recovers as a result of pumping.
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CHAPTER THREE: I. CUYAMA BASIN WATER DISTRICT
Western Threshold Region
There is little agricultural use in the Western Threshold Region and minimal use of groundwater.
Water levels in shallow wells are close to land surface and based on a limited data set, have
generally remained stable for decades.
Central Threshold Region
The majority of the basin’s agricultural use is located within the Central Threshold Region. Water
levels within this region have been steadily declining since the late 1940s, with long term
hydrographs showing declines of nearly 300 feet. Recent monitoring indicates that levels continue
to decline in this region, with levels at historic lows.
Eastern Threshold Region
There is moderate agricultural groundwater use in the Eastern Threshold Region. Water levels
within this region tend to react quickly to precipitation, showing rapid recharge during times of
increased precipitation. Groundwater storage has responded favorably to recent precipitation
and are above historic lows.
Southeastern Threshold Region
A small area of the Southeastern Threshold Region is located within Santa Barbara County, with
the remainder located within Ventura County. Water levels within this region are shallow, with
depth to water about 50 feet.
Badlands Threshold Region
The Badlands Threshold Region is not located within Santa Barbara County. There is little
agriculture or development in this area and groundwater use is therefore minimal. No water level
data are available for this region.
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CHAPTER THREE: I. CUYAMA BASIN WATER DISTRICT
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CHAPTER THREE: I. CUYAMA BASIN WATER DISTRICT
System Demands
The estimated average annual
Along with Cuyama Basin Water District service areas and other
groundwater use is 41,059-acre feet.
groundwater users’ groundwater use in the Basin averages The Cuyama Valley Basin is
designated a High Priority Basin in
41,059-acre feet per year.
“Overdraft” by DWR.
Service Performance
LAFCO estimates Cuyama Valley
Groundwater use within the Cuyama Basin Water District
groundwater presently operating
service area exceeds the safe yield of the basin. over 100% in an “Overdraft” state
determined by DWR.
The Cuyama Basin Water District provides
CBWD Snapshot: FY2022
groundwater management services to its constituents
Planning Reports Year Updated
directly and plans for them in various planning
Community Plan N/A
documents, including the Joint Powers Agreement and
Joint Powers Agreement 2017
rate study. Rate Study 2017
Climate Plan N/A
FINANCES
The District prepares an annual budget and financial statement, which includes details for each
of its funds.
District Revenues
2018-2019 2019-2020
Amount % of Total Amount % of Total
Assessment Fees $710,380 100.0% $217,747 100.0%
Revenue total $710,380 100.0% $217,747 100.0%
Source: Cuyama Basin Water District, Financial Statements, December 31, 2019 and 2020, Statement of
Revenues, Expenditures and Changes in Net Position – All Fund types.
Fiscal Indicators
Select fiscal indicators are shown graphically below. Over the past three fiscal years, the District’s
expenditures have fluctuated along with its revenues. The increase in expenditures was primarily
due to preparation of GSP. The District’s net position has steadily increased 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.
344 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: I. CUYAMA BASIN WATER DISTRICT
CUYAMA BASIN WATER
Fiscal Trends-Cuyama Basin Water
1.2
1
0.8
0.6
0.4
0.2
0
2017-18 2018-19 2019-20
Revenue Expenditure Reserve
This indicator addresses the extent to which charges for service
Charges for Services covered expenses. Assessment charge is the primary funding source
for the District. Represented below a ratio of one or higher indicates
1.2 that the service is self-supporting.
1
0.8
0.6
0.4
0.2
0
2017-18 2018-19 2019-20
A Service Obligation ratio of one or more indicates if
Service Obligation revenues were sufficient to pay for operations. It is
calculated by operating revenues divided by operating
expenditures.
2.5
Fiscal Year Operating Operating
2
Revenues Expenditures Ratio
1.5
2018 $ 967,601 $ 862,693 1.1
1 2019 $ 710,380 $ 329,718 2.1
2020 $ 217,747 $ 161,650 1.3
0.5
0
2018 2019 2020
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CHAPTER THREE: I. CUYAMA BASIN WATER DISTRICT
Post-Employ ment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2017 2018 2019 2020 Trend
Funded ratio (plan assets as a % of plan liabilities) 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%
2021 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.
346 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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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: I. CUYAMA BASIN WATER DISTRICT
E nterprise Funding
In FY 2018/2019, the District’s actual budget expense was $185,252 and decreased that to $78,591
for FY 2019/2020. The following chart shows a three-year trend. The graph below shows the
current financial trend in millions. This indicator provides a measurement of the agency’s
expenditure over time.
Water-Expenditure
0.8 0.9
0.84%
0.7 0.8
0.7 0.6
0.6
0.5 0.56%
FB 0.48% 0.5
0.4
0.4
0.3
Management
0.3
0.2
0.2
0.1 0.1
0 0
2018 2019 2020
Asset Maintenance and Repair
The District does not have any assets to maintain or repair at this time.
Capital Improvements
The District does not have a capital improvement plan (CIP) at this time.
Long-term Liabilities and Debts
The District does not have any log-term debt.
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 Cuyama Basin Water District may have the opportunity
to coordinate efforts with the Cuyama Community Services District Wastewater Treatment
Facility for recycled water and reuse in lieu of groundwater pumping or indirect potable reuse.
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CHAPTER THREE: I. CUYAMA BASIN WATER DISTRICT
Rate Structure
Assessment rates for the District were last updated and adopted by the Board of Directors in
March 2022. The rates are based on a maximum allowed under the Proposition 218 proceedings
to levy and collect assessments conducted in 2017. Assessments undergo annual review and
adjustment, per District policy. A new Proposition 218 proceeding would be required if the
District were to decide adjustments were necessary beyond the current rates.
Special Benefit Assessment (Effective May, 2017)
A. Connection Fees (represents share of capital costs)
None
B. Special Benefit Assessment
$5.00 per acre of irrigated acreage
$0.40 per acre of non-irrigated acreage
Figures I-3 show a rate comparison for four Santa Barbara County and San Luis Obispo County.
The following charts show the comparison of four California Water Districts. Overall, Cuyama
Basin Water assessment rates for members are average when compared to other communities in
the San Luis Obispo/Santa Barbara County area. The charts are based upon an annual assessment
levied by the water District for FY 2021-22.
$70
60.00
50.00
$60
$50
46.00
35.00
$40
$30
$20
$10
$0
SSJ BWD EPC BWD Cuyama BWD San Antonio BWD
348 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
sralloD
Assessment Comparision -Annual Values
Santa Barbara County Communities
CHAPTER THREE: I. CUYAMA BASIN WATER DISTRICT
O RGANIZATION
Governance
Cuyama Basin Water District’s governance authority is established under the California Water
District Law (“principal act”), which is codified under Water Code Sections 34000. This principal
act empowers CBWD to provide a moderate range of municipal services. A list comparing active
and latent powers follows.
Active Service Powers Latent Service Powers
- Water Distribution Sewer
- Application for Water
- Charges & Assessments
Governance of Cuyama Basin Water District is independently provided through its five-member
Board of Directors that are elected at-large to staggered four-year terms. Cuyama Basin Water
District holds meetings on the fourth Wednesday of every month. The meetings are held in
Cuyama Elementary School, located at 2300 CA-166, New Cuyama, California at 3:30 p.m. A
current listing of Board of Directors along with respective backgrounds follows.
Cuyama Basin Water |
Current Governing Board Roster
Member Position Background Years on District
Derek Yurosek Chair Real Estate Investments 6
Byron Albano Vice Chair Apple Farmer 6
Rick Burnes Director Grapes/Nursery 2 mo
Matt Vickery Director Water Resources 2
Jane Wooster Director Livestock Rancher 6
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
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CHAPTER THREE: I. CUYAMA BASIN WATER DISTRICT
website checklist. However, agencies should addr ess these criteria to comply with current
website requirements.
Cuyama Basin Water District Website Checklist
website accessed 7/25/22 http://www.cuyamabwd.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 Basin Water District is an independent board-governed District. Refer to
http://www.cuyamabwd.org/ for the required checklist items.
350 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: I. CUYAMA BASIN WATER DISTRICT
S urvey Results
The table below includes a list of questions asked of area residents by LAFCO to assess if
satisfactory fire services met their needs and/or identify any unmet needs. The questions identify
key components recommended by LAFCO staff.
Cuyama Basin Water District Questionnaire
Revenues, Types of Service, and Resources
Cuyama Basin Water |
Responses by Respondence
Questions Satisfactory Unsatisfactory Undecided
1. Overall, are you satisfied with the level of water, - - -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment - - -
provided with the level of water, wastewater, or
stormwater 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 Basin Water District at this time.
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352 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
H. Goleta Water District
Administrative Office: 4699 Hollister Avenue, Goleta, CA 93110
Phone: 805/964-6761
Fax: 805/964-7002
Email: dmatson@goletawater.com
Website: www.goletawater.com
General Manager: John McInnes
Engineering &
Infrastructure Manager: Dan Brooks
SUMMARY
The Goleta Water District provides potable water to the City of Goleta and surrounding
unincorporated residential, commercial and agricultural customers in the Goleta Valley to
approximately 84,462 people throughout forty-five square miles in southern Santa Barbara
County that extends from the Santa Barbara City limits to El Capitan. The District is bounded on
the south by the ocean and on the north by the foothills of the Santa Ynez Mountains. The City of
Goleta is included within the District. The District has approximately 16,244 AFY of water
available for the service area in an average year and access to additional groundwater and State
Water under certain circumstances. The District’s boundary is the same as its Sphere of Influence
and there are no proposals for expansion, however Study areas are studied. The District receives
financial support at a rate of approximately $494 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 Goleta Water District (GWD) was formed in 1944. It was formed to take advantage of the
water supply to be developed by the Federal Cachuma Project on the Santa Ynez River. GWD
initially relied on local groundwater until the Cachuma Project began making deliveries in 1955.
Except for water years 2014/15 through 2017/18 (drought years), the Cachuma Project has served
as GWD’s primary water supply source. GWD water supplies also include water from the State
Water Project (SWP), recycled water, and groundwater.
The Goleta Water District overlaps the City of Goleta, City of Santa Barbara (Airport), University
of California Santa Barbara (UCSB), Goleta Sanitary District, Goleta West Sanitary District,
County Service Areas 3 (Goleta Valley), 31 (Isla Vista), and 32 (Law Enforcement), Santa Barbara
County Fire Protection District, Santa Barbara Mosquito and Vector Control District, Santa
Barbara Metropolitan Transit District, Cachuma RCD, County Flood Control & Water Agency,
and Goleta Cemetery District.
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CHAPTER THREE: J. GOLETA WATER DISTRICT
The District estimated it serves a population of 84,462 peo ple, with 32,339 living within City of
Goleta. The District anticipates a growth rate of approximately 0.5 percent a year within its
boundaries in the coming years. In 2020, it was estimated that the District serves 15,226 parcels,
10,142 in City of Goleta, and 5,084 in unincorporated county serving a total of approximately 16,971
connections.
OPERATIONS
The General Manager oversees day-to-day operations of three departments which include
Engineering & Infrastructure, Water Supply and Conservation, and Administration. As of June
30, 2022 the District is staffed by 63 full-time employees, including capital project managers (2),
engineers (2), certified treatment (12) and distribution operators (10), operations supervisor and
assistant (3), meter crew (6), laboratory supervisor (1), equipment operators (1), water
conservation coordinator & water resources (5), recycled water (1), controller (1), policy analyst
(1), GIS management (2), finance (7) and administrative staff (6), General Manager (1), and
temporary part-time help (1).
Goleta Water District (GWD) provides reliable water supplies to residents in the Goleta Valley
and City of Goleta that meet all state and federal drinking water standards. Most of the District’s
general revenues come from service charges and water sales. The District also receives revenue
through conveyance charges, water supply charges, and grants. The District has created specific
reserves to replace needed equipment and buildings. On June, 2021, these Certificate of
Participation funds are estimated to contain $3,065,572 (restricted) and $3,660,945 (restricted
investments), respectively.
The major activities of the District include acquisition, treatment and delivery of water from
multiple sources including the Cachuma Reservoir (which captures Cachuma Project water),
groundwater, SWP water, and recycled water. GWD’s 2021 potable and raw water deliveries
were comprised of 53 percent residential, 24 percent agricultural irrigation, 19 percent
commercial and institutional, and 4 percent landscape irrigation (comprised of dedicated
irrigation meters). Between 2020 and 2040, total potable demands are projected to increase by
1,035-acre feet per year (AFY) from 10,000 AFY to 11,035 AFY. Approximately 38 percent of the
entire service area population lives in the City of Goleta.
GWD has, on occasion, historically engaged in the sale of water to other water purveyors when
surplus water was available. GWD has not sold water to other water purveyors since 2013. The
District maintains three interconnections with the City of Santa Barbara that can be used during
emergencies, shutdowns of the Corona Del Mar Water Treatment Plant or South Coast Conduit,
or other times of need for supplemental supplies. The current capacity of the interconnections is
approximately 2.3 million gallons per day (mgd), or 2,576 AFY.
The District Board of Directors is composed of five Members who are elected at-large to four- year
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CHAPTER THREE: J. GOLETA WATER DISTRICT
terms. The District will be transitioning to District elections for the November 2022 election. The
District will hold elections for directors from District 1 and District 2 at the November 2022
election. The District will hold elections for directors from Districts 3, 4, and 5 at the November
2024 election. The Board normally meets the second Tuesday of every month at the District Board
Room located at 4699 Hollister Avenue, Goleta at 5:30 pm, but has been meeting during the
pandemic via teleconference under the provisions of AB 361. 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 Goleta Water District faces several challenges that include more frequent and intense
droughts, wildfires, climate change, and regulations that threaten local and statewide water
supply reliability; aging infrastructure; an aging system and growing list of capital projects
common for an agency that is over 75 years old; uncontrollable externalities such as public safety
power shut-offs that affect water system operations; and increasing energy, chemical, materials,
and construction costs.
The 2019 IRWM Plan prepared for the County of Santa Barbara presents the most recent and
refined analysis to best characterize climate change, energy shortages, wildfires, and droughts for
GWD that includes an analysis of climate change vulnerabilities, regional climate change
adaptation and mitigation goals and strategies that should be implemented throughout the
County of Santa Barbara to meet those goals. GWD participated in this analysis, which is included
in the resulting climate change-related and other vulnerabilities, goals and strategies identified.
The analysis was incorporated into the 2020 Urban Water Management Plan.
GWD developed a Potable Reuse Facilities Plan in 2017 to identify expanded recycled water
opportunities beyond existing non-potable use, and a Stormwater Resources Plan (SRP) for the
purpose of identifying supply augmentation potential from various stormwater capture projects
within the service area. GWD actively explores opportunities and local partnerships to identify
projects that fully use and increase the long-term viability of recycled water as a permanent supply
source for the Goleta Valley in the most efficient way. The 2017 Water Supply Management Plan
states the current challenge for GWD is ensuring that use of its various sources of water supply
are utilized in a manner that results in the desired level of water supply reliability at the lowest
possible cost, both now and in the future.
LAFCO of Santa Barbara County encourages the District and the other partnership agencies that
share recycled wastewater services to continue to plan for upgrades as necessary. Future increases
in recycled water opportunities should continue to be pursued.
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CHAPTER THREE: J. GOLETA WATER DISTRICT
Governance Structure Options
The District has not identified any government structure o ptions. 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
provider 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.
Regional Collaboration
As described earlier, GWD provides water to the City of Goleta, UCSB, and the Santa Barbara
airport (a City of Santa Barbara property). GWD participated in the financing of the City of Santa
Barbara’s seawater desalination plant during the 1987 to 1991 drought, but no longer has any
financial or institutional arrangements with the City. As stated above, the District maintains three
interconnections with the City of Santa Barbara that can be used during emergencies. An
estimated 2 mgd of capacity that could be pumped into the District’s transmission main. The
construction of, additional interconnections could increase the capacity of the existing
interconnection from 2.3 to 4.3 mgd.
UCSB is the only customer classified as institutional in GWD’s system. Institutional water
demand projections for UCSB are based on the UCSB 2010 Long Range Development Plan (LRDP)
that was approved by the California Coastal Commission in November 2014. Potable water
supplied to UCSB by GWD is constrained by permits and agreements (Water Reclamation
Agreement of 1991 and Devereux Agreement) to a total of 1,010-acre1 feet per year (AFY) of potable
demand. Accordingly, UCSB water use projections included in the UWMP are capped at that
amount. Notably, the majority of UCSB’s existing landscape is irrigated with Recycled Water and
that practice is expected to continue as planned projects are developed. The estimate of total
water use upon full buildout of the 2010 LRDP is 970 AFY.
GWD is also party to an ongoing Exchange Agreement with ID#1 whereby Lake Cachuma water
is exchanged for SWP water. This is a “one for one” exchange, and does not result in additional
water supply for GWD. State water imported in 2022 (181 AF) was “exchanged” with ID#1 per
1 UCSB also has an additional entitlement of 200 AFY that it acquired via an agreement with the University
Exchange Corporation for use at North Campus
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CHAPTER THREE: J. GOLETA WATER DISTRICT
the terms of the Exchange Agreement. The purpose of this agreement is to minimize water
treatment and delivery costs for the respective agencies.
In December, 2015, the District executed an exchange agreement through the CCWA with the
Antelope Valley East-Kern Water Agency (AVEK) for the acquisition of 2,500 AF of supplemental
water. The District also purchased 1,000 AF from the City of Santa Maria, and entered into an
additional exchange agreement with Castaic Lake Water Agency for 1,500 AF in 2015. The
District has not made any water purchases or exchanges with other agencies since that time.
Through an agreement with the Goleta Sanitary District, GWD distributes recycled water within
its service area for non-potable uses, such as landscape irrigation. The District also makes
recycled water available to Goleta West Sanitary District for street sweeping purposes in the
community of Isla Vista, an ongoing partnership since 2019.
Santa Barbara County Water Agency established in partnership with eighteen 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 District 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.
SPHERE OF INFLUENCE & BOUNDARIES
The Sphere of Influence for the Goleta Water District’s boundaries are coterminous with its
service area. The District currently has no Sphere of Influence beyond the boundary it serves. A
map of the District’s Sphere of Influence and boundaries can be seen at the beginning of this
profile.
While no significant changes are anticipated to District boundaries within Santa Barbara County,
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CHAPTER THREE: J. GOLETA WATER DISTRICT
an approximately 3.48 miles corridor along Union Pacific Railroad (UPRR) right-of-way remain
outside of the District’s Sphere of Influence. The reasons ar e obvious in that the railway does not
or would ever likely need water services, however, it does leave an unusual stretch of right-of-way
not included within the District. The easterly 7.93 miles segment remains within the Water
District service area. This leaves a portion of Union Pacific corridor that spans the District outside
of the Sphere and service area.
Sphere of Influence Study Areas
For study purposes, LAFCO staff has prepared the following table and map that included UPRR
3.48 mile stretch to be considered as the Study Areas for the Sphere of Influence. The Study Areas
are used to help analyze and identify which properties should be added or excluded from the
Sphere of Influence. A summary of the Study Areas is listed in the table below:
Table J-1: Goleta Water Study Areas
Study Description Acres Existing Prime Constraints
Area Zoning AG Land
079-010-006 22.9 UP RR
1a & b No None, Within City of
079-010-005 47.2 UP RR Goleta limit line
079-010-009 31.71 Transportation Corridor Within County of SB
Totals 101.81
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,
information provided by the District. This 3.48-mile stretch is outside of the Goleta Water
District service area and Sphere of Influence.
SOI Study Area #1 – APN 079-010-005, 006, & 009 (Located in City of Goleta & SB County;
Outside of SOI). These three parcels total 101.81 acres located south of Highway 101 along the
Union Pacific Railroad corridor from the extension of Coronado Drive to the western edge of
Water District. A total of 3.48-miles between the UPRR right-of-way.
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CHAPTER THREE: J. GOLETA WATER DISTRICT
Figure J-2
SOI Study Area #1a & 1b
Study Area
Existing SOI
District Line
101.81-acre corridor
UPRR/TC
1
LAFCO Staff Recommendation. The SOI and eventual annexation could clean up the logical
boundary at some point in Study Area One. Staff recommendation is to add the 3.48-mile stretch
to the District’s Sphere of Influence and note the clean-up annexation actions at some point in the
future. Because UPRR does not need or likely will never need services this boundary change is not
urgent. The SOI boundary adjustment will allow for a logical boundary that matches the
remaining 7.93-miles already within the District’s service area from the easterly end point towards
the City of Santa Barbara.
BOUNDARIES
Jurisdictional Boundary
The Goleta Water District
Goleta Water District’s existing boundary spans approximately jurisdictional boundary spans 45
square miles with 80.8% being
45 square miles in size and covers 26,447 acres (parcels and
unincorporated and under the land
excluding public rights-of-ways) of more or less contiguous areas use authority of the County of Santa
Barbara. The remainder of the
with slightly less than one fifth in City of Goleta. Nearly 80.8% of
jurisdictional boundary lies within
the jurisdictional service boundary is unincorporated and under the City of Goleta.
the land use authority of the County of Santa Barbara. The
remaining portion of jurisdictional service lands approximately 19.2% of the total is incorporated
and under the land use authority of the City of Goleta. Overall, there are 58,709 registered voters
within the jurisdictional boundary.
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CHAPTER THREE: J. GOLETA WATER DISTRICT
Goleta Water |
Boundary Breakdown By Service Area
Total % of Total Total Number of
Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters
Goleta Water 26,447 100.0% 22,341 58,709
City of Goleta (5,075) (19.2%) (10,142) (22,667)
Totals 26,447 100.0% 22,341 58,709
Goleta Water |
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 21,372 80.8% 12,199 36,042
City of Goleta 5,075 19.2% 10,142 22,667
Totals 26,447 100.0% 22,341 58,709
Total assessed value (land and structure) is set at $19.5 billion as of April 2022, and translates to
a per acre value ratio of $740,521. The former amount further represents a per capita value of
$231,874 based on the estimated service population of 84,462. Goleta Water District receives $12.6
million dollars in annual charge for services revenue generated within its jurisdictional boundary.
The jurisdictional boundary is currently divided into 22,341 legal
Close to 50% of the
parcels and spans 26,447 acres the remaining jurisdictional acreage
jurisdictional boundary is under
consists of public right-of-ways. Approximately 50% of the parcel private ownership, and of this
amount approximately 75% has
acreage is under private ownership with 75% 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 371 vacant parcels that collectively total 1,356 acres.
Goleta Water District
Formation, Revenues, Attributes, Types of Service, and Resources
District Formation and Duties
Formation Date 1944
County Water District Law, Water Code, section 30000 et
Legal Authority
seq.
Five Directors elected to four-year terms through at-large
Board of Directors elections. Transitioning to by District in 2022.
Agency Duties Provide water treatment and distribution services for potable and
recycled water to residential, commercial and agricultural
customers
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CHAPTER THREE: J. GOLETA WATER DISTRICT
POPULATION AND GROWTH
Population
The U.S. Census Bureau estimated the 2020 population of Goleta to be 32,690. 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 City of Goleta population as 32,200 by 2020 and
unincorporated areas estimated at 15,000. Between 2010 and 2020, the population of Goleta area
increased by 2,866 people (8.7 percent or less than 1 percent per year). However, since 2010, the
City’s estimated population has increased by 2,802 persons. In contrast, the County’s population
increased by 5.7 percent between 2010 and 2020. Overall, City of Goleta represents about 7
percent of the County’s population.
Demographics for the City are based on an age characteristics report prepared by SBCAG in 2017,
which identified the largest age group represented in Goleta as 35 to 54 group at 28 percent.
Approximately 26 percent of the population was in the 65 or older years age group and 24 percent
in the 20 to 34 years range. Approximately 23 percent of the residents were under the age of 19.
According to the 2020 U.S. Census, approximately 69.7 percent of the total population identified
themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic
group in Goleta, comprised 32.9 percent of the total population.
Projected Growth and Development
The City of Goleta General Plan serves as the City’s vision for long-term land use, development
and growth, and provides the City’s vision within its Planning Area. The City’s General Plan was
adopted in 2003, 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 Goleta Housing Element (2023-2031) identifies an estimated growth rate of
0.6 percent within the City. The County’s Housing Element, covering the same period estimates
4 percent growth in the surrounding unincorporated Goleta Valley areas. The following
population projections within the City are based on the Department of Finance Table E4 estimate
and SBCAG regional forecast.
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Table J-2. Population Growth and Projections (2010–2040)
2010 2015 2020 2035* 2040*
Goleta Water District 86,946 82,569 84,462 88,191 89,595
City of Goleta 29,888 30,846 32,223 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. 2010 & 2015 figures from the respective UWMP’s
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 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Goleta Valley was $76,521 in 2022, 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 some cases, the Goleta Water
District’s Sphere of Influence does qualify under the definition of disadvantaged community for
the community of Isla Vista and the Old Town area within Goleta City for the present and
probable need for public facilities and services, however, the area is being served by the District.
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CHAPTER THREE: J. GOLETA WATER DISTRICT
Goleta Water District
Formation, Revenues, Attributes, Types of Service, and Resources
Attributes
District area (est. square miles):
City of Goleta 2.6
Entire District 45.0
Population (2020 Census):
City of Goleta 32,690
Entire District 84,462
Assessed Valuation (FY 21-22: District portion) $19,584,572,747
Number of Treatment Plants 1
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire District (FY 19-20) $494
Average Portion of County 1% Property Tax Received N/A
Ending Total Fund Balance (June 2021) $34,366,479
Change in Total Fund Balance (from June 2016 to June 2021) -34%
Total Fund Balance/Annual Revenue Total (FY 20-21) 82%
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
Goleta Water District provides complex treatment and distribution system that includes over 270
miles of pipeline, nine active groundwater wells, a state-of-the-art water treatment plant, nine
reservoirs and a host of other critical water transmission and distribution facilities. The District
is staffed by 63 full-time staff.
The District’s diverse water supply portfolio is comprised of supplies from four distinct sources
(local surface water, local groundwater, imported water, and recycled water) with availability
averaging 16,244 acre-feet per year (AFY). All water supplies are secured through collaborative
agreements with Federal, State, and local partners. Actual water availability varies from year to
year based on weather, Lake Cachuma volume, exchange agreements, spill water and State Water
Project water. Demand also fluctuates, driven by weather, conservation, and economic conditions.
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Under normal conditions, approximately 75% of the averag e annual planned demand can be met
with supplies from Lake Cachuma. In non-drought years, the District is entitled to 9,322 AFY of
Cachuma supplies through coordinated agreements with the United States Bureau of
Reclamation (USBR), the Santa Barbara County Water Agency (SBCWA) and the other
Cachuma Member Units: City of Santa Barbara, Montecito Water District, Carpinteria Valley
Water District, and Improvement District Number 1 (ID #1). The water system includes over 270
miles of pipelines, a water treatment plant, storage reservoirs, pumping facilities, nine wells, a
recycled water system, and connections with Lake Cachuma and the State Water Project.
GROUNDWATER MANAGEMENT
Groundwater Sustainability Agency
The Goleta Basin (DWR Basin No. 3-16) has been classified as a very low-priority basin, and is
not required to form a groundwater sustainability agency (GSA) and adopt a groundwater
sustainability plan (GSP) or submit an alternative to a GSP. DWR determined that as a “Basin
with Adjudication & Non-Adjudicated GW Use <9,500 AF,” under Component 8 C&D of DWR’s
review, the Basin is a “very low-priority basin.” The District, Santa Barbara County, and the City
of Goleta all made decisions not to form a GSA for the areas of the Basin not subject to the
adjudication, and the District continues to administer its duties under the Wright Judgment
adjudication.
Groundwater Sustainability Plans
The District is not required to prepare a Groundwater Sustainability Plan.
Data Management
The Groundwater Management Plan (GMP) was adopted in 2016, and is currently being updated
in 2022. The GMP addresses constraints and changes in infrastructure, infrastructure planning,
engineering, and operations that GWD has made or is planning to make to meet the changing
water supply conditions. Such changes include addressing GWD’s limitations on groundwater
extraction by adding treatment to wells, and taking steps to construct new supply wells and
additional injection wells, and evaluating stormwater capture projects within the jurisdiction of
the City of Goleta and Santa Barbara County Flood Control, to enhance groundwater recharge.
Groundwater elevations have been collected from wells in the Basin since at least the 1940s. These
records now have been collected and entered into digital geographic information system (GIS)
database for analysis. GWD’s Goleta Groundwater Basin Numerical Model (the Model) was
completed in 2010 using MODFLOW-2000 and the pre- and post-processing software package
Groundwater Vistas. GSI extended the Model from 2007 to 2013, and is currently extending the
model through 2022 to reflect the latest conditions.
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CHAPTER THREE: J. GOLETA WATER DISTRICT
WATER INFRASTRUCTURE AND PUBLIC FACILITIES
Water Supply
The Districts water supply portfolio consist of four distinct water sources – Lake Cachuma, the
Goleta Groundwater Basin, recycled water, and imported water from the State Water Project.
The District has approximately 16,500 AFY of water available for the service area in an average
year and access to additional groundwater and State Water under certain circumstances. The
water system is comprised of approximately 270 miles of pipeline to provide water.
Lake Cachuma is the largest water supply source. Under normal conditions, the majority of the
District water supply is from the Cachuma Project. Lake Cachuma provides about 85 percent of
the water for the 250,000 residents and 12,000 acres of agriculture along the South Coast of Santa
Barbara County. Supplies from Cachuma are also released for downstream water rights and
federal fish protection requirements. The District is entitled to 36 percent, or 9,322 AFY, of the
Lake yield, which provides for approximately three-quarters of District customer demand in
normal years.
Cachuma supplies are delivered to the Goleta Valley through the Tecolote Tunnel and the South
Coast Conduit and treated at the District Corona Del Mar Water Treatment Plant.
Cachuma Project Facilities
The Cachuma Project consists of Bradbury Dam, Tecolote Tunnel, South Coast Conduit, and
various water conveyance facilities.
• Bradbury Dam: Bradbury Dam is an earth fill structure, containing 6,695,000 cubic yards
of material, and standing 279 feet high. The dam impounds up to 205,000-acre feet of
water along the Santa Ynez River, approximately 45 miles from the river outlet at the
ocean.
• Tecolote Tunnel: Water is diverted from Lake Cachuma to the South Coast through the
Tecolote Tunnel, which was bored approximately 6.4 miles through the Santa Ynez
Mountains to the head works of the South Coast Conduit at Glen Annie Reservoir.
• South Coast Conduit Pipeline and Reservoirs: The South Coast Conduit extends for a
distance of approximately 24 miles along the South Coast from Goleta to Carpinteria, and
includes four regulating reservoirs. The South Coast Conduit delivers Cachuma Project
raw water to the District at the Corona del Mar Treatment Plant. The Conduit also
delivers water to the other South Coast Cachuma Member Units: City of Santa Barbara,
Montecito Water District, and Carpinteria Valley Water District.
The Goleta Groundwater Basin is a reliable source of ongoing supply as well as a supplemental
source of water in emergency or drought situations. The 1989 Wright Judgment and 1991 voter-
approved SAFE Ordinance set forth a complex set of management parameters for the Goleta
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Basin, including defined limits on extraction, storage requirements, allowed uses, and the
establishment and maintenance of a Drought Buffer for use in times of drought emergency. The
District has a court-determined right to pump and treat 2,350 AFY of the court-defined annual
safe yield of the Basin. The portion of the annual right to extract groundwater that is not exercised
by the District is stored in the Basin for use in dry years.
The District currently has nine production wells, which when fully operational have the
capability of producing up to 5,000 AF and 6,000 AF per year in drought conditions, enough to
meet the minimum health and safety needs of the community. The District also possesses a permit
from the Regional Water Quality Control Board to use these wells to inject excess water from
Lake Cachuma into the groundwater Basin during wet winters when excess water is available,
providing additional stored water for future use during dry periods. The wells and aquifer storage
can provide a substantial backup source of quality water in the event that Lake Cachuma water
is temporarily reduced by a drought, earthquake, or other emergency.
In the Goleta Valley recycled water plays a critical role in drought planning since it remains
available even during periods of low rainfall. Since 1995, the District has served recycled water
for irrigation and restroom facilities through a partnership with the Goleta Sanitary District. The
District’s largest recycled water customers are UCSB, and several golf courses in the area.
While the majority of recycled water produced today is used for irrigation, to support long term
sustainability and reliability the District is pursuing grant funding opportunities and local
partnerships to identify projects that can expand the uses of recycled water to realize its full
potential as a permanent supply source for the community.
Under a partnership with the Goleta Sanitary District (GSD), the District historically serves
approximately 1,000-acre feet per year (AFY) to 30 customers in the Goleta Valley. Recycled
water represents approximately 7% of District supplies. As a result of regulations limiting the use
of recycled water as currently treated, and constraints in the existing recycled water distribution
system, however, the District is only able to utilize a third of the capacity (1 million gallons per
day) of the recycled water treatment plant at Goleta Sanitary District (GSD.
State Water is a vital supplemental source of supply, providing our community with added
insurance against the impacts of long-term dry periods. In 1991, following a severe drought,
District customers voted to purchase an allotment of imported water from the State Water
Project. The Central Coast Water Authority (CCWA), a California Joint Powers Agency, was
formed by its nine public agency members, including the District, to construct the necessary
facilities to deliver State Water Project water. The Coastal Branch facilities were completed and
deliveries to Santa Barbara County began in 1997. Today CCWA operates and maintains these
facilities on behalf of its members.
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CHAPTER THREE: J. GOLETA WATER DISTRICT
The District is entitled to up to 7,450 AFY of State Water, which includes an additional 2,500
AFY of permanent entitlement purchased in 1994 to improve reliability and availability in dry
years, known as a “drought buffer.”. The District’s State Water entitlement represents more than
40 percent of the entire South Coast allotment. State Water deliveries are limited by the annual
allocation set by the Department of Water Resources based on the water content of the Sierra
snowpack and statewide water availability. While an average of 3,800 AFY of State Water is
available to the District, the District is able to meet customer demands with less than 1,000 AF of
State Water under normal conditions. Any allocated State Water that the District does not use in
a given year is remotely stored for future District use in San Luis Reservoir located in Merced
County.
Recycled Water Available for Delivery
GWD has been serving recycled water to customers since 1995. In 2020, the Goleta Wastewater
Treatment Plant produced 4,930 AF of secondary treated effluent. The recycled water production
capacity at the plant operated by Goleta Sanitary District (GSD) is approximately 3,300 AFY
based upon the tertiary treatment plant capacity of 3.0 million gallons per day (MGD). The ability
to fully utilize recycled water, however, is limited by outdoor irrigation recycled water demand
patterns. While storage is available to address daily needs, storage is not available to address
seasonal variability in irrigation demand between the wet winter months and dry summer
months. Currently GWD is delivering approximately 785 AFY to customers, and would require
additional infrastructure to deliver recycled water more than 1,150 AFY.
Treatment System
GWD’s Corona Del Mar Water Treatment Plant (CDM WTP) treats raw surface water from Lake
Cachuma (a blend of Cachuma and SWP water). The Plant was originally constructed in 1973 and
is located on 32.0 acres of District-owned land. The treatment plant removes microbial and
particulate matter substances via coagulation, sedimentation, filtration, and disinfection via
chlorination. Chlorination provides a disinfectant residual that is required by federal and state
regulations and helps maintain a safe drinking water supply throughout the potable water
distribution system.
Dried organic solids are hauled away for off-site disposal every one to two years. Solids handling
upgrades are planned 2023-2024 for Corona Del Mar Water Treatment Plant.
Distribution
The distribution system includes over 270 miles of pipelines ranging in size from two inches to 42
inches in diameter. To maintain system pressure, various pumps, reservoirs, and other facilities
are necessary. Much of the system has been designed to operate by gravity, minimizing the need
for electricity. Water from Lake Cachuma, GWD’s primary supply source, flows by gravity
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through the Santa Ynez Mountains via the Tecolote Tunnel to reach GWD’s distribution system
without the need for electrical power. Delivering groundw ater requires the District use pump
stations to lift groundwater from wells located at lower elevations to customers located in higher
elevations along the foothills of the Santa Ynez Mountains. The District’s pump stations are also
vital for meeting necessary pressures for fire-fighting at higher elevations. Three of the District’s
booster pump stations were designed for emergency use only and not for continual use as needed
during prolonged water shortages.
Recycled Water
The Goleta Sanitary District produces approximately 785 AFY for Goleta Water District, which
is used for irrigation of landscaping and recreational fields, -dust control and restroom facilities
at USPS, Goleta Beach County Park, and the Bren Building at UCSB. Reclaimed water is also an
approved use for toilet flushing at residential San Joaquin Towers at UCSB. Reclaimed water
disinfection is achieved by adding liquid sodium hypochlorite at the front end of the chlorine
contact channel and peracetic acid prior to entering the recycled water storage reservoir.
Approximately 68 recycled meters are connected to the system.
Stormwater
In recognition of the potential of stormwater to provide new additional water supplies, GWD
developed a Stormwater Resources Plan (SRP). The SRP explores how much potential
stormwater capture projects within the jurisdiction of the City of Goleta and Santa Barbara Flood
Control could provide, identifies possible types of stormwater capture projects, and analyzes each
hydrologic region to determine where the best locations for projects exist. Based on the hydrologic
analysis, twelve conceptual projects within the City and the County were identified that could
capture approximately 1,700 AF stormwater for either direct use or infiltration to the
groundwater basin. In addition, these projects can provide additional benefits such as flood
management, water quality, and environmental and community benefits. Because these projects
are still in the conceptual stages and are not yet planned for implementation, stormwater has not
been included as contributing to supply projections.
Types of Services
Collection -
Treatment X
Disposal -
Recycled X
Other -
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CHAPTER THREE: J. GOLETA WATER DISTRICT
Goleta Water District
Formation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant & Booster Stations
Address Acquired/Built Condition Size
Corona Del Mar Water Treatment 1973 Good 680,000 SF on 32 acres
Plant, Goleta
Patterson Booster Pump Station 1998 Good 2,400 gpm
Edison Emergency Pump Station 1998 Good 1,300 gpm
Van Horne Emergency Pump 2003 Good 1,000 gpm
Station
San Marcos Pump Station 1954 Good 300 gpm
Debra Pump Station 1960 Good 150 gpm
La Vista Pump Station 1955 Good 150 gpm
Hollister Booster Pump Station 1995 Good 1,500 gpm
Goleta Sanitary District Pump 1995 Good 3,500 gpm
Station
Connections
Type # of Acct % of Total
Single-Family 13,423 80.1%
Multi-Family 1,824 10.9%
Commercial/ 992 5.9%
Institutional
n/a 0%
Industrial
Agricultural 165 1.0%
Irrigation 298 1.8%
Other 55 0.3%
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The residential single-family connections are equivalent to 865.1 units
on 804 parcels. Four commercial connectio ns are equivalent to 16.1
single-family units. Other includes 475 fire lines, 20 temporary meters,
and 66 recycled meters.
Total Staffing
Personnel Per 1,000
population
Full time Operators 23 0.26
Emergency Operators 23 0.26
Administrative Personnel 18 0.21
Other District Staff 22 0.26
Goleta Water has a total of 63 full-time employees.
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
General Manager (1) n/a 12
Asst General Manager (1) n/a 11
Treatment Chief Operator (1) n/a 21
Treatment Superintendent (1) n/a 15
Treatment Supervisor (1) n/a 18
Treatment Operator I (2) n/a 2
Treatment Operator II (4) n/a 14
Control Sys/Treatment Operator (2) n/a 10.5
Chief Distribution Operator (2) n/a 19.5
Distribution Superintendent (1) n/a 24
Distribution Operator I (1) n/a 1
Distribution Operator II (3) n/a 14.6
Operations Supervisor (1) n/a 1
Operations Assistant (1) n/a 21
Equipment Operator (2) n/a 11
Engineering Supervisor (1) n/a 5
Engineering & Infrastructure Manager (1) n/a 6
Engineering Assistant (1) n/a 24
Laboratory Supervisor (1) n/a 20
Water Conservation Manager (1) n/a 8
Capital Project Lead (2) n/a 6.5
Controller (1) n/a 5
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Principal Policy Analyst (1) n/a 8
Meter Crew Chief (1) n/a 15
Meter Specialist I (2) n/a 11
Meter Specialist II (3) n/a 13.6
Acct & Info Sys Supervisor (2) n/a 12
Recycled Wtr/Crss Con Spec II (1) n/a 1
Chief Communications Admin (1) n/a 9
Customer Service Supervisor/Accountant (1) n/a 15
Senior Financial Analyst (3) n/a 7
Account Clerk II (1) n/a 7
Customer Service Representative I (2) n/a 2.5
GIS Asset Management (1) n/a 1
Senior Water Resources Associate (1) n/a 10
Senior Water Resources Analyst (2) n/a 15
Associate Water Res Analyst (1) n/a 9
Executive Secretary (1) n/a 2
Human Resources Administrator (1) n/a 2
Temporary/Part Time (1) n/a 4
Water Capacity
The Goleta Water groundwater
Goleta Water has approximately 16,244 AFY of water available wells can produce a maximum daily
capacity of 5.0 million gallons per
for the service area in an average year and access to additional
day.
groundwater and State Water under certain circumstances. The
District’s groundwater wells can currently produce 3.6 million gallons per day, which
corresponds to approximately 4,000 acre-feet per year. The recycled water production capacity
at the plant operated by Goleta Sanitary District (GSD) is approximately 3,300 AFY based upon
the tertiary treatment plant capacity of 3.0 million gallons per day (MGD).
System Demands
The estimated average annual water
Goleta Water service area’s average annual water demand generated during the report period
among Goleta Water users in the
generated for treatment and distribution is approximately 3.29
service area has been 3.29 billion
billion gallons per year, or 10,100 AFY. That translates over the gallons; an amount that translates
to 98.6 gallons per day per person.
report period to an estimated 90 gallons per day, or 98.6 GDCP
for each person; or 193 thousand gallons for every service connection. District customers use an
estimated 56 Residential GPCD (R-GPCD), which makes residential customers among the most
water efficient users in the state. Typical water use decreased during the recent drought (2012
through 2017) as a result of more robust conservation efforts, and customer demand never fully
recovered.
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Service Performance
Goleta Water service area’s average annual water dem and LAFCO estimates Goleta Water is
presently operating at 79% capacity
generated during the report period for subsequent treatment and
within its service area in Goleta
distribution has been approximately 10,100 AFY. Of this amount, Valley. (This estimate includes
service agreements outside of its
it is estimated by LAFCO this represents 79% of permitted
service boundary).
anticipated reliable supplies. The District generally has adequate
capacity for anticipated future needs.
Goleta Water District
Formation, Revenues, Attributes, Types of Service, and Resources
Total Collection Inspected, Repaired, Added -Goleta Water
250
200
150
100
50
0
CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Inspected Video Cleaned Replaced Added
Source: GWD Data.
Note: Information is for the entire District. Also, this table tabulates miles of lines cleaned, replaced, added,
and videoed. Additional upgrades preformed regarding lift stations and treatment plant.
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Upgrades or Repairs Completed -Goleta Water
FY -2020-2021
60
18.5%
50
40
30
20 12%
10 0.1% 0.3% 0.7% 0% 0%
0
Inspected Cleaned Replaced Added Video Booster Treatment
Stations Plant
Upgrades/Repairs
Source: GWD Data.
Note: Information is for the entire District.
Goleta Water provides water services to its
constituents directly and plans for them in various
planning documents, including the Water Supply
Management Plan, Urban Water Management Plan,
Groundwater Management Plan, and Infrastructure
Improvement Plan 2020-2025. The County’s Mission
Canyon Community Plan, which was last updated in
2014, contains a Land Use, Public Facility, and
Resource Constraints.
FINANCES
The District prepares an annual budget and financial statements.
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Planning Reports Year Updated
Community Plan 2014
Sustainability Plan 2022
Joint Powers Agreement 1984
Water Supply Plan 2016
Strategic Plan 2005
Infrastructure Imp. Plan Annually
Rate Study 2020
UWMP 2021
GW Management Plan 2016
Sustainability Plan 2022
Climate Plan N/A
CHAPTER THREE: J. GOLETA WATER DISTRICT
District Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Water Sales $22,205,407 66.4% $28,117,046 67.4%
Charges for services $10,286,970 30.8% $12,640,473 30.3%
$186,717 0.6% $211,037 0.5%
Conveyance charges
Other charges for services $371,648 1.1% $555,030 1.3%
Investment income $337,631 1.0% $129,175 0.3%
Other non-operating revenue $32,118 0.1% $33,084 0.2%
Revenue total $33,420,491 100.0% $41,685,845 100.0%
Source: Goleta Water, Financial Statements, June 30, 2020 and 2021, 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 exceeded its revenues. The increase in expenditures was primarily due to
unexpected events, including wildfires in the water shed and resulting water quality issues, as well
as the COVID-19 pandemic. 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.
GOLETA WATER
Fiscal Trends-Goleta Water
50
40
30
20
10
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
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This indicator addresses the extent to which charges for service
Charges for Services covered expenses. Charges for Services is the primary funding source
for Water Districts. Represented below a ratio of one or higher
14 indicates that the service is self-supporting.
12
10
8
6
4
2
0
2016-17 2017-18 2018-19 2019-20 2020-21
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
2016 $ 39,174,119 $ 29,820,487 1.3
1
2017 $ 38,016,844 $ 33,407,576 1.1
0.5 2018 $ 43,479,431 $ 27,750,020 1.6
2019 $ 40,389,412 $ 38,045,673 1.0
0 2020 $ 33,420,491 $ 36,082,209 0.9
2016 2017 2018 2019 2020 2021 2021 $ 41,685,845 $ 34,131,260 1.2
Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2018 2019 2020 2021 Trend
Funded ratio (plan assets as a % of plan liabilities) 75% 77% 77% 77%
Net liability, pension (plan liabilities - plan assets) $ 16,533,639 $ 15,900,230 $ 16,801,573 $ 17,664,353
Other Post-Employment Benefits (OPEB)
Funded ratio (plan assets as a % of 0%
2021 year of OPEB reporting
plan liabilities) Net liability, OPEB $ 24,985,276
(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.
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Coverage of Net Post-Employment Liabilities
50 2
40 1.5
30
1
20
0.5 10
0 0
2016 2017 2018 2019 2020 2021
2016 2017 2018 2019 2020 2021
Agency Assets (other than capital) $28,769,546 $23,618,696 $28,600,524 $27,278,097 $19,593,350 $22,954,526
Net Liabilities (pension & OPEB) $26,819,358 $33,696,213 $35,700,159 $34,342,013 $36,484,260 $42,649,629
CHAPTER THREE: J. GOLETA WATER DISTRICT
Pension Obligations and Payments
The District provides retirement benefits through the Ca lifornia Public Employees Retirement
System (CalPERS). All qualified employees are eligible to participate in the District’s, “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, equal to one year of full-time employment. Members with five
years of total service are eligible to retire at age 50 with statutorily reduced benefits. All members
are eligible for nonindustrial disability benefits after five years of service. The death benefit is one
of the following the Basic Death Benefit, the 1957 Survivor Benefit, or the Optional Settlement 2W
Death Benefit. The cost-of-living adjustments for each Plan are applied as specified by the Public
Employees’ Retirement Law. The District’s net pension liability recognized on the balance sheet
at June 30, 2021, was $17,664,353 as compared to $16,801,573 at June 30, 2020.
Deferred Compensation Plan
The District offers its employees an optional 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,
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. As of June 30, 2021, 27
active employees were participating in the deferred compensation plan.
OPEB Obligations and Payments
The District has adopted a pay-as-you-go basis for funding retiree medical benefits. The District
provides health insurance benefits through the Association of California Water Agencies
(ACWA/JPIA) to retired employees who satisfy the eligibility rules hired on or before August 12,
2014, but are not eligible to change plans. Employees hired on or before August 12, 2014, in order
to be eligible for lifetime post-employment medical benefits: (1) Attainment of age 50, (2) 5 years
of consecutive full-time service, and (3) Retirement from the California Public Employees’
Retirement System (CalPERS) and from the District (the District must be the last employer prior
to retirement). Employees hired after August 12, 2014, have the same eligibility criteria except
they must be at least 52 years of age, have 10 years of service, and are eligible to receive $20 per
month for each year of service toward the purchase of their own health care benefits until reaching
age 65.
The benefit provisions and the contribution requirements of OPEB Plan members and the District
are established and may be amended by the Board and the Service Employees International Union
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Local 620 (SEIU). As of the June 30, 2020, measurement date, the following current and former
employees were covered by the benefit terms under the plan:
- Retired employees – 59
- Active employees – 60
Administrative costs of this plan are financed by the District. For fiscal year ended June 30, 2021,
the District’s contributions totaling $1,576,006 in current year premium payments.
Enterprise Funding
The District budget includes costs for water supply agreements and operations & maintenance.
In FY 2020/2021, the District’s actual expenditures for water supply agreements were $14,378,179.
Operations & Maintenance expenditures were $7,389,353 (excluding personnel costs). The FY
2021/2022 budget for water supply agreements decreased to $13,269,836 and budgeted operation
& maintenance costs decreased to $7,234,129 (excluding personnel costs). The graph below
shows the current financial trend in millions. This indicator provides a measurement of the
agency’s expenditure over time.
Water-Expenditure
60 1.2
50
1% 1% 1%
1
0.87% 0.87%
40 0.83% 0.8
Water
30 0.6
20 0.4
10 0.2
0 0
2016 2017 2018 2019 2020 2021
Asset Maintenance and Repair
The District repairs and replaces infrastructure each year. In FY 2019/2020, the District budgeted
$2,429,468 and increased that to $6,170,000 for FY 2020/2021. The various projects in process at
fiscal year-end included the following:
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CHAPTER THREE: J. GOLETA WATER DISTRICT
Construction-in-process 2021 2020
Corona Del Mar Plant Aeration System $2,029,622 $464,476
General Wells Upgrade and Management 960,447 960,447
7000 Hollister Mixed Use (Westar) 388,860 386,808
SCADA Improvements / Upgrades 293,832 -
Cathodic Protection Upgrades 208,161 -
CDMWTP Sludge Handling Improvements 190,080 -
GW Conduit Leak Repair DPR 126,595 -
CDM WTP Leach Field Replacement 114,092 -
80' Monopole at Corona Del Mar 114,029 112,736
Hollister/217 Improvements 113,729 84,177
Ekwil/Fowler Waterline Relocation 111,929 97,959
San Marcos Preserve 107,440 106,046
Cortona Corner Apts (176) 70,647 -
Mariposa Assisted Living Project 66,250 66,250
CDM Slide Gate Replacement 60,607 -
8501 Hollister Fireline and RW 54,211 -
Transmission Main Relocation Phase 1 52,688 -
DBP Reduction Corona Del Mar 24,939 -
Corona Reservoir Pipe Extension - 644,391
Electrical Upgrade San Marcos Well - 245,772
UCSB San Joaquin Apartments - 168,505
Recycled Water Booster Pump Station Modification Hollister - 137,592
Sludge Beds - 100,763
Cielo/Cambridge Wharf Head to Hydrant Upgrades - 68,067
UCSB 12116 Blow Off Leak - 61,408
Various Other Minor Projects. 428,611 825,640
Total Construction-in-Process $ 5,516,769 $ 4,531,037
Capital Improvements
The District amends its Infrastructure Improvement Plan with each budget. The FY 22-23
Summary includes a list of major improvements and asset replacements that include the following:
Projects Budgeted or Estimated 2022 to 2023
P-1 Worker Safety Electrical Upgrades $270,000
P-3 Ekwill, Fowler, and Hollister Infrastructure Relocation $400,000
P-4 City, County, Caltrans Relocations Required Projects $200,000
P-6 Inoperable Small Meter Replacements $270,000
P-7 Inoperable Large AMI Meter Replacements $215,000
P-9 Transmission Main Relocation $750,000
P-10 Exposed Goleta West Conduit Pipelines $45,000
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P-11 Inoperable Chlorination and Treatment Equipment Replacements $95,000
P-12 Inoperable Pipeline and Service Line Replacements $430,000
P-13 Inoperable Cathodic Protection System Replacements $190,000
P-14 Inoperable Reservoir and Reservoir Component Replacements $80,000
P-15 Inoperable Electrical Power System Replacements $45,000
P-16 Inoperable Pump and Motor Replacements $80,000
P-17 Anita Well Filtration Treatment $350,000
P-20 Inoperable Above Ground Well Facility Replacements $115,000
P-21 Inoperable Interconnect Component Replacements $10,000
P-22 Inoperable Valve Replacements $225,000
P-23 Inoperable Fire Hydrant Replacements $180,000
P-24 Inoperable Recycled Water Facility Replacements $20,000
P-25 Inoperable Computer and Electronic Hardware Replacements $30,000
P-26 Pavement Replacements $150,000
P-27 Inoperable Building Component Replacements $50,000
P-28 Required Main Upsizing $30,000
P-29 Obsolete SCADA Replacement $600,000
P-30 SCADA Antenna (Monopole) Replacement $830,000
P-32 Inoperable Light Vehicle Fleet Replacement $50,000
P-35 CDMWTP Additional Sludge Bed $950,000
P-36 CDMWTP New Sludge Drying Bed Pump Station $210,000
P-37 CDMWTP New Sludge Bed Overflow Basin $900,000
P-38 CDMWTP Reclaimed Water Pipe Relocation $240,000
P-39 CDMWTP Backwash Basin Pump Station Modification $200,000
P-41 Water Quality Maintenance in Distribution System: Phase 1 $25,000
P-44 University Well Treatment $130,000
P-45 Airport Well Treatment Upgrade $300,000
P-46 New Replacement Well $50,000
P-48 Creek Crossing Inspection and Repair Program: Exposed Pipes $30,000
Long-term Liabilities and Debts
In 2003, $47,000,000 was executed to refund the 1993 Goleta Water District Refunding Revenue
COP and to finance certain improvements to the District’s water supply, treatment, and
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CHAPTER THREE: J. GOLETA WATER DISTRICT
distribution systems. The 2003 COPs have been fully refunded with the issuance of the
$33,915,000 2010 Series A Revenue COPs followed by the issuance of the $19,050,000 2014 Series
A Revenue COPs.
In 2010, the District issued the $33,915,000 2010 Series A Revenue COPs to (i) refund a portion of
the 2003 COPs; (ii) refund outstanding bank loans and related financing costs; (iii) refund
outstanding amounts under a loan contract with the State Water Resources Control Board; (iv)
fund $5,000,000 of improvements to the water system; (v) fund a reserve; and (vi) pay related
costs of execution and delivery of the 2010 Series A COPs. The advanced refund of the 2003 COPs
resulted in an economic loss of approximately $1.7 million and a difference between the
reacquisition price and the net carrying amount of the old debt of approximately $1.6 million. The
difference, reported in the accompanying financial statements as Deferred Outflows of Resources,
is being charged to interest through the fiscal year ended June 30, 2025. Interest is payable semi-
annually on March 1st and September 1st of each fiscal year commencing March 1, 2012, with
interest rates ranging from 4.25% to 5.00%. Principal payments are scheduled to commence on
September 1, 2025, and continue through September 1, 2035. The capital improvement projects
financed from $5,000,000 of the COPs proceeds include:
• Cathedral Oaks Highway 101 overcrossing;
• Old Town Goleta waterline replacement;
• Santa Barbara County El Embarcadero system improvements;
• San Antonio well site purchase;
• Anita Wellhead treatment plant;
• Relocation of the Goleta Beach recycled waterline;
• Recycled water booster pump controls rebuild; and
• Other critical treatment plant and infrastructure replacements.
On January 22, 2014, the District issued the $19,050,000 2014 Series A Revenue COPs to (i) refund
a portion of the 2003 Revenue Certificates of Participation; (ii) fund $5,540,575 of improvements
to the water system; and (iii) pay related costs of execution and delivery of the 2014 Series A COPs.
Interest is payable semi-annually on June 1st and December 1st of each fiscal year commencing
June 1, 2014, with interest rates ranging from 2.00% to 5.00%. Principal payments commenced on
December 1, 2014, and continue through December 1, 2024. The capital improvement projects
financed from $5,540,575 of the COPs proceeds include:
• Improvements to the Corona del Mar Water Treatment Plant for process enhancements;
• Distribution system reliability improvements, including booster systems upgrades, new
valves,
• system interconnection improvements, and mainline replacements;
• Meter replacements;
• Well augmentations to support groundwater pumping and injection capabilities;
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• Renewable energy generating projects; and
• Other critical treatment plant and infrastructure replacements.
Opportunities for Shared Facilities
The District maintains three interconnections with the neighboring City of Santa Barbara water
supply. Together, the current capacity of the interconnections is limited to a maximum flow of 2
million gallons per day.
Rate Structure
Water rates for the District were last updated and adopted by the Board of Directors in May 2020.
The rates are based on a 2020 Cost of Services and Rate Design Study prepared Raftelis Financial
Consultants, Inc. and undergo periodic review and adjustment, per District policy.
Water Fees (Effective July 1, 2022)
A. Connection Fees (represents share of capital costs)
Residential – ranges from $26.78 per ¾” meter Ultra low flow (6HCF or less) to $7,664.09 per
10” meter. Fire line Charge is $9.73.
B. User Fee per Month
Residential Tier Rates*
Residential
Tier 1 (6 HCF) $7.01
Tier 2 (next 6 HCF) $9.46
Tier 3 (all additional HCF) $12.06
Urban $8.68
Recreation Irrigation $9.20
Urban Agriculture $2.85
Goleta West Conduit $2.33
Recycled $4.69
Temporary $10.21
Figures J-3 shows a rate comparison for four South County Communities. The following charts
show the comparison of one City and three water Districts. The charts are based upon a sample
billing using “10 units” as a basis, but nearly half of Goleta Water District customers (6,909
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CHAPTER THREE: J. GOLETA WATER DISTRICT
connections) qualify for Tier 1 usage by using less than 6 HCF per month, and thus pay
significantly less. Goleta Water District rates for residenti al customers using 10 HCF are thus not
representative of the average customer, and are slightly hig her than two other communities in the
South County area, but still significantly lower than the most expensive agency.
$140 137.21
$135
128.02
$130 123.78
$125
118.66
$120
$115
$110
$105
Goleta Water Montecito Water City of SB Carpinteria Valley
ORGANIZATION
Governance
Goleta Water District’s governance authority is established under the County Water District Law
of 1913 (“principal act”) and codified under Water Code Sections 30000. This principal act
empowers Goleta Water to provide a moderate range of municipal services. A list comparing
active and latent powers follows.
Active Service Powers Latent Service Powers
- Water Sewer/Wastewater
- Recycled Water Fire Protection
- Groundwater Management Recreation Facilities
- Stormwater Garbage/Refuse
Governance of Goleta Water District is independently provided through its five-member Board
of Directors that are elected at-large to staggered four-year terms. The District will be
transitioning to District elections for the November 2022 election. The District will hold elections
for directors from District 1 and District 2 at the November 2022 election. The District will hold
elections for directors from Districts 3, 4, and 5 at the November 2024 election. The Board meets
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1 unit = 100 Cubic Feet of Water
South County Communities
CHAPTER THREE: J. GOLETA WATER DISTRICT
the second Tuesday of every month at District Board Room located at 4699 Hollister Avenue,
Goleta at 5:30 pm. A current listing of Board of Directors along with respective backgrounds
follows.
Goleta Water |
Current Governing Board Roster
Member Position Background Years on District
Kathleen Werner President Water Chemist 4
Farfalla Borah Vice President Attorney 4
Tom Evans Director Water Resources Eng. 4
Lauren Hanson Director Business 14
Bill Rosen Director Attorney 14
Website Transparency
The table, on the next page, is not an exhaustive inventory of website criteria required under
current law. Rather, it identifies key components, required by the Government Code and/or
recommended by the California Special Districts Association and other organizations, for
websites to enhance transparency and accountability.
Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in
advance on their websites. Government Code Section 6253 requires that agencies post content
most requested by constituents and most often requested via Public Record Act requests. Because
of the difficulty for LAFCO staff to verify this information, these criteria are not included in the
website checklist. However, agencies should address these criteria to comply with current
website requirements.
Goleta Water District Website Checklist
website accessed 7/25/22 http://www.goletawater.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?
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CHAPTER THREE: J. GOLETA WATER DISTRICT
The following criteria are recommended for agency websites by a number of
governance associations and organi zations.
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 Water District is an independent board-governed District. Refer to http://www.goletawater.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 water, wastewater, and stormwater services met their needs and/or identify any unmet
needs. The questions identify key components recommended by LAFCO staff.
Goleta Water District Questionnaire
Revenues, Types of Service, and Resources
Goleta Water |
Responses by Respondence
Questions Satisfactory Unsatisfactory Undecided
1. Overall, are you satisfied with the level of water, - 1 -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment - - 1
provided with the level of water, wastewater, or
stormwater 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 questions, - - 1
and were informative?
A total of 1 response was provided by the community that answered the survey questions. The
community rated the agency with 0 satisfactory, 1 unsatisfactory and 4 undecideds. Additional
comments were provided.
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K. Montecito Water District
Administrative Office: 583 San Ysidro Road, Montecito, CA 93108
Phone: 805/969-2271
Fax: 805/969-7261
Email: nturner@montecitowater.com
Website: www.montecitowater.com
General Manager: Nick Turner
Treatment Supervisor: Chad Hurshman
SUMMARY
The Montecito Water District (MWD) provides potable water to the Montecito and Summerland
residential, commercial and agricultural customers in the surrounding unincorporated areas to
approximately 11,769 people throughout 15.4 square miles in southern Santa Barbara County from
east of Toro Canyon Road on the east to the City of Santa Barbara on the west. MWD serves as
the Groundwater Sustainability Agency for the Montecito Groundwater Basin. The District
produces approximately 4,300 AFY of water for the service area in an average year. MWD’s
boundary is the same as its Sphere of Influence. Sphere expansion areas are studied some relate to
the feasibility studies on consolidation work underway by both districts. The District receives
financial support at a rate of approximately $2,201 per resident and maintains a fund balance to
meet future needs. MWD has financial procedures in place to ensure the preparation of timely
agency audits.
BACKGROUND
The Montecito Water District was formed in 1921. In the early beginnings water was provided by
numerous small private water companies that tapped into springs, creeks, and water wells that
were at times unreliable due to inadequate seasonal rainfall. The community was rooted in its
agricultural estate beginnings consisting of a number of large estates. Following the formation,
the District set out to build Juncal Dam and Jameson Lake, the 2-1/4-mile long Doulton tunnel
through the Santa Ynez coastal range, and 50 miles of distribution pipelines within its service
boundary. The District has 10.3 percent of the Lake Cachuma reservoir’s current annual safe yield.
In addition to the State Water Project, supplemental water purchases are made from around the
State, desalination, and groundwater are current supplies.
The Montecito Water District overlaps the Montecito Fire Protection District, Montecito
Sanitary District, City of Santa Barbara, Carpinteria/Summerland Fire Protection District,
Summerland Sanitary District, Carpinteria Sanitary District, County Service Areas 11 (Parks) and
32 (Law Enforcement), Santa Barbara Metropolitan Transit District, Santa Barbara Mosquito and
Vector Control District, Cachuma RCD, County Flood Control & Water Agency, and a portion
of Carpinteria Cemetery District.
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The District estimated it serves a population of 11,769 pe ople, with 1,335 living within City of Santa
Barbara. The District anticipates a growth rate of le ss than one (1) percent a year within its
boundaries in the coming years. In 2020, it was estimated that the District serves 5,478 parcels,
with approximately 223 in City of Santa Barbara, 611 in Summerland, and 4,644 in Montecito
serving approximately 4,640 connections.
OPERATIONS
The General Manager oversees day-to-day operations of the different departments which include
Water Treatment, Distribution, Engineering and Business and groundwater management. The
District has a staff of 28 full time employees; including engineers (2), certified treatment (6) and
distribution operators (10), water conservation experts (1), finance (4) and administrative staff
(2), General Manager (1), Assistant General manager (1), and Business Manager (1).
Montecito Water District provides safe and reliable water supplies to residents in the Montecito
and Summerland communities. Most of the District’s general revenues come from service charges,
water availability charge, and water sales. Also, it receives revenue through groundwater
sustainability fees, grants, and rental revenue. The District has created specific reserves to replace
needed equipment and buildings. On June, 2021, the unrestricted reserves for MWD and the GSA
total $5,137,500.
The major activities of the District include acquisition, treatment and delivery of water from
multiple sources including Jameson Lake, Cachuma Project, State Water Project, Doulton Tunnel,
Montecito Groundwater Basin and the City of Santa Barbara. In September 2020, the District
effectuated a long-term Water Supply Agreement with the City of Santa Barbara, in connection
with its Charles E. Meyer Desalination Facility, for delivery of 1,430 acre-feet of water annually
for 50 years. This new source, which commenced delivery on January 1, 2022, provides
approximately 35% of District’s current annual water supply needs and significantly improves the
overall water supply reliability. In addition, the District also acquires supplemental water on an
as-needed basis from various water agencies and private entities throughout the State.
The District Board of Directors is composed of five members who are elected at-large to four- year
terms. The Board meets the fourth Tuesday of every month (third Tuesday in November &
December due to holidays) at District Board Room located at 583 San Ysidro Road at 9:30 a.m.
The District maintains a website which includes a list of members of the Board of Directors,
agendas of upcoming meetings, and minutes of past meetings.
OPPORTUNITIES & CHALLENGES
The Montecito Water District currently is collaborating with the Montecito Sanitary District to
study the possible addition of recycled water supply to the MWD supply portfolio. The study is
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to be completed by the end of 2022 and could offset a portion of MWD customer potable use with
recycled wastewater.
MWD is also currently analyzing the expansion of its current regional groundwater banking
capabilities to further shore up the reliability of water supplies for the community for years to
come. This analysis is expected to be complete near the end of 2022.
In March 2022, Montecito Water District prepared a 5-year Strategic Plan that seven priority
challenges have been identified and will be addressed to ensure the reliability of water service as
the District enters its second century. These challenges were identified as:
1. Projected Water Supply Shortage.
The impact of climate change is becoming more evident as worsening drought conditions
reduce the District’s available water supplies. Increasing supply options, reducing customer
water use, or a combination of the two is necessary to avoid a potential future water supply
shortage.
2. Aging Infrastructure and Facilities.
Much of the District’s infrastructure, including transmission and distribution piping and
facilities, is nearly 100 years old, is approaching its useful lifespan, and is prone to failure.
Increasing near-term action on infrastructure replacement could improve the reliability of the
community’s water system and service.
3. Aging Workforce.
Several of the District’s employees have retired in the last 5 years and many more are expected
to reach retirement age within the next decade. Succession planning is vital to the successful
transition of District leadership should a planned or unplanned change take place.
4. Need for Employee Development.
Too often the lack of time and / or resources can delay or prevent employees from acquiring
training necessary for development which can lead to a reduction in efficiency, increased costs,
and employee turnover. Providing development opportunities and training to employees
allows the District to pinpoint knowledge and skills needed and desired to build on excellence
and promote fulfillment.
5. Water Policy Impacts.
Water policy is continually becoming more restrictive, resulting in both a reduction in
availability water supplies and increased limitations on its uses. Often this policy is
established at a State or Federal level. Despite its small size, the District must find ways to be
impactful in the public policy making process.
6. Managing Water Supplies Efficiently.
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Rapidly changing conditions in almost every arena - climate, policy, technology, population –
complicate the already complex world of water supply management. Navigating these
changes effectively requires a comprehensive and long-term approach to water management
with consideration of all sources of available water supply including surface water,
groundwater, stormwater, and wastewater.
7. Implementing Water Reuse.
“Recycling” water is not as easy as it sounds – it comes with variables such as high cost for
infrastructure, potential limited use options, uncertainty of pending State and Federal
regulations, and a relatively low quantity of water available for “recapture.” Maximizing the
beneficial reuse of the community’s wastewater is critical to improving long-term water
supply reliability for the District and for reducing the discharge of treated wastewater to the
Pacific Ocean.
LAFCO of Santa Barbara County encourages the District and the Montecito Sanitary District to
consider options for recycled water along with similar agreements with the City of Santa Barbara
to diversify its water portfolio. Generally, both Districts serve the same residents and evaluating
the feasibility of consolidation may provide benefits for effective governance and municipal
services.
Governance Structure Options
In September 2021, the Joint Strategic Planning Committee, made up of Directors from Montecito
Water District and Montecito Sanitary District, directed management to acquire proposals from
qualified firms to assist with the evaluation of the feasibility of Special District consolidation. In
January 31, 2022, the Joint Committee interviewed the two short listed firms and identified
Raftelis as the consulting firm to perform this work. The Districts are seeking consulting
assistance and expertise to prepare a preliminary assessment to determine if there is a business
case affirming that the two Districts can and should consolidate. The report will detail the
information collected, the analysis conducted, and give a recommendation. It is estimated
completion will be near the end of 2022.
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 two Districts to
consolidate to assume responsibilities would benefit the area. Therefore, LAFCO staff
recommends that the District continue to discuss partnerships with each other for recycled water
options and other neighboring agencies. If an agreement is made, where all affected parties agree
in the transfer of responsibilities, then a change of organization may be considered at that point.
Regional Collaboration
The District is a member of four Joint Power Authorities (JPAs) for the purchase, management,
treatment and delivery of water. These JPAs include the Cachuma Operations & Maintenance
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Board (COMB), Cachuma Conservation & Release Board (CCRB), Central Coast Water
Authority (CCWA) and Cater Treatment Plant.
The Cachuma Operation and Maintenance Board (COMB) is a Joint Powers Agency formed in
1956 pursuant to an agreement with the United States Bureau of Reclamation (USBR). The
agreement transferred to COMB the responsibility to operate, repair and maintain all Cachuma
Project facilities, except Bradbury Dam, which the USBR has continued to operate. COMB’s
member agencies (Cachuma Member Units) include City of Santa Barbara, Goleta Water District,
Montecito Water District, and Carpinteria Valley Water District. COMB’s Board of Directors is
made up of elected representatives from each of its member agencies. The District’s percentage of
participation for this JPA is 11.50%.
The Cachuma Conservation Release Board (CCRB) is a Joint Powers Agency formed in January
1973 between Montecito Water District (MWD), Carpinteria Valley Water District (CVWD),
Goleta Water District (GWD), and the City of Santa Barbara (City). CCRB was established to
jointly represent the water agencies in protecting the Cachuma Project water rights and interests.
In 2011, CVWD withdrew from CCRB, increasing the percentage of participation for the
remaining member agencies. The District’s current percentage of expenses for this JPA is 13.09%.
CCRB's Board of Directors is made up of an elected representative from each of the three
remaining member agencies.
On June 4, 1991, District voters approved participation in the California State Water Project
(SWP) which allowed the District to participate in the formation of the Central Coast Water
Authority (CCWA). The CCWA was formed on August 1, 1991, as a JPA under Government Code
Section 6500, Article 1, Chapter 5, Division 7, Title 1 providing for a total of 45,486 AF of SWP
Table “A” and drought buffer water supplies to Santa Barbara County. The actual right to the
45,486 AF of State Water is held by the Santa Barbara County Flood Control District, which
acquired the State Water Project supply in 1963. CCWA, by way of a transfer agreement, is the
agency responsible for managing the financing, construction, operation and maintenance of the
SWP facilities necessary for the delivery of SWP water and other supplemental supplies to the
eight Central and South Coast SWP contractors, which include the Cities of Buellton, Guadalupe,
Santa Barbara and Santa Maria; Carpinteria Valley Water District; Goleta Water District;
Montecito Water District and Santa Ynez River Water Conservation District Improvement
District No. 1 (ID#1). SWP Table “A” water is water made available to SWP contractors on a
calendar year basis as established by the California Department of Water Resources (DWR). The
Board of Directors is made up of one representative from each participating entity. Votes on the
Board are apportioned based on an allocated percentage of SWP Table "A" water under the
governing rules and obligations of CCWA. MWD has a voting percentage of 9.5% in CCWA.
The District entered into a JPA with the City of Santa Barbara and CVWD on July 5, 1978, followed
by contract amendments for payment of the capital cost and debt service for treatment plant
construction and all future capital improvements needed to remain in compliance with State and
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Federal water quality standards. It was decided by MWD, CVWD and the City that the
construction of a regional water treatment facility wou ld be the most efficient and cost-effective
means to treat this water supply. Under the JPA, neither Montecito nor Carpinteria Valley Water
Districts have any ownership in the Cater Treatment facility.
In September 2020, the District and the City of Santa Barbara effectuated a 50-year Water Supply
Agreement (WSA) whereby the City is obligated to supply, and the District is obligated to accept,
1,430 AF of water annually irrespective of hydrologic conditions. The WSA was pursued by the
District because its current water supply sources are increasingly affected by changing
regulations, environmental, and climatic challenges.
Santa Barbara County Water Agency established in partnership with eighteen 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 District 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 District 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.
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SPHERE OF INFLUENCE & BOUNDARIES
The Sphere of Influence for the Montecito Water District’s boundaries are coterminous with its
service area. The District currently has no Sphere of Influence beyond the boundary it serves. A
map of the District’s Sphere of Influence and boundaries can be seen at the beginning of this
profile.
While no significant changes are anticipated to the District boundaries, any pending applications
under review will be considered as a separate action and those applications will not be evaluated
under this service review. The District has requested expansion and reduction to their Sphere of
Influence based on past request from landowners. Montecito Water and the Sanitary Districts are
currently evaluating the feasibility of consolidation. Both service areas generally follow the same
territory, with MWD being 40% larger and only a few minor deviations. In addition, existing
service area agreements and overlapping boundaries with the City of Santa Barbara and
Carpinteria Sanitary District are considered within this review. These areas along with a few
others, that would potentially close any gaps between neighboring agencies, are considered for
study purposes. Subsequent municipal service review reports will continue to monitor the
District’s need to expand their Sphere of Influence.
Sphere of Influence Study Areas
For study purposes, LAFCO staff has prepared the following table and map that includes 11 areas
to be considered as the Study Areas for the Sphere of Influence. The Study Areas are used to help
analyze and identify which properties should be added, remain, or excluded from the Sphere of
Influence. A summary of the Study Areas is listed in the table below:
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Table K-1: Montecito Wa ter Study Areas
Study Description Acres Existing Prime Constraints
Area Zoning AG Land
Barker Pass 5.61
1 Single-Family Residential No Existing service
Agreement
agreement
2-E-1
Sierra Vista 14
2 Single-Family Residential No Unknown
Additions
2-E-1
Coyote Road 78.5
3 Single-Family Residential No Unknown
Agreement
RS-1A & P-R Existing service
agreement
Coyote Road 0.81
4 Single-Family Residential No Unknown
APN 013-070-024
2-E-1
Coyote Road OASA 6.95
5a, b, Single-Family Residential No Existing service
& c APN 013-070-022 & agreement
2-E-1
032 and 013-250-
003
APN 013-240-007 4.52
6 Single-Family Residential No Unknown
Detach
5-E-1
Carpinteria 135.6
7 Single-Family Residential Yes Unknown
Sanitary Overlap
1-E-1 Overlapping providers
20-R-1
3-E-1
Rec/O.S.
City of Santa 50.4
8a & b Single-Family Residential No Unknown
Barbara Overlap Westmont
Rd. RS-6 Existing service
agreement
SP5 -WC
89 A-2/S-D-3 & C-1/S-D-3
Coast
Village Rd
Skyview Dr/El 30.7
9a & Single-Family Residential No Unknown
Rancho Rd & Calle
b
Hermoso/Calle 2-E-1
Elegante
Eucalyptus Hill 8.61
10a & Single-Family Residential No Unknown
(APN 013-240-008)
b
& Alston Rd (APNs 5-E-1
009-091-003 & 037)
2-E-1
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CHAPTER THREE: K. MONTECITO WATER DISTRICT
Island south of Toro 80.7
11 Mountainous Area No Mountainous Hillside
Canyon
MA 40 & MA 100
(APN 155-010-006
& 045)
Carpinteria Valley 1.01
12 Single-Family Residential Yes Unknown
Water Overlap
8-R-1 Overlapping providers
Totals 506.5
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 this Municipal Service Review
and information provided by the District. These 11 Study Areas are either outside the District’s
service area, currently have an out-of-agency service agreement, or may need amending if future
consolidation were to occur between the Montecito Water and Sanitary Districts into a new
District. This could align the service area and Sphere of Influence and/or makes a logical boundary.
SOI Study Area #1 – Barker Pass Agreement (Located in SB County; Within SOI). These six
parcels total 5.61 acres located along Barker Pass Road. APNs are 013-170-026, 027, 028, 029, 030,
& (formerly 013-210-027 now 013-210-053). The City and District entered into the Barker Pass
Agreement in 1979, as a result of the Districts deteriorating 12-inch waterline that excessively
caused costly repairs, interruption of service, and waste of water during breaks. The City had an
existing 8-inch water main fronting the properties capable of serving the area. The MWD
customers are currently provided City of Santa Barbara water through the City’s infrastructure,
however, they are billed by the MWD at the Districts rates. The District computes the total
amount of water metered during each monthly billing and reports it to the City who then deducts
this amount plus ten (10) percent contingency loss factor from the water received by the City from
the District via the Coyote and Alston Road Agreements.
Adjustment of these six parcels would clarify billing, avoid staff time for both agencies to true up
water usage each month, accurately reflect MWD service boundary, and provide clear messaging
to the customers about water source and water related emergencies/notices as they arise. The
District has requested these parcels should be billed by the City and not MWD and ultimately be
detached from the District. The area consists of six existing single-family residences each on
approximately 1-acres lots, built between 1959 and 1964, with the newest in year 2000. The area
is within unincorporated County designated single-family residential and zoned 2-E-1. The
nearest City limit boundary is approximately 0.37 miles southerly along Barker Pass Road. The
six parcels are separated by ten intermediate parcels in order to be annexed into the City. Study
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Area 8 includes the intermediate parcels that would create a contiguous boundary.
Figure K-2
SOI Study Area #1
Study Area
1
Existing SOI
District Line
5.61 acres
Residential
LAFCO Staff Recommendation. The SOI and eventual detachment could be cleaned up at some
point in Study Area One. Staff recommendation is maintaining the existing Sphere of Influence
and note the clean-up actions necessary at some point in the future. The existing Barker Pass
Agreement allows the City to provide water services to these six parcels. LAFCO would agree
that cleaning up the Barker Pass Agreement area would clarify billing, avoid staff time for both
agencies to true up water usage each month, accurately reflect MWD service boundary, and
provide clear messaging to the customers about water source and water related
emergencies/notices as they arise, it might be premature if the Montecito Water and Sanitary
District were to pursue consolidation. Montecito Sanitary currently provides wastewater
collection and treatment to these six parcels and the surrounding parcels. If a new Community
Services District or other consolidated agency were to be formed or MWD activated latent power
of wastewater services, then the six parcels would need to be included within the District service
boundary. At the conclusion of the consolidation feasibility study, if no follow-up actions are
recommended or acted upon, then the District may request detachment and sphere amendment
from its boundary. A negative sphere of influence in this area would suggest a future detachment
should be considered, however, the area may need service from a future consolidated district. The
Barker Pass Agreement may remain in place as necessary, which would allow the City to provide
water service to a non-contiguous area from a recognized prior out-of-agency agreement.
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CHAPTER THREE: K. MONTECITO WATER DISTRICT
SOI Study Area #2 – Sierra Vista Additions (Located in SB County; Outside SOI). These 15
parcels total approximately 14-acres located northernly Barker Pass Road and Sierra Vista Road.
APNs are 013-170-006, 007, 008, 009, 010, 011, 013, 017, 048, 049, & 052, 013-165-009, 010, & 011.
Fourteen (14) of these parcels are served by the Montecito Sanitary District (MSD) and one is
being studied for addition to SOI of MSD. The area consists of 14 existing single-family residences
(013-165-009 is vacant) each on approximately 0.47 to 1.25-acres lots, built in the 1950’s and 1970’s.
The area is within unincorporated County designated single-family residential and zoned 2-E-1.
The District did not request these parcels be added to the sphere of influence, however, they are
being studied because the Montecito Water and Sanitary Districts are considering consolidation.
At the conclusion of the consolidation feasibility study, if a new Community Services District or
other consolidated agency were to be formed or MWD activated latent power of wastewater
services, then the 15 parcels would need to be included within the Districts service boundary. The
Montecito Water District does not currently have infrastructure in the area and providing such
service would incur significant costs. The area is currently served water by private wells. The
City of Santa Barbara does have an existing 8-inch water main line within Barker Pass Road.
Figure K-3
SOI Study Area #2
Study Area
Existing SOI
2
District Line
14 acres
Residential
LAFCO Staff Recommendation. Staff recommendation is to maintaining the existing Sphere of
Influence in Study Area Two. The District currently does not have infrastructure in the area and
providing services would be difficult. At the conclusion of the consolidation feasibility study, if
adjustment to the Sphere of Influence and service area boundary are necessary, LAFCO can
consider this request at that time. The Study Area and alignment concern is only being raised here
to document the need if consolidation or activated of latent wastewater power is requested.
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SOI Study Area #3 – Coyote Road Agreement (Loca ted in SB City; Outside SOI). These 21
parcels total 78.5 acres located within the City limits of Santa Barbara along Coyote Road. APNs
are 021-061-002, 003, 004, 005, 006, 007, 008, 009, 013, 014, 020, 021, 022, 023, & 024, 021-062-
001, 002, 004, 005, & 006, and 021-130-002. The City and District entered into the Coyote Road
Agreement in 1955, as a result of the finding that it was infeasible for the City to supply water to
the area customers and the District had water mainlines in the area at the junction of Mountain
Drive and Coyote Road. The City incurred costs and labor to install and complete a 6-inch water
main from the District’s existing line in exchange for water delivered to Bothin Reservoir to cover
the water usage. The City customers are currently provided MWD water through the District’s
infrastructure, however, they are billed by the City at the City rates.
Adjustment of these 21 parcels would clarify billing, avoid staff time for both agencies to true up
water usage each month, accurately reflect MWD service boundary, and provide clear messaging
to the customers about water source and water related emergencies/notices as they arise. The
District has requested these parcels be added to the District sphere of influence and billed by the
MWD and not the City and ultimately be annexed into the District. The area consists of 16
existing single-family residences each lots vary in size from 0.7 to 7-acres, APN 021-130-002 is 30-
acres. Five (5) parcels are vacant with APN 021-062-004 being a small 0.07-acre sliver and not
buildable. The few homes were built between 1957 and 1972, with most of them between 2006
and 2019. The area is within incorporated City designated single-family residential and zoned RS-
1A and P-R.
Figure K-4
SOI Study Area #3
3
Study Area
Existing SOI
District Line
78.5 acres
Residential
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CHAPTER THREE: K. MONTECITO WATER DISTRICT
LAFCO Staff Recommendation. The SOI should include Study Area Three. Staff
recommendation is to include Study Area Three that would allow the Montecito Water District
to correctly bill customers for water service received by the District. Adjustment of these 21
parcels would clarify billing, avoid staff time for both agencies to true up water usage each month,
accurately reflect MWD service boundary, and provide clear messaging to the customers about
water source and water related emergencies/notices as they arise. The District has requested these
parcels be added to the District Sphere of Influence and billed by the MWD and not the City and
ultimately be annexed into the District. This would create an overlap of service providers,
however, the City of Santa Barbara and MWD currently overlap in a number of other places and
would not be unusual between the two agencies.
SOI Study Area #4 – Coyote Road (APN 013-070-024) (Located in SB County; Within SOI).
This single parcel totals 0.81 acres located west side of Coyote Road. The vacant parcel is within
unincorporated County designated single-family residential and zoned 2-E-1. The property can
only be served MWD water due to location of existing water mains.
Figure K-5
SOI Study Area #4
4
Study Area
Existing SOI
District Line
0.81 acres
Residential
LAFCO Staff Recommendation. The SOI should remain in Study Area Four. Staff
recommendation is to maintain Study Area Four within Montecito Water District service area
and Sphere of Influence. The District currently has infrastructure in the area and the property can
only be served by MWD. The surrounding properties evaluated as Study Area Five are currently
being served by the City of Santa Barbara under prior Agreement. No changes are required to the
boundary.
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SOI Study Area #5 – Coyote Road OASA (APN 013-070-022 & 032 and 013-050-003)
(Located in SB County; Within SOI). These three parcels total 6.95 acres located west side of
Coyote Road. All three parcels are within unincorporated County designated single-family
residential and zoned 2-E-1. The properties are being served and billed by City of Santa Barbara.
The properties should be served MWD water due to location of existing water mains.
Figure K-6
SOI Study Area #5
5a,b, c
& Study Area
Existing SOI
District Line
6.95 acres
Residential
LAFCO Staff Recommendation. The SOI should remain in Study Area Five. Staff
recommendation is to maintain Study Area Five within Montecito Water District service area and
Sphere of Influence. The District currently has infrastructure in the area and the property should
be served by MWD. These three properties are currently being billed by the City of Santa Barbara;
however, the water supply comes from the MWD. The two agencies need to clear up customer
billing records. This would clarify billing, avoid staff time for both agencies to true up water usage
each month, accurately reflect MWD service boundary, and provide clear messaging to the
customers about water source and water related emergencies/notices as they arise. No changes
are required to the boundary.
SOI Study Area #6 – APN 013-240-007 (Located in SB County; Outside SOI). This vacant
single parcel totals 4.52 acres located northerly of Eucalyptus Hill Road. The parcel is within
unincorporated County designated single-family residential and zoned 5-E-1. The property is
better served by City of Santa Barbara due to location of existing water mains in the area.
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CHAPTER THREE: K. MONTECITO WATER DISTRICT
Figure K-7
SOI Study Area #6
Study Area
Existing SOI
District Line
6
4.52 acres
Vacant - Residential
LAFCO Staff Recommendation. The SOI and eventual detachment should be cleaned up at some
point in Study Area Six. Staff recommendation is maintaining the existing Sphere of Influence and
note the clean-up actions necessary at some point in the future. At the conclusion of the
consolidation feasibility study, if adjustment to the Sphere of Influence and service area boundary
are necessary, LAFCO can consider this request at that time. The Study Area and alignment
concern is only being raised here to document the need if consolidation or activated of latent
wastewater power is requested. It might be premature if the Montecito Water and Sanitary
District were to pursue consolidation. Montecito Sanitary currently provides wastewater
collection and treatment to this parcel and the surrounding parcels. If a new Community Services
District or other consolidated agency were to be formed or MWD activated latent power of
wastewater services, then the parcel would need to be included within the District service
boundary. At the conclusion of the consolidation feasibility study, if no follow-up actions are
recommended or acted upon, then the District may request detachment and sphere amendment
from its boundary. A negative sphere of influence in this area would suggest a future detachment
should be considered, however, the area may need service from a future consolidated district.
SOI Study Area #7 – Carpinteria Sanitary Overlap (Located in SB County; Within SOI).
These 117 parcels total 135.6 acres located along both sides of US Highway 101 from Padaro Lane
to Sentar Road. The area in located in the unincorporated County designated residential and
recreation open space zoning varies between 1-E-1, 20-R-1, 3-E-1, and Rec/O.S. Prime soils existing
within the area. The Montecito Water District currently provides water service to the area.
Carpinteria Sanitary District currently provides wastewater collection and treatment in the area.
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Figure K-8
SOI Study Area #7
Study Area
Existing SOI
District Line
135.6 acres
Residential/ Rec-O.S.
7
LAFCO Staff Recommendation. The SOI should remain in Study Area Seven. Staff
recommendation is to maintain Study Area Seven within Montecito Water District service area
and Sphere of Influence. The District currently has infrastructure in the area and provides water
service. The Study Area and alignment concern is only being raised here to document the potential
overlap of service providers if consolidation or activated of latent wastewater power is requested.
It might be premature if the Montecito Water and Sanitary Districts were to pursue
consolidation. If a new Community Services District (CSD) or other consolidated agency were to
be formed or MWD activated latent power of wastewater services, then the Carpinteria Sanitary
District and new CSD would require some contractual agreement arrangement, so that,
Carpinteria Sanitary District is identified as the primary service provider for wastewater services.
SOI Study Area #8 – City of Santa Barbara Overlap (Located in SB City; Within SOI). This
area is divided into two distinct and separate overlapping areas. The first area consists of 96
parcels within the Westmont College and surrounding residential subdivision. The City
designation is residential and zoned SP5-WC and RS-6. The MWD provides services to the area.
The second overlapping area is located near Coast Village Road between Golf Road to the north
and US Hwy 101 along the southern boundary to Olive Mill Road at the eastern edge. This area
consists of approximately 90 parcels with mixed designations of residential and commercial areas
along the Coast Village corridor. The City zoning is A-2/S-D-3 and C-1/S-D-3. Uses include CVS
Pharmacy to the east with restaurants and business and Vons Center & Montecito Country Mart
where the boundary turns northerly. The Montecito Club is located in this overlapping area. The
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CHAPTER THREE: K. MONTECITO WATER DISTRICT
area is served by both the MWD and City of Santa Barbara. The City general served the western
portion and the MWD serves the eastern portion.
8a b
&
Figure K-9
SOI Study Area #8
Study Area
Existing SOI
District Line
50.4 & 89 acres
Residential &
Westmont College
LAFCO Staff Recommendation. The SOI should remain in a portion of Study Area Eight. Staff
recommendation is a mix of maintaining and reducing areas within Study Area Eight. The
Westmont College Road area should remain within Montecito Water District service area and
Sphere of Influence (8a). The District currently has infrastructure in the area and provides water
service.
The southeastern portion along Coast Village Road is a mixture of City of Santa Barbara service
and MWD service. Most of this area is built out with the western portion being served by the
City. MWD does not have any infrastructure in the western portion. This area includes the area
from Golf Road southerly to Hot Springs Road containing eight parcels (009-151-006, 007, 009-
091-014, 019, 020, 026, 027, & 028). These parcels should be removed from the MWD’s SOI. The
Montecito Water District does have infrastructure from Hot Springs Road to Olive Mill Road and
provides water service to this area. The recommendation is to maintain the Sphere of Influence
and service area over this portion of Study Area 8b. Adjustment of these boundaries would clarify
billing, avoid water availability charge on property tax roll, accurately reflect MWD service
boundary, and provide clear messaging to the customers about water source and water related
emergencies/notices as they arise.
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SOI Study Area #9 – Skyview Dr/El Rancho Rd & Calle Hermoso/Calle Elegante (Located in
SB County; Within SOI). These parcels total 30.7 acres located north of the City of Santa Barbara
limit line. A total of 20 parcels totaling 20.5-acres are nearest to Calle Hermoso/Calle Elegante
that are developed with residential single-family homes. The other area consists of 11 parcels
nearest Skyview Dr/El Rancho Rd totals 10.2-acres also developed with residential single-family
homes.
The MWD does not have infrastructure in the area. The City currently provided City of Santa
Barbara water through the City’s infrastructure. Some of the customers are charged MWD water
availability charges (property tax) but not receiving benefits of the District.
Adjustment of these 31 parcels would clarify billing, avoid water availability charge on property
tax roll, accurately reflect MWD service boundary, and provide clear messaging to the customers
about water source and water related emergencies/notices as they arise. The District has
requested these parcels should be detached from the District. The area is within unincorporated
County designated single-family residential and zoned 2-E-1. The nearest City limit boundary is
contiguous to the City of Santa Barbara.
9a b
&
Figure K-10
SOI Study Area #9
Study Area
Existing SOI
District Line
32.7 acres
Residential
LAFCO Staff Recommendation. Staff recommendation is to maintaining the existing Sphere of
Influence in Study Area Nine. The District currently does not have infrastructure in the area
however, future connection could be possible. At the conclusion of the consolidation feasibility
study, if adjustment to the Sphere of Influence and service area boundary are necessary, LAFCO
LAFCO of Santa Barbara County 405
CHAPTER THREE: K. MONTECITO WATER DISTRICT
can consider this request at that time. The Study Area and alignment concern is only being raised
here to document the need if consolidation or activated of latent wastewater power is requested.
Adjustment of these 31 parcels would clarify billing, avoid water availability charge on property
tax roll, accurately reflect MWD service boundary, and provide clear messaging to the customers
about water source and water related emergencies/notices as they arise. The District has
requested these parcels be detached from the District. The City of Santa Barbara either already
serves or could serve these parcels. The area is contiguous to the City boundary and dual action
of adjustment to the City of Santa Barbara Sphere of Influence and detachment would make some
sense once the outcome of the consolidation study is known.
SOI Study Area #10 – Eucalyptus Hill (APN 013-240-008) & Alston Rd (APNs 009-091-003
& 037) (Located in SB County; Outside SOI). These three parcels total 8.61 acres located
contiguous to the City of Santa Barbara limit line. The Eucalyptus Hill parcel is adjacent to Study
Area Six. The parcel is within unincorporated County designated single-family residential and
zoned 5-E-1. The property is better served by City of Santa Barbara due to location of existing
water mains in the area.
The Alston Road parcels are just north of southeastern portion of Study Area Eight. These two
parcels are within unincorporated County designated single-family residential and zoned 2-E-1.
The property is better served by City of Santa Barbara due to location of existing water mains in
the area.
10a b
&
Figure K-6
SOI Study Area #10
Study Area
Existing SOI
District Line
4.8 & 3.81 acres
Residential
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LAFCO Staff Recommendation. The SOI and eventual detachment should be cleaned up at some
point in Study Area Ten. Staff recommendation is mai ntaining the existing Sphere of Influence
and note the clean-up actions necessary at some point in the future. At the conclusion of the
consolidation feasibility study, if adjustment to the Sphere of Influence and service area boundary
are necessary, LAFCO can consider this request at that time. The Study Area and alignment
concern is only being raised here to document the need if consolidation or activated of latent
wastewater power is requested. It might be premature if the Montecito Water and Sanitary
District were to pursue consolidation. Montecito Sanitary currently provides wastewater
collection and treatment to this parcel and the surrounding parcels. If a new Community Services
District or other consolidated agency were to be formed or MWD activated latent power of
wastewater services, then the parcel would need to be included within the District service
boundary. At the conclusion of the consolidation feasibility study, if no follow-up actions are
recommended or acted upon, then the District may request detachment and sphere amendment
from its boundary. A negative sphere of influence in this area would suggest a future detachment
should be considered, however, the area may need service from a future consolidated district.
Along with Study Area Eight Recommendation, if the area along the Golf Road southerly to Hot
Springs Road were to be amended (i.e., detached from the MWD and expanded into the City of
Santa Barbara Sphere of Influence), then these two parcels should be included in that action.
SOI Study Area #11 – Island South of Toro Canyon (Located in SB County; Outside SOI).
These two parcels total 80.7 acres located northwestern portion of the MWD service boundary
surrounded by other served properties. The area is designated Mountainous within the
unincorporated County. The area creates an island who can only be served by the MWD.
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CHAPTER THREE: K. MONTECITO WATER DISTRICT
11
Figure K-12
SOI Study Area #11
Study Area
Existing SOI
District Line
80.7 acres
Mountainous
LAFCO Staff Recommendation. The SOI should include Study Area Eleven. Staff
recommendation is to include Study Area Eleven that would allow the Montecito Water District
to serve the parcels. The District is the only logical service provider and this would clean up an
island territory.
SOI Study Area #12 – Carpinteria Valley Water Overlap (Located in SB County; Within
SOI). These two parcels total 1.01 acres located along the shared boundary between MWD and
CVWD. APNs 005-390-080 and 005-390-078. The property is developed with a residential single-
family home and adjacent vacant lot.
The CVWD and MWD have infrastructure in the area. The CVWD currently provides water
through their existing infrastructure. The customers are charges MWD water availability charges
but not receiving benefits of the District. Both parcels are outside of the CVWD Sphere and
service area.
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Figure K-13
SOI Study Area #12
Study Area
Existing SOI
12 District Line
1.01 acres
Residential
LAFCO Staff Recommendation. The SOI should be reduced in Study Area Twelve. Staff
recommendation is to retract Study Area Twelve within Montecito Water District service area
and Sphere of Influence. The Carpinteria Valley Water District currently has infrastructure in the
area and is currently providing service to the property and should remain the service provider.
Otherwise, the two agencies would need to clear up customer billing records. This would clarify
billing, avoid staff time for both agencies to true up water usage each month, accurately reflect
MWD and CVWD service boundary, and provide clear messaging to the customers about water
source and water related emergencies/notices as they arise. A negative Sphere of Influence in this
area would suggest a future detachment should be considered. A reorganization between the
MWD and CVWD to reflect accurate service area would be required.
BOUNDARIES
Jurisdictional Boundary
Montecito Water District
Montecito Water District’s existing boundary spans jurisdictional boundary spans 15.4
square miles with 98.9% being
approximately 15.4 square miles in size and covers 9,888 acres
unincorporated and under the land
(parcels and public rights-of-ways) of contiguous areas with use authority of the County of Santa
Barbara. The remainder of the
slightly more than one percent in City of Santa Barbara. Nearly
jurisdictional boundary lies within
98.9% of the jurisdictional service boundary is unincorporated the City of Santa Barbara.
and under the land use authority of the County of Santa Barbara.
The remaining portion of jurisdictional service lands, approximately 1.1% of the total is
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CHAPTER THREE: K. MONTECITO WATER DISTRICT
incorporated and under the land use authority of the City of Santa Barbara. The District serves
one area outside of its jurisdictional service area under exchange agreements. Overall, there are
8,571 registered voters within the jurisdictional boundary.
Montecito Water |
Boundary Breakdown By Service Area
Total % of Total Total Number of
Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters
Montecito Water 9,300 93.5% 5,478 8,571
City of Santa Barbara (103.5) 1.1% (223) TBD
Summerland (505) 5.4% (611) (940)
Totals 9,300 100.0% 7,787 8,571
Montecito Water |
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 9,196.5 95.0% 5,255 8,571
City of Santa Barbara 103.5 5.0% 223 TBD
Totals 9,300 100.0% 5,478 8,571
Total assessed value (land and structure) is set at $16.0 billion as of April 2022, and translates to
a per acre value ratio of $1.7 million. The former amount further represents a per capita value of
$1.3 million based on the estimated service population of 11,769. Montecito Water District does
not receive annual property tax revenue generated within its jurisdictional boundary, but rather
operates entirely using water sales, water service charges, water surcharges, and water availability
charges as operating revenue and groundwater sustainability fee, grant funding, and rental
revenue as non-operating revenue. Montecito Water District receives $4.8 million dollars in
annual charges for service and water availability in revenue generated within its jurisdictional
boundary.
The jurisdictional boundary is currently divided into 5,748 legal
parcels and spans 9,300 acres, with the remaining jurisdictional Close to 91% of the jurisdictional
boundary is under private
acreage consists of public right-of-ways. Approximately 91% of the
ownership, and of this amount
parcel acreage is under private ownership with 85% having already approximately 85% having been
developed.
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 approximately 491 vacant parcels that collectively
total 1,283 acres.
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Montecito Water District
Formation, Revenues, Attributes, Type s of Service, and Resources
District Formation and Duties
Formation Date 1921
County Water District Law, Water Code, section 30000 et
Legal Authority
seq.
Five Directors elected to four-year terms through at-large
Board of Directors elections.
Agency Duties Provide water sales/treatment and distribution services for
potable and recycled water to residential, commercial and
agricultural customers
POPULATION AND GROWTH
Population
The U.S. Census Bureau estimated the 2020 population of Montecito to be 8,955. Santa Barbara
County Association of Governments prepared a Regional Growth Forecast for 2010-2040 in 2012.
The Forecast for 2050 in 2019 forecasted projects for the Cities while the 2012 report included
unincorporated communities by sub regions. That report used a conservative trend-base
allocation methodology estimating Santa Barbara unincorporated areas estimated at 78,320
population by 2020. Between 2010 and 2020, the population of Santa Barbara unincorporated
area increased by 11,104 people (14.1 percent or 1.4 percent per year). However, Montecito Urban
Water Management Plan 2020 estimated population and historic trends using a variety of
methods because the district service area and census data boundary do not align or residents
reside elsewhere. The District UWMP estimated 11,769 people by 2020.
Demographics for the Montecito are based on an age characteristic report by SBCAG in 2017 and
American Community Survey. These statistics are cited herein, which identified the largest age
group represented in Montecito as 35 to 54 group at 50.7 percent. Approximately 38.9 percent of
the population was in the 65 or older years age group. Approximately 10.4 percent of the residents
were under the age of 18 group.
According to the 2020 U.S. Census, approximately 90.4 percent of the total population identified
themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic
group in Montecito, comprised 10.4 percent of the total population.
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CHAPTER THREE: K. MONTECITO WATER DISTRICT
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 1995, although the Housing Element is updated every 8 years in
accordance with state regulations and spans the 2023-2031 planning period.
The current County of Santa Barbara Housing Element (2023-2031) identifies an estimated
growth rate of less than one (1) percent within Montecito. The County’s General Plan covers the
Montecito and surrounding areas. The following population projections within the City portion
of overlapping service area are based on the Department of Finance Table E4 estimate and SBCAG
regional forecast as a percentage of Santa Barbara unincorporated projections.
Table K-2. Population Growth and Projections (2010–2040)
2010 2015 2020 2035* 2040*
Montecito Water District 11,292 11,370 11,769 12,250 12,730
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 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Montecito was $181,316 in 2022, 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
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CHAPTER THREE: K. MONTECITO WATER DISTRICT
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 Montecito
Water 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.
Montecito Water District
Formation, Revenues, Attributes, Types of Service, and Resources
Attributes
District area (est. square miles):
Entire District 15.4
Population (2020 Census):
Entire District 11,769
Assessed Valuation (FY 21-22: District portion) $16,065,736,078
Number of Treatment Plants 2
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire District (FY 20-21) $2,201
Average Portion of County 1% Property Tax Received N/A
Ending Total Fund Balance (June 2021) $52,426,159
Change in Total Fund Balance (from June 2016 to June 2021) 50.8%
Total Fund Balance/Annual Revenue Total (FY 20-21) 202%
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
Montecito Water District (MWD) operates and maintains two water treatment facilities (Bella
Vista and Doulton Treatment Plants), nine pump stations, a surface water reservoir (Jameson
Lake) and an associated State registered dam (Juncal Dam) on the upper Santa Ynez River, nine
water storage tanks, six potable water production wells and six non-potable production wells,
and over 114 miles of pipelines, valves and pressure regulators necessary to deliver water to its
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CHAPTER THREE: K. MONTECITO WATER DISTRICT
customers. Treated water is delivered and sold to approximately 4,633 residential, agricultural,
institutional and commercial customers. The District is staffed by 28 full-time staff.
GROUNDWATER MANAGEMENT
Groundwater Sustainability Agency
In accordance with SGMA, the Montecito Groundwater Sustainability Agency (Montecito GSA)
was formed in 2018 for the purpose of sustainably managing groundwater and developing a
Groundwater Sustainability Plan (GSP) for the Montecito Groundwater Basin. DWR Basin No.
3-049 has been classified as a medium-priority basin, and thereby required to comply with SGMA
by forming a groundwater sustainability agency (GSA) and adopt GSP or submit an alternative
to a GSP. The District acts as the sole GSA for the areas of the Montecito Groundwater Basin
(MGWB). The Agency Board has formed two advisory committees, the Stakeholder Advisory
Committee and the Technical Advisory Committee, with the express goal of gaining public
involvement.
Groundwater Sustainability Plans
The District is currently preparing a Groundwater Sustainability Plan which is expected to be
completed by June 2023. The draft Montecito Groundwater Basin (MGB) Groundwater
Sustainability Plan (GSP) is organized into four major parts, as follows: Chapter 2: Basin Setting,
Chapter 3: Sustainable Management Criteria, Chapter 4: Projects and Management Actions to
Achieve Sustainability Goal, and Chapter 5: Implementation Plan. Chapter 1 is an Introduction
section.
WATER INFRASTRUCTURE AND PUBLIC FACILITIES
Water Supply
All District potable water is treated to meet all federal and state drinking water standards. The
Cachuma water supply and State Water Project water are treated by the City of Santa Barbara
regional Cater Water Treatment Plant. This treated supply is then conveyed to the District via
the USBR owned SCC transmission pipeline. The Jameson Lake water supply is treated at the
District’s Bella Vista and Doulton Water Treatment Plants. Groundwater for potable use is
treated at each well site.
Jameson Lake
Between 1924 and 1930, the District completed the building of Juncal Dam to form Jameson Lake.
Doulton Tunnel conveys water from the lake to the District's treatment and distribution system.
This was the District's primary supply of water for decades, until the construction of Lake
Cachuma.
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Categorized as a "surface supply," Jameson Lake remains an important local source of water.
Doulton Tunnel
Doulton Tunnel is a 2.2-mile-long tunnel that conveys surface water from Jameson Lake through
the Santa Ynez Mountains to the District's Bella Vista treatment plant.
Groundwater infiltration through Doulton Tunnel is a distinct and important source of water
supply for the District. During consecutive years of normal rainfall, groundwater infiltration
through the tunnel produces approximately 300-to-350-acre feet per year. This groundwater is
commingled with surface water being conveyed from Jameson Lake, but is considered as a
separate source. When no water is being delivered from Jameson Lake, groundwater infiltration
continues to flow through the tunnel. In fact, the water needs of the District were entirely
supplied from Doulton tunnel between 1924 and 1927, before it was holed through to meet the
reservoir.
Groundwater pumped from District wells makes up 10-15% of our water supply portfolio
(approximately 600 AFY), and is a local and reliable source of supply. MWD's monthly
groundwater production varies, averaging about 50 AF per month. Groundwater supplies remain
depleted from the extreme drought began in 2011. MWD forecasts that it will take several
consecutive years of above average rainfall for the groundwater basin to recover.
Proper management of this essential resource is necessary and required in accordance with the
State's Sustainable Groundwater Management Act (SGMA).
The Cachuma Project, completed in 1953, provides an important source of water to Montecito
Water District and other south coast water purveyors. The federally owned facilities include Lake
Cachuma (an open surface water reservoir), Bradbury Dam, related infrastructure, and
conveyance pipelines.
Water from the Santa Ynez Rivershed is impounded in Lake Cachuma by Bradbury Dam, and this
is categorized as a "Surface Supply." The Cachuma Project can provide more than 50% of the
District's consumption in average or above-average rainfall years when full allocations are
received.
The Cachuma Project also receives, stores, and delivers State Water Project Allocations and
Supplemental Water Purchases.
The California State Water Project (SWP) is a water storage and delivery system of reservoirs,
aqueducts, power plants and pumping plants extending more than 700 miles—two-thirds the
length of California. Planned, constructed, and operated by the Department of Water Resources,
the SWP is the nation’s largest state-built, multi-purpose, user-financed water project. It supplies
water to more than 27 million people in northern California, the Bay Area, the San Joaquin Valley,
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CHAPTER THREE: K. MONTECITO WATER DISTRICT
the Central Coast, and Southern California. SWP water also irrigates about 750,000 acres of
farmland, mainly in the San Joaquin Valley.
Popular vote approved the construction of the State Water Project Coastal Branch Aqueduct
following a serious drought between 1987 and 1991. Deliveries of State Water to Montecito began
in 1999. In some drought years, MWD has relied on the SWP and its facilities for imported water
to meet more than 80% of customer demand.
MWD has relied heavily on Supplemental Water purchases from other agencies and private
entities when local surface supplies are depleted or State Water Project (SWP) allocations are
reduced.
For example, in 2018, MWD purchased 2,800 AF of supplemental water. This allows them to
continue maximizing deliveries from San Luis Reservoir to Lake Cachuma, using pipeline capacity
that otherwise would not be filled since State Water allocations are reduced.
Supplemental water purchases that remain stored in distant reservoirs year to year may be at risk
of spill and/or evaporation. In 2017, MWD initiated a regional groundwater banking program
with Semitropic Water Storage District which allows them to store surplus SWP water and other
supplemental water purchased without risk of spill or evaporation. This protects these purchases
and improves water supply reliability. Currently, MWD has 1,800 AF stored in the Semitropic
Groundwater Banking and Exchange program. This water can be accessed in the future if/when
needed.
A Potential Source
The District’s Urban Water Management Plan (UWMP) specifies the development of local,
reliable water supplies could be one component of a well-diversified water supply portfolio.
The City of Santa Barbara's Charles D. Meyer Desalination Facility
Originally constructed in 1991 in response to the water supply crisis that occurred in the late
1980s, the plant operated for only five months. In 1992 abundant rainfall relieved the drought
condition and the plant was put on stand-by and eventually decommissioned. MWD and Goleta
Water District were initial investors in the plant and held five-year contracts which neither were
renewed. In 2016, the plant was reactivated to mitigate the drought crisis and to provide long-
term water supplies in the region. The City has incorporated this supply into its long-range
planning as a permanent water source.
Recycled Water is a potential new source for the District which would extend drinking water
supplies, enhance water supply reliability, and reduce reliance on imported water supplies.
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The District’s Urban Water Management plan (2020) identified Recycled Water as a long-term
local reliable supply and projects the District may add 1 ,000-acre feet to its annual water portfolio
by 2025.
A comprehensive Recycled Water Feasibility Plan (RWFP) was completed in late 2018. It was
funded in half by a grant the District applied for and received from the State Water Resources
Control Board, and identified potentially viable water reuse projects. The top recommended
recycled water project was non-potable reuse (NPR) for large irrigation users with the option of
indirect potable reuse (IPR) pending a hydrogeologic investigation of the Montecito
Groundwater Basin.
In January, 2019, MWD's Board voted unanimously in favor of the additional technical studies
required to move forward with recommended projects from the RWFP.
In February, 2019, MWD's Strategic Planning Committee began meeting jointly with Montecito
Sanitary District's Administration and Operations Committee.
In September, 2019, MWD's Board adopted Resolution 2187 regarding a Joint Recycled Water
Pilot Project in Montecito.
In October, 2019, results from a Groundwater Augmentation Feasibility Study indicated limited
potential for an Indirect Potable Reuse Project (groundwater injection).
In November, 2019, MWD's Board adopted Resolution 2189, further refining its plan for recycled
water.
MWD and the City of Santa Barbara have agreed to a Long-Term Water Supply Agreement to
provide a structure for ongoing regional collaboration on water supply. In September 2020, the
District and the City of Santa Barbara (City) effectuated a 50-year Water Supply Agreement
(WSA) whereby the City is obligated to supply, and the District is obligated to accept, 1,430 AF
of water annually irrespective of hydrologic conditions. While this is typically discussed in the
context of purchasing delivery from the City of Santa Barbara's newly recommissioned Charles D.
Meyer Desalination Facility, the City could fulfill the delivery from a different source.
MWD and MSD are currently collaborating on an enhanced recycled water feasibility study to
evaluate four reuse projects, with particular focus on potable reuse. This enhanced study is in
response to nearly released state guidelines on potable reuse. The study is projected to be
completed by the end of 2022.
Recycled Water Available for Delivery
Eligible property owners within Montecito Water District’s service area can participate in Goleta
Water District’s Recycled Water Hauling Program to have recycled water delivered and applied
to their landscape.
LAFCO of Santa Barbara County 417
CHAPTER THREE: K. MONTECITO WATER DISTRICT
Treatment System
The Bella Vista Treatment Plant and its smaller companion, the Doulton Treatment Plant, were
completed in 1993 and serve the District exclusively. Jameson Lake water supply is treated at the
Bella Vista and Doulton Water Treatment Plants. The Bella Vista Treatment plant is a 2.2 MG
per day (6.7 AF per day) treatment facility that is used to treat water received from Jameson Lake
and Doulton Tunnel intrusion. The Bella Vista Treatment Plant went into service in 1994 and
provides up to 30% of the District’s potable water supply during normal water supply conditions.
Doulton Treatment Plant, a secondary 0.15 MG per day (0.46 AF per day) treatment facility, is
located at the top of Toro Canyon Road. The Doulton Treatment Plant also went into service in
1994 and treats the same water supply as Bella Vista Treatment Plant. This treatment plant is used
to deliver treated water to a small, isolated section of the District’s customers located on upper
Toro Canyon Road.
Upgrades were made to the Bella Vista water treatment plant to reduce the potential for the
development of disinfection byproducts (DBPs) in the future. These upgrades will make the
District more resilient to future wildfire impacts. The District implemented a treatment
improvement project at its Bella Vista water treatment facility to respond to the increased
presence of ash and other debris that react during the treatment process. Deliveries from Jameson
Lake were 983 and 991 AF in 2019 and 2020, respectively.
District groundwater production includes six potable groundwater wells capable of producing
up to approximately 75 AF per month. Each potable groundwater well has a well-head treatment
which includes disinfection and filtration of iron and manganese from the groundwater.
The Cater Water Treatment Plant has a production capacity of 37 MGD and is owned and
operated by the City of Santa Barbara. The City of Santa Barbara and the Montecito and
Carpinteria Valley Water Districts jointly participate in the Cater Treatment Plant. The District
has a 20 percent interest in the Cater facility.
The William B. Cater Water Treatment Plant treats raw water received from Lakes Gibraltar and
Cachuma to drinking water standards, producing more treated water than any other source
within the South Coast water system. It provides the City of Santa Barbara with the majority of
its drinking water while also supplying treated water to the Districts of Montecito Water,
Carpinteria Valley Water, Goleta Water, and La Cumbre Water.
The plant employs a conventional treatment process of coagulation, flocculation, sedimentation,
and filtration to treat up to 37 million gallons of water per day (mgd). Constructed in 1964 with
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an original capacity of 10 mgd, it is the oldest treatm ent plant within the South Coast water
system. In 1981, addition of five new filters increased water production to the plant's present
capacity.
Over the past 40 years, drinking water regulations have become more stringent while various
components within the plant have worn out or become obsolete. Though challenged by these
circumstances, plant staff consistently produced a safe and reliable drinking water supply for the
citizens they serve. Improvements completed in 2004 are one step in a series of upgrades that
allow the William B. Cater Water Treatment Plant to continue to provide a reliable source of
treated water that meets increasingly more stringent regulatory requirements for the foreseeable
future.
In May 2017, the Charles E. Meyer Desalination Plant began treating water. A lot has changed in
desalination technology since the plant was built in 1991.
The reactivated plant…
• Uses 40 percent less energy than the original design, greatly reducing its electricity demand
and carbon footprint, by using high-efficiency pumps, motors, and improved filter technology.
• Uses ocean intake pipes equipped with wedge wire screens recognized by the State Water
Resources Control Board as a best available technology for screened open ocean intakes. The
screens are made of durable copper-nickel alloy and have one-millimeter openings to
minimize marine life entrapment and impingement.
Distribution
The distribution system is complex due to the geographical features of the area and its semi-arid
climate. The major features of this system, including the SWP South Coast Conduit, Doulton
tunnel, reservoirs, conduits, treatment plants, groundwater wells, storage tanks, and pipelines.
The District built Juncal Dam, the 2-1/4-mile long Doulton tunnel through the Santa Ynez coastal
range, and 50 miles of distribution pipelines within its service boundary. The majority of the
District’s potable water distribution system was designed and operated as gravity-fed system
with a series of pressure regulating stations. The hydraulic grade line of the SCC was below the
operational grade line of District’s storage reservoirs which required the construction of pump
stations at the SCC turnouts to boost water into the District’s distribution system. Currently, the
District’s potable water treatment and distribution system is comprised of two surface water
treatment plants, nine storage reservoirs, approximately 114 miles of pipeline, nine pumping
stations, six potable water production wells and six non-potable production wells. Much of
MWD’s potable water distribution system dates from the late 1920s to the late 1940s. MWD’s
distribution system was severely affected during the January 9, 2018, debris flows resulting from
heavy rains on recently fire-affected hillsides in the service area. Damage primarily consisted of
water distribution pipelines, fire hydrants, and water services which have since been repaired.
LAFCO of Santa Barbara County 419
CHAPTER THREE: K. MONTECITO WATER DISTRICT
Recycled Water
The Montecito Water District does not currently use any recycled water but is pursuing options
for recycled water supplies. The District completed a Recycled Water Feasibility Plan in 2018,
which was funded in part by the State Water Resources Control Board Water Recycling Funding
Program grant. In 2019, the District began discussions with MSD to further explore options. The
District is also monitoring the evolving regulations around direct potable reuse (DPR) to ensure
the selected recycled water project is the best long-term solution for the community. At this time,
it is difficult to estimate future recycled water deliveries given the uncertainty of future
regulations, possibilities for regional cooperation, and technical limitations such as required brine
flow rates. For the purposes of the 2020 UWMP, the District assumes 500 AFY of recycled water
supply starting in 2030. The 2030 timeline allows for the release of DPR regulations from the state
and further study of recycled water project options. The District and Montecito Sanitary District
are currently collaborating on an enhanced recycled water feasibility study to evaluate four reuse
projects, with particular focus on potable reuse. This enhanced study is in response to nearly
released state guidelines on potable reuse. The study is projected to be completed by the end of
2022.
At least 920 parcels are served by septic tanks, including a significant portion of residents in the
Toro Canyon area. Conversion of septic units to one of the wastewater collection and treatment
systems will increase the overall wastewater volume and potential recycled water supplies.
Stormwater
The District does not consider stormwater a quantifiable source of water supply to the District,
Due to hydrogeologic, available land, treatment challenges, high cost, and other limitations, it is
not expected to provide a measurable amount of water over the planning horizon.
Types of Services
Collection -
Treatment X
Disposal -
Recycled X
Other* X
* note other includes groundwater management
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CHAPTER THREE: K. MONTECITO WATER DISTRICT
Montecito Water District
Formation, Revenues, Attributes, Type s of Service, and Resources
Treatment Plant, Tanks & Booster Stations
Address Acquired/Built Condition Size/Capacity
2750 Bella Vista -Treatment, Santa 1992 Good 4,400 sqft on 5.5 acres
Barbara 2.2 MGD
1,800 gpm
1075 Toro Canyon -Doulton Water 1992 Good 800 sqft on 42 acres
Treatment, Santa Barbara 0.15 MGD
105 gpm
South Coast Conduit Good 8,200 gpm
(9 MWD turnouts)
Groundwater Wells Good 580 gpm
Terminal, storage Good 2.94 MG
Cold Springs, storage Good 0.91 MG
Hot Springs, storage Good 0.81 MG
Park Lane, storage Good 1.13 MG
Romero, storage Good 0.82 MG
Buena Vista, storage Good 0.78 MG
Bella Vista, storage Good 2.13 MG
Toro Canyon, storage Good 0.73 MG
Doulton, storage Good 0.20 MG
Ortega, storage Good 12.36 MG
Barker Pass Pump Station, 585 Good 125 hp, 900 gpm
Barker Pass Road
Office Pump Station, 583 San Good 2 x 60 hp, 1,850
Ysidro Road gpm
East Valley Pump Station, 2297 Good 2 x 100 hp, 2,050
East Valley Road gpm
Ortega Ridge Pump Station, 484 Good 120 hp, 1,000 gpm
Ortega Ridge Road
Mountain Drive Pump Station, 495 Good 160hp, 1,500 gpm
East Mountain Drive
Romero Pump Station LP, 777 Good 150 hp, 625 gpm
Romero Canyon Road
Romero Pump Station HP, 777 Good 125 hp, 210 gpm
Romero Canyon Road
Buell Pump Station, APN: 155-090- Good 10 hp, 72 gpm
024
Bella Vista Pump Station, 2750 Good 17.5 hp, 200 gpm
Bella Vista
Doulton Pump Station, 1275 Toro Good 2 x 10 hp, 320
Canyon Road gpm
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CHAPTER THREE: K. MONTECITO WATER DISTRICT
Connections
Type # of Acct % of Total
Single-Family 4,251 91.9%
Multi-Family 66 1.4%
Commercial/Institutional 266 5.7%
8 <0.1%
Non-Potable (golf course)
Agricultural 42 0.9%
Total Staffing
Personnel Per 1,000
population
Full time Treatment Operators 9 0.76
Emergency Operators 9 0.76
Administrative Personnel 3 0.25
Other District Staff (incl. other 16 1.35
Operators)
Montecito Water has a total of 28 permanent full-time employees.
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
General Manager (1) n/a 7
Asst GM/Engineering Manager (1) n/a 6
Treatment Chief Operator (1) n/a 21
Treatment Superintendent (1) n/a 21
Operator II (2) n/a 29
Control System Tech (1) n/a 17
Distribution Superintendent (1) n/a 21
Operator III (3) n/a 25
Operator II (4) n/a 9.25
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CHAPTER THREE: K. MONTECITO WATER DISTRICT
Fleet Tech/ Operator I (1) n/a 12
Engineering Assistant (2) n/a 3
Water Conservation Specialist (1) n/a 16
Groundwater Specialist (1) n/a 3
Dam Caretaker (1) n/a 5
Business Manager (1) n/a 1
Financial Analysis (1) n/a 1
Public Information Officer (1) n/a 6
Administrative Assistant (1) n/a 1
Administrative Personnel (3) n/a 1
Water Capacity
The Montecito Water service area’s
Montecito Water has a permitted treatment capacity at the Bella maximum daily capacity of water to
Vista Treatment plant of 2.2 MG per day, Doulton Treatment the Treatment Facilities for
treatment and distribution is
Plant, a secondary 0.15 MG per day, and the Cater Water delivered from all sources is 3.1
million gallons per day. Additional
Treatment Plant has a production capacity of 37 MGD which is
deliveries from the City of Santa
owned and operated by the City of Santa Barbara. The District Barbra Cater facility of 37 million
gallons per day.
also produces up to approximately 50 AF per month of
groundwater. The capacities of each are shown in the table below.
System Demands
Montecito Water service area’s water demand in 2020 generated The estimated average annual water
generated during the report period
for treatment and distribution 1,463 million gallons per year, or among Montecito Water users in
the service area has been 1.4 billion
4,492 afy. It also translates to an estimated 318 gallons per capita
gallons per year.
per day (excluding non-potable and agricultural use); it also
translates to 860 gallons per day per service connection.
LAFCO of Santa Barbara County 423
CHAPTER THREE: K. MONTECITO WATER DISTRICT
Service Performance
Montecito Water service area’s average annual water demand LAFCO estimates Montecito Water
is presently operating at 26%
generated during 2020 for subsequent treatment and
capacity within its service area.
distribution was 4,492 afy. Of this amount, it is estimated by (This estimate includes service
agreements outside of its service
LAFCO this represents 26% of permitted supplies. The District
boundary.
estimated supplies and demands over the next 5 years assuming
the next 5 years are as dry as the 2012-2016 drought. The results indicate that the District does
not have sufficient supplies to meet unconstrained demands without implementing WSCP
actions during four out of five years of the simulated drought. A Stage 1 Water Shortage Condition,
as described in the District’s Water Shortage Contingency Plan in the following chapter, is
necessary for the first year and third years of the drought, and the more serious Stage 2 Water
Shortage Condition would be invoked in the last two years of drought.
Montecito Water District
Formation, Revenues, Attributes, Types of Service, and Resources
Total Collection Inspected, Repaired, Added -Montecito Water
2
1.8
1.6
1.4
1.2
1
0.8
0.6
0.4
0.2
0
CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Replaced
Source: MWD Data.
Note: Information is for the entire District. Also, this table tabulates miles of replaced.
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Upgrades or Repairs Completed -Montecito Water
FY -2020-2021
4
3.5%
3.5
3
2.5
2
1.3%
1.5
0.8%
1
0.5
0
Replaced Booster Stations Treatment Plant
Upgrades/Repairs
Source: MWD Data.
Note: Information is for the entire District.
The Montecito Water provides water services to its
MWD Snapshot: FY2022
constituents directly and plans for them in various
Planning Reports Year Updated
planning documents, including the Future Water
Community Plan 1995
Demand and Supply Options, 2020 Urban Water Joint Powers Agreements N/A
Management Plan, Capital Improvement Plan, GSP 2023
UWMP 2020
Recycled Water Feasibility Study, and Strategic Plan
5-Yr Strategic Plan 2022
prepared in 2022. The County’s Montecito Community Capital Improvement Plan annually
Plan, which was last updated in 1995, contains a Land Demand/Supply Options 2020
Rate Study 2020
Use, Public Facility, and Resource Constraints.
Recycled Water Study 2022
Climate Plan 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. MWD received $23,617.88 from the State Water Resources
Control Board “water Arrearage Program” for customer accounts in arrears from March 2020
through June 2021. A total of $22,929.98 was applied to customer accounts and $687.90 was used
to cover MWD administrative costs.
LAFCO of Santa Barbara County 425
CHAPTER THREE: K. MONTECITO WATER DISTRICT
District Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Water Sales $9,317,500 46.8% $19,065,915 73.6%
Charges for services $4,276,307 21.5% $4,486,101 17.3%
Surcharges $5,753,179 28.9% $306,330 1.2%
Rental Income $42,785 0.2% $43,905 0.2%
Investment income $192,392 0.9% $31,515 0.1%
$0 0% $1,002,486 3.9%
Groundwater Sustainability fees
$0 0% $286,330 1.1%
Grants
Other operating revenues $135,111 0.7% $334,142 1.3%
Other non-operating revenues $209,752 1.0% $347,972 1.3%
Revenue total $19,927,026 100.0% $25,904,696 100.0%
Source: Montecito Water, Financial Statements, June 30, 2020 and 2021, 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 relatively flat in comparison to its revenues. 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.
MONTECITO WATER
Fiscal Trends-Montecito Water
30
25
20
15
10
5
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
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CHAPTER THREE: K. MONTECITO WATER DISTRICT
This indicator addresses the extent to which charges for service
Charges for Services covered expenses. Charges for Services is the primary funding source
for Water Districts. Represented below a ratio of one or higher
4.6 indicates that the service is self-supporting.
4.4
4.2
4
3.8
3.6
3.4
2016-17 2017-18 2018-19 2019-20 2020-21
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
2016 $ 20,255,716 $ 18,405,473 1.1
1.05
2017 $ 18,753,778 $ 15,922,692 1.1
1 2018 $ 18,794,431 $ 17,183,831 1.0
2019 $ 18,484,264 $ 18,149,093 1.0
0.95 2020 $ 19,927,026 $ 18,381,215 1.0
2016 2017 2018 2019 2020 2021 2021 $ 25,904,696 $ 17,892,820 1.4
Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2018 2019 2020 2021 Trend
Funded ratio (plan assets as a % of plan liabilities) 75.5% 76.8% 75.6% 74.2%
Net liability, pension (plan liabilities - plan assets) $ 4,469,835 $ 4,401,585 $ 4,845,784 $ 5,286,724
Other Post-Employment Benefits (OPEB)
Funded ratio (plan assets as a % of 0%
2020 year of OPEB reporting
plan liabilities) Net liability, OPEB $ 2,868,492
(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 427
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Coverage of Net Post-Employment Liabilities
35 0.26
30 0.25
25 0.24
20 0.23
15 0.22
10 0.21
5 0.2
0 0.19
2016 2017 2018 2019 2020 2021
2016 2017 2018 2019 2020 2021
Agency Assets (other than capital) $22,193,269 $25,342,382 $24,338,864 $29,102,225 $31,090,727 $31,783,394
Net Liabilities (pension & OPEB) $4,924,294 $5,564,686 $6,211,192 $6,341,718 $7,526,962 $8,155,216
CHAPTER THREE: K. MONTECITO WATER DISTRICT
Pension Obligations and Payments
The District provides retirement benefits through the California Public Employees Retirement
System (CalPERS). All qualified employees are required to participate in the District’s, “The 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, equal to one year of full-time employment. Members with five
years of total service are eligible to retire at age 50 with statutorily reduced benefits. All members
are eligible for nonindustrial disability benefits after five years of service. The death benefit is one
of the following the Basic Death Benefit, the 1957 Survivor Benefit, or the Optional Settlement 2W
Death Benefit. The cost-of-living adjustments for each Plan are applied as specified by the Public
Employees’ Retirement Law. The District’s net pension liability recognized on the balance sheet
at June 30, 2021, was $5,286,724 as compared to $4,845,784 at June 30, 2020.
Deferred Compensation Plan
The District offers its employees either a CalPERS deferred compensation plan and/or Lincoln
Financial 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, 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.
As of June 30, 2021, ten employees were participating in the CalPERS plan and eight employees
participate in the Lincoln Financial plan.
OPEB Obligations and Payments
The District has adopted a pay-as-you-go basis for funding retiree medical benefits. The District
provides health insurance benefits through the Association of California Water Agencies
(ACWA/JPIA), Blue Cross plan and Kaiser Permanente (small business plan) to some employees
who retire. The medical, dental, and vision benefits are paid for life for retiring employees that
were hired on or before May 16, 2013. For employees hired after May 16, 2013, the District will not
provide group medical, vision care, and dental health insurance plans after their retirement.
The spouse of an eligible retiree is also eligible to receive benefits from this plan, and benefits
continue for the lifetime of the spouse. As of the June 30, 2020, measurement date, the following
current and former employees were covered by the benefit terms under the plan:
- Retired employees – 10
- Active employees – 27
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CHAPTER THREE: K. MONTECITO WATER DISTRICT
Benefit provisions and contribution requirements are established and may be amended through
agreements and memorandums of understanding bet ween the District and its employees. The
plan does not require employee contributions. Administrative costs of this plan are financed by
the District. For fiscal year ended June 30, 2021, the District’s contributions totaling $64,205 in
current year premium payments.
Enterprise Funding
The District budget includes water services for direct and indirect Funds. In FY 2020/2021, the
District’s actual budget direct expense for JPA was $7,839,106 and direct expenses was $3,175,133.
Indirect expenses were $6,255,651. The District decreased these to $7,560,583 (JPA), $3,270,214
(direct), and indirect expenses increased to $9,262,118 for FY 2021/2022. 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.
Water-Expenditure
18 0.88
0.87%
16 Water
0.86
14 0.85% 0.85%
12 0.84% 0.84
0.83%
10
0.82
8
6 0.8% 0.8
4
FB 0.78
2
0 0.76
2016 2017 2018 2019 2020 2021
Asset Maintenance and Repair
The District’s budget includes improvement budgeting to maintain and repair District equipment,
including vehicles and heavy machinery such as backhoes and dump trucks along with repairs to
transmission and distribution system. In FY 2020/2021, the District budgeted $2,090,583 and
increased that to $4,540,000 for FY 2021/2022 and in FY 22-23 total expenditures for equipment
capital replacement were $4,509,000.
Capital Improvements
The District has a 10-year capital improvement plan (CIP) that guides annual CIP budgets. The
10-year CIP includes infrastructure improvements for all District assets including pipelines,
reservoirs, pump stations, groundwater wells, equipment, Jameson Lake and Juncal Dam assets,
LAFCO of Santa Barbara County 429
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CHAPTER THREE: K. MONTECITO WATER DISTRICT
and extraordinary projects. The FY 22-23 Summary includes a list of major improvements
including the following:
Projects Budgeted or Estimated 2022 to 2023
Ennisbrook 5 Updates (VFD, storage, cl analyzer) $20,000
Barker Pass Generator Grant Match (25%) $150,000
Emergency Operations Center/Shop Area Design $150,000
Bella Vista Storage Building $50,000
Replace Office Generator (requesting additional budget of $27k) $110,000
Alder Creek Flume (FEMA 6.25% match) (Approved 12/15/20) $100,000
Smart Metering Program Implementation (Approved 8/25/20) $280,000
ASADRA Reservoir Replacement/Retrofit Project (Approved 3/23/21) $90,000
Monte Cristo and Channel Drive Water Main Replacements $480,000
Buena Vista Water Main Replacement $500,000
San Ysidro Roundabout Water Main Replacement $170,000
US101 Crossing Abandonments (Miramar and Olive Mill) $75,000
US101 Segment 4C Crossing Construction Phase $700,000
Ortega Reservoir Cleaning & Repairs (CVWD split 50%) $140,000
Reservoir Mixers Doulton and Cold Springs $36,000
Doulton Pump and Motor Replacements $120,000
Bella Vista Treatment Plant Improvements $250,000
Doulton Treatment Plant Improvements $115,000
Office and Romero PLC Replacements $28,000
Doulton Generator Site Work $40,000
Ennisbrook 2 Backwash Recycling System $90,000
Juncal Dam Emergency Release Valve Rehabilitation Project $500,000
Barker Pass Pump Station Improvements (meter, vault, site) $80,000
Asphalt and Valve Repairs in County Roadways $50,000
Pressure Regulator Repairs $50,000
Alder Creek Modeling $70,000
Office Servers Replacement $35,000
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CHAPTER THREE: K. MONTECITO WATER DISTRICT
Office Demonstration Garden $30,000
Long-term Liabilities and Debts
In December 2003, the District entered into a direct borrowing loan agreement, along with
Carpentaria Valley Water District, with the Department of Water Resources (DWR) for a loan
of 10,840,000, which was increased to $19,900,000 in July 2006. The District's share of this loan is
50% of the total amount, which is a total of $9,950,000 The District pledged its water sales
revenue as collateral to secure the loan and those revenues will be used to pay all outstanding debt
principal and interest in the event of a default. The proceeds from this loan were being used to
refinance the construction of a roof on the Ortega Reservoir. California Bank & Trust is the fiscal
agent responsible for acting as trustee for the loan repayment with semi-annual payments of
$295,210 including principal and interest at an annual rate of 2.5132% The District was required
to fund its share of a reserve fund equal to two semi-annual payments. The funds are to be
accumulated within a ten-year period and be held by a trustee. In fiscal year 2021, the District paid
off this loan early in full.
In 1998, $13,690,000 of Series 1998A revenue certificates of participation were issued. Payments of
interest only were due through fiscal year 2014. Annual principal payments of $340,000 to
$1,290,000 plus interest were due for the years ending June 30, 2014, through June 30, 2027, with
a true interest cost of 5.37% over the life of the bonds. On April 8, 2010, the District refinanced the
1998 COPs with the 2010A COPS.
In 2010, $13,360,000 of Series 2010A Refunding Revenue Certificates of Participation were issued
for the purpose of refinancing the Series 1998A Revenue Certificates of Participation. Scheduled
annual interest payments are $690,463 for the years ending June 30, 2010, through June 30, 2022.
Annual principal payments of $1,385,004 to $1,990,000 plus interest are due beginning in fiscal
year 2023 and ending in fiscal year 2030 with a true interest cost of 5.25% over the life of the
bonds. On September 9, 2020, the District refinanced the 2010A COPS with the 2020 COP
Refunding Bonds.
On September 9, 2020, the District took advantage of the decline in interest rates and the funding
received from the legal settlement to refinance (defease) its DWR – Ortega Loan and the 2010A
Refunding Revenue Certificates of Participation Bonds with a new $11,390,000/ 2020 Certificate
of Participation Refunding Bonds debt offering. The District achieved a net present value savings
from the defeasance of $3,302,335. These bonds mature in various amounts through July 1, 2029.
Principal and interest are payable annually on July 1 at rates ranging from 4.00% to 5.00%.
On June 4, 1991, the voters of the District approved participation in the California State Water
Project (WP). As a result, the District joined in the formation of the Central Coast Water
Authority (CCWA) in September 1991. The purpose of the CCWA is to provide for the financing,
LAFCO of Santa Barbara County 431
CHAPTER THREE: K. MONTECITO WATER DISTRICT
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. Each
Santa Barbara County State Water Project participant, including the District, has entered into a
Water Supply Agreement in order to provide for the development, financing, construction,
operation and maintenance of the CCWA Project. The projected required costs of State water
Project for the District do not reflect the effects of prepayments and credits held at CCWA. The
prepayments and credits lower the future of payments to CCWA for the State water Project.
Estimates of the District's share of the project fixed costs of the State Water Project (SWP) are
provided annually by the State. The estimates are subject to future increases or decreases resulting
from changes in planned facilities, refinements in cost estimates and inflation. During the next
five years and thereafter, payments under the State Water Contract, exclusive of variable power
costs, are currently estimated by the State and CCWA to be as follows:
• 2022 $3,630,599
• 2023 $4,033,497
• 2024 $4,038,457
• 2025 $4,126,616
• 2026 $4,067,863
• Thereafter $40,959,436
On June 24, 2020, the District approved the Montecito GSA Groundwater Sustainability Fee to
develop and implement the GSP. The fee is based on customer parcel-size and is designed to
equitably recover costs of the GSA while ensuring that the benefit received from sustainable
management of the Montecito Groundwater Basin is proportional to the fees paid. The fee is
scheduled for five-years beginning in the fiscal year ending June 30, 2021. The District is also
receiving state grant funding to support the required preparation of the GSP.
Opportunities for Shared Facilities
The District has an existing exchange agreement and JPA with the City of Santa Barbara. The
Montecito Water District currently is collaborating with the Montecito Sanitary District to study
the possible addition of recycled water supply to the MWD supply portfolio. Otherwise, the
District 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.
Rate Structure
Water rates for the District were last updated and adopted by the Board of Directors in June 2020.
The rates are based on a 2020 Cost of Services and Rate Study prepared by Raftelis Financial
Consultants, Inc. and undergo periodic review and adjustment, per District policy.
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Water Fees (Effective July 1, 2022)
A. Meter Charges (represents share of capital costs) p er month
Residential – ranges from $49.53 per ¾” meter to $3,431.36 per 6” meter. Private Fire Charges
- $20.46 per 2” meter to $571.69 per 8” meter.
B. User Fee per Month
Residential Tier Rates*
Residential $/HCF
Tier 1 (9 HCF) $6.94
Tier 2 (10-35 HCF) $11.79
Tier 3 (36+ HCF) $13.02
Commercial $10.18
Institutional $11.19
Agriculture $5.82
Non-Potable $1.92
Figures K-4 shows a rate comparison for five South County Communities. The following charts
show the comparison of one City and three water Districts. Overall, Montecito Water, water
rates for residential customers are slightly lower than other communities in the South County
area. The charts are based upon a sample billing using “10 units” as a basis.
$140 137.21
$135
128.02
$130
123.78
$125
118.66
$120
$115
$110
$105
Goleta Water Montecito Water City of SB Carpinteria Valley
LAFCO of Santa Barbara County 433
sralloD
Bill Comparision -Monthly Residential Water -10 units
1 unit = 100 Cubic Feet of Water
South County Communities
CHAPTER THREE: K. MONTECITO WATER DISTRICT
ORGANIZATION
Governance
Montecito Water District’s governance authority is established under the County Water District
Law of 1913 (“principal act”) and codified under Water Code Sections 30000. This principal act
empowers Montecito Water to provide a moderate range of municipal services. A list comparing
active and latent powers follows.
Active Service Powers Latent Service Powers
- Water Sewer/Wastewater
- Recycled Water Fire Protection
- Groundwater Management Recreation Facilities
- Stormwater Garbage/Refuse
Governance of Montecito Water District is independently provided through its five-member
Board of Directors that are elected at-large to staggered four-year terms. The District meets the
fourth Tuesday of every month (third Tuesday in November and December due to holidays) at
District Board Room located at 583 San Ysidro Road at 9:30 am. A current listing of Board of
Directors along with respective backgrounds follows.
Montecito Water |
Current Governing Board Roster
Member Position Background Years on District
Tobe Plough President Management Consultant 6
Ken Coates Vice President Finance 4
Cori Hayman Director Attorney 4
Brian Goebel Director Attorney 4
Floyd Wicks Director Water Consultant 6
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
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website checklist. However, agencies should address these criteria to comply with current
website requirements.
Montecito Water District Website Checklist
website accessed 7/25/22 http://www.montecitowater.com
Required
Yes No
Government Code Agency maintains a website with current contact
§53087.8 information? (required for independent Special Districts by 1/1/2020) X
Government Code Agency has created an Enterprise System Catalog and
§6270.5 posted it to website?
X
Government Code Agency has current agenda posted to website
§54954.2 homepage and is accessible through a prominent, X
direct link?
Government Code Agency’s website provides information on compensation of
§53908 elected officials, officers and X
employees or has link to State Controller’s Government
Compensation website?
The following criteria are recommended for agency websites by a number of
governance associations and organizations.
Yes No
Description of services? X
Service area map? X
Board meeting schedule? X
Budgets (past 3 years)? X
Audits (past 3 years)? X
List of elected officials and terms of office? X
List of key agency staff with contact information? X
Meeting agendas/minutes (last six months)? X
Notes: Montecito Water District is an independent board-governed District. Refer to http://www.montecitowater.com for
the required checklist items.
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CHAPTER THREE: K. MONTECITO WATER DISTRICT
Survey Results
The table below includes a list of questions asked of area residents by LAFCO to assess if
satisfactory water, wastewater, and stormwater services met their needs and/or identify any unmet
needs. The questions identify key components recommended by LAFCO staff.
Montecito Water District Questionnaire
Revenues, Types of Service, and Resources
Montecito Water |
Responses by Respondence
Questions Satisfactory Unsatisfactory Undecided
1. Overall, are you satisfied with the level of water, - - -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment - - -
provided with the level of water, wastewater, or
stormwater service?
3. Do you feel an adequate level of funding is - - -
provided given the level of service?
4. Personnel arrived in a timely manner and were - - -
professional?
5. Personnel was knowledgeable, answer questions, - - -
and were informative?
No responses were provided by the public related to Montecito Water District at this time.
436 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
L. San Antonio Basin Water District
Administrative Office: 1005 S. Broadway, Santa Maria, CA 93454
Phone: 805/928-8349
Fax: none
Email: admin@sanantoniobasinwd.org
Website: www.sanantoniobasinwd.org
General Manager: Donna Glass
SUMMARY
The San Antonio Basin Water District provides regulatory assistance in response to Sustainable
Groundwater Management Act (SGMA) to approximately 234 landowners throughout 135
square miles in northern Santa Barbara County that extends from the flat valley to the foothills of
the San Antonio Creek Groundwater Basin. The District boundaries exclude the Los Alamos
Community Services District. The basin is a rural agricultural area that is reliant on local water
supp lies. predominantly groundwater. Because of the growth of irrigated agriculture in the area.
water demands have increased significantly taxing local groundwater supplies. Groundwater
resources are also used to supply local inhabitants, as well as parts of Vandenberg Space Force
Base (VSFB). 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 $2,067
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 San Antonio Basin Water District was formed in 2020. An election was conducted on April
7, 2020 and over 79% of the acreage held by landowners in the District voted in favor of formation.
The District was formed to provide regulatory assistance in response to Sustainable Groundwater
Management Act (SGMA) of 2014. The District estimated it serves a population of 446 people,
within 135 single family residences. The District does not anticipate a growth rate within its
boundaries in the coming years. In 2021, it was estimated that the District serves 238 parcels.
The San Antonio Basin Water District overlaps the County of Santa Barbara Fire Protection
District, Cachuma RCD, Santa Maria Public Airport District, Santa Barbara Mosquito and Vector
Control District, North County Lighting District, County Service Areas 32 (Law Enforcement),
County Flood Control & Water Agency, and the Santa Maria Cemetery, portion of Oak Hill
Cemetery, and Los Alamos Cemetery District.
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OPERA TIONS
The purpose of the District is to sustainably manage, protect and enhance the groundwater
resource as an adjunct to each property within the District while preserving the ability of
agricultural lands to remain productive. The District focuses its water management
responsibilities primarily on the use of groundwater for agricultural purposes. The District serves
as a member on the San Antonio Creek Valley Groundwater Basin Groundwater Sustainability
Agency (SABGSA) for the purpose of developing and implementing a Groundwater Sustainability
Plan (GSP).
Most of the District’s general revenues come from assessments rates on irrigated and non-irrigated
property. The District also receives revenue through grants. The District has created specific
reserves to fund operations and assist the GSA budget related to projects identified in the GSP. In
June, 2021, the reserve funds are estimated to contain $259,854.
The GSP describes the projects and management actions that will allow the Basin to attain
sustainability in a phased manner. Groundwater management actions generally refer to activities
that support groundwater sustainability through policy and regulations without infrastructure.
The identified management actions and potential future projects are classified using a tiered
system, with the implementation of Tier 1 management actions to be initiated within one (1) year
of GSP adoption by the SABGSA. Tier 1 management actions are focused primarily on filling
identified data gaps, developing funding for SABGSA operations and future Basin monitoring,
registering and metering wells, and developing new and expanding existing water use efficiency
programs for implementation within the Basin. As a critical element of GSP implementation, the
Groundwater Pumping Fee Program is included as a Tier 1 management action to provide the
SABGSA with a source of funding for operation and the continued monitoring of conditions in
the Basin. These management actions and projects are as follows:
Management Actions
• Address Data Gaps
• Groundwater Pumping Fee Program
• Well Registration Program and Well Meter Installation Program
• Water Use Efficiency Programs
• Groundwater Base Pumping Allocation (BPA) Program
• Groundwater Extraction Credit (GEC) Marketing and Trading Program
• Voluntary Agricultural Crop Fallowing Programs
Projects
• Non-Native/Invasive Species Eradication
• Barka Slough Augmentation Project with Groundwater Supplies
• Watershed Management Projects, Including Controlled Burns
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• Distributed Storm Water Managed Aquifer Recharge (DSW-MAR) Basins (In-Channel
and Off-Stream Basins)
• LACSD Wastewater Treatment Facility Recycled Water and Reuse In Lieu of
Groundwater Pumping or Indirect Potable Reuse
• SABGSA to Become Funding Partner to Santa Barbara County Precipitation Enhancement
Program
• Vandenberg Space Force Base, previously Vandenberg Air Force Base, Groundwater
Pumping Reduction Capital Project Participation (Desalination and/or Recharge and
Recovery)
• Barka Slough Augmentation Project with State Water Project or Banked Supplemental
Water Supplies
• In Lieu Recharge Projects to Deliver Unused and Surplus Imported Water to Offset
Groundwater Extractions from LACSD and Agricultural Pumpers
• SABGSA to provide Technical Assistance and Financial Incentives for High Tunnel
(“Hoop Houses”) Rainwater Harvesting Projects for Supplemental Irrigation Water
Supplies and/or Groundwater Recharge
• Additional Projects for Potential Future Consideration by SABGSA
• Development of Water Supply Wells in Bedrock Formations
• Use of Treated Oilfield Produced Water for Irrigation
• Water Exchanges to Secure Other Agency State Water Project Allocations
The District Board of Directors is composed of five Members who are elected at-large to four- year
terms. The Board meets on the third Tuesday of the month. The meetings are held in Los Alamos
Community Service District Office located at 82 North Saint Joesph Street, Los Alamos, California
at 1:00 p.m. 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
As a member of the SABGSA, various financing options to cover operational costs and to generate
funding for monitoring of the Basin and the implementation of management actions and potential
future projects will be explored. A Groundwater Pumping Fee Program will be developed as part
of a portfolio of management actions, which may also include the Well Registration and Well
Metering Installation Programs; Voluntary Agricultural Crop Fallowing Programs; Groundwater
BPA Program; and the GEC Marketing and Trading Program. The fees to be levied for
groundwater pumping will likely be in addition to a tiered base fee structure that will be levied
against all groundwater pumpers in the Basin, including de minimis (less than 2 AFY) pumpers.
De minimus pumpers will not be metered and will not be required to pay an extraction-related
pumping fee. This approach includes challenges associated with formulating a reasonable basis of
estimating groundwater use based on estimates of crop water use and acreage estimated using
satellite imagery. These methods for estimating water use have fairly high levels of uncertainty. It
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CHAPTER THREE: L. SAN ANTONIO BASIN WATER DISTRICT
may be necessary for the SABGSA to use this approach until a metering program is fully in place.
The Basin consists of an elongated bowl-shaped structure that is oriented east-west and was
formed by compressional forces. Two relatively thick geologic units fill the Basin; the Paso Robles
Formation and the Careaga Sand. Both have been identified as principal aquifers. the GSP
describes the current and historical groundwater conditions in the Paso Robles Formation and
Careaga Sand in the Basin. Groundwater flow direction is generally to the west across most of the
Basin, except in the northwest area of the Basin, where groundwater flow is to the south in the
Paso Robles Formation and to the south-southwest in the Careaga Sand. In general, groundwater
flow in the Basin tends to converge toward the lower groundwater levels in the San Antonio Creek
and Barka Slough.
The Paso Robles Formation is approximately 2,000 feet thick, and much of it is saturated. It
underlies the San Antonio Creek Valley and outcrops in large areas along the valley flanks and in
the adjacent Solomon Hills, Casmalia Hills, and Zaca Canyon. The Paso Robles Formation
consists of stream-deposited lenticular beds of gravel, sand, silt, and clay. Generally, the sand is
silty and includes stringers of coarse sand and small pebbles. Coarse-grained beds in the formation
yield water freely to wells, while fine-grained zones act as confining beds and are the cause of the
artesian conditions that were historically reported in some wells screened within the Paso Robles
Formation. The lower part of the Paso Robles Formation contains occasional beds of limestone,
ranging in thickness from approximately 1 to 30 ft, that may restrict the vertical movement of
groundwater.
The Careaga Sand outcrops extensively in the Purisima Hills and in large areas in the Solomon
and Casmalia Hills and underlies the Paso Robles Formation in the Basin. The exposed Careaga
Sand dips northward in the Purisima Hills and passes under the San Antonio Creek Valley at a
depth of several thousand feet. The Careaga Sand is approximately 1,500 ft thick, and much of the
formation is saturated. It consists of fine- to medium-grained sand with some silt and abundant
pebbles. The upper member of the Careaga Sand is coarse-grained and uniformly graded. The
Careaga Sand has a large storage capacity and transmits water readily to wells and to the overlying
younger formations.
Natural areal recharge in the Basin occurs through distributed areal infiltration of precipitation
and through infiltration of surface water from San Antonio Creek and tributary drainages.
Recharge to the Paso Robles Formation and Careaga Sand also occurs through direct infiltration
of precipitation and infiltration in creek beds in the higher elevations where these units crop out
at the surface. Natural groundwater discharge areas in the Basin include springs and seeps,
groundwater discharge to the lower end of San Antonio Creek and Barka Slough, and
evapotranspiration (ET) by phreatophytes. Phreatophytes are plants whose roots tap into
groundwater present in the alluvium along creeks and streams. Springs tend to be located in the
uplands of the Solomon Hills and San Rafael Mountains ranges. Groundwater discharge also
likely occurs in the vicinity of Barka Slough on the west end of the Basin.
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CHAPTER THREE: L. SAN ANTONIO BASIN WATER DISTRICT
L ong-term groundwater elevation declines are evident on the hydrographs of wells completed in
the Paso Robles Formation, shown in Appendix D. The magnitude of measured declines for Paso
Robles Formation wells with a period of record of at least 10 years ranges from approximately 26
to 143 ft. The most significant water level declines occurred during the current drought (2012 to
the present). Since 2017, observed water levels in some Paso Robles Formation wells indicate
stabilization, while the trend is unclear in others. Long-term groundwater elevation declines are
evident in virtually all of the hydrographs for wells completed in the Careaga Sand, also shown in
Appendix D. The magnitude of measured declines for Careaga Sand wells with a period of record
of at least 10 years ranges from approximately 1 to 70 ft. Although some recovery has occurred in
groundwater levels in Careaga Sand wells during periods of above average rainfall. The overall
trend shows sharply declining water levels.
LAFCO of Santa Barbara County encourages the District and the Groundwater Sustainability
Agency to achieve regional sustainability for investments in groundwater recharge projects with
surface water, stormwater, recycled water, and other conjunctive use projects that would benefit
the basin and region through the implementation of the GSP.
Governance Structure Options
The San Antonio Basin Water District was formed to assist in the creation of the San Antonio
Basin Groundwater Sustainability Agency that was formed in May 2017 under a joint powers’
agreement between the Cachuma Resource Conservation District and the Los Alamos
Community Services District. When the GSA was formed, the Cachuma RCD’s participation in
the GSA was envisioned as potentially interim in nature. The JPA Agreement expressly provided
for the substitution of the Cachuma RCD as a “Member” of the GSA with a subsequently formed
water District overlying the San Antonio Creek Groundwater Basin and representing at least 50%
of Basin pumping. Following the formation of the San Antonio Basin Water District, it replaced
the Cachuma RCD as a Member of the GSA, effective as of May 19, 2020.
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 collaboration with
another local service provider to collectively provide services 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 or joint effort, a change of organization may be considered at that point.
Regional Collaboration
The San Antonio Basin Water District collaborates with the Los Alamos Community Services
District through the San Antonio Basin Groundwater Sustainability Agency. The Cachuma
Resources Conservation District may cooperate to conduct or manage some efforts to implement
the GSP. The County is a non-voting stakeholder represented on the Groundwater Sustainability
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CHAPTER THREE: L. SAN ANTONIO BASIN WATER DISTRICT
Plan Committee. A Stakeholder Committee and Advisory Committee also participates in the local
outreach.
SPHERE OF INFLUENCE & BOUNDARIES
The Sphere of Influence for the San Antonio Basin Water District’s boundaries are coterminous
with the District’s service area. The District currently has no Sphere of Influence beyond the
boundary it serves. A map of the District’s Sphere of Influence and boundaries can be seen at the
beginning of this profile.
BOUNDARIES
Jurisdictional Boundary
San Antonio Basin Water District
San Antonio Basin Water District’s existing boundary spans jurisdictional boundary spans 135
square miles with 100% being
approximately 135 square miles in size and covers 86,425 acres of
unincorporated and under the land
contiguous areas. With 100% of the jurisdictional service use authority of the County of Santa
Barbara.
boundary is unincorporated and under the land use authority of
the County of Santa Barbara. Overall, there are 234 landowner
voters within the jurisdictional boundary.
San Antonio Basin Water |
Boundary Breakdown By Service Area
Total % of Total Total Number of
Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Landowner Voters
San Antonio Basin WD 86,425 100.0% 234 234
Totals 86,425 100.0% 234 234
San Antonio Basin Water |
Boundary Breakdown By Land Use Authority
Total % of Total Total Number of
Land Use Authority Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Landowner Voters
County of Santa Barbara 86,425 100.0% 234 234
Totals 86,425 100.0% 234 234
Total assessed value (land and structure) is set at $447.1 million as of April 2022, and translates
to a per acre value ratio of $5,173. The former amount further represents a per capita value of
$959,531 based on the estimated service population of 466. San Antonio Basin Water District
receives $800,000 thousand dollars in annual assessment revenue generated within its
jurisdictional boundary.
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CHAPTER THREE: L. SAN ANTONIO BASIN WATER DISTRICT
T he jurisdictional boundary is currently divided into 238 legal
p arcels and spans 86,425 acres. Approximately 98.2% of the parcel
Close to 98.2% of the
jurisdictional boundary is under
acreage is under private ownership with 72.7% having already private ownership, and of this
amount approximately 72.7%
been developed and/or improved to date, albeit not necessarily at
has been developed.
the highest density as allowed under zoning. The remainder of
private acreage is entirely undeveloped and consists of 3 vacant parcels that collectively total 21
acres.
San Antonio Basin Water District
Formation, Revenues, Attributes, Types of Service, and Resources
District Formation and Duties
Formation Date 2020
Legal Authority California Water District Law, Water Code §34000 et seq..
Five Directors elected to four-year terms through at-large
elections. If the number of candidates equals the number of
Board of Directors eligible seats, or if there are no candidates, the Board of
Supervisors shall make these appointments pursuant to
Elections Code section 10515.
Agency Duties Regulatory assistance in response to Sustainable Groundwater
Management Act (SGMA)
POPULATION AND GROWTH
Population
The U.S. Census Bureau estimated the 2020 population of Solvang-Santa Ynez CCD to be 22,690.
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 Solvang-Santa Ynez unincorporated
population as 12,646 by 2020. Between 2010 and 2020, the population of Solvang-Santa Ynez
unincorporated area increased by 169 people (less than 1 percent per year). In contrast, the
County’s population increased by 5.7 percent between 2010 and 2020. The Districts population is
estimated to be 446 people.
Demographics for the Solvang-Santa Ynez sub-region are based on an age characteristics report
prepared by SBCAG in 2017 and American Communities Survey. Because SABWD population
aligns with this sub-region, these statistics are cited herein, which identified the largest age group
represented in Solvang-Santa Ynez as 18 to 64 group at 57.2 percent. Approximately 23.2 percent
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CHAPTER THREE: L. SAN ANTONIO BASIN WATER DISTRICT
of the population was in the 65 or older years age group and 19.6 percent in the under the age of
18 group.
According to the 2020 U.S. Census, approximately 70.7 percent of the total population identified
themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic
group in Solvang-Santa Ynez CCD, comprised 20.5 percent of the total population.
Projected Growth and Development
The County of Santa Barbara General Plan serves as the Community’s vision for long-term land
use, development and growth, and provides the community’s vision within the Planning Area. The
Community Plan was adopted in 2011, although the Housing Element is updated every 8 years in
accordance with state regulations and spans the 2023-2031 planning period.
The current County of Santa Barbara Housing Element (2023-2031) identifies an estimated
growth rate of 1.2 percent within (Solvang-Santa Ynez unincorporated area). The County’s
General Plan covers the San Antonio Creek Planning Area and Los Alamos Community Plan areas.
The following population projections within the area are based on the Department of Finance
Table E4 estimate and SBCAG regional forecast as a percentage of Solvang-Santa Ynez
unincorporated projections.
Table L-2. Population Growth and Projections (2010–2040)
2010 2015 2020 2035* 2040*
San Antonio Basin District N/A N/A 446 446 446
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 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for San Antonio Basin was $99,731 in 2022, 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
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CHAPTER THREE: L. SAN ANTONIO BASIN WATER DISTRICT
that make them more sensitive to pollution. The County prepared an update to its Integrated
R egional 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 San Antonio
Basin Water 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.
San Antonio Basin Water District
Formation, Revenues, Attributes, Types of Service, and Resources
Attributes
District area (est. square miles):
Entire District 135
Population (2020 Census):
Entire District 446
Assessed Valuation (FY 21-22: District portion) $447,141,661
Number of Treatment Plants 0
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire District (FY 20-21) $2,067
Average Portion of County 1% Property Tax Received N/A
Ending Total Fund Balance (June 2021) $898,654
Change in Total Fund Balance (from June 2020 to June 2021) 45%
Total Fund Balance/Annual Revenue Total (FY 20-21) 109%
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.
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CHAPTER THREE: L. SAN ANTONIO BASIN WATER DISTRICT
SERVICES
Overview
San Antonio Basin Water District (SABWD) levies a special benefit assessment to fund District
operations, including contributions to the San Antonio Basin Groundwater Sustainability
Agency. The District tracks irrigated, non-irrigated, and non-overlying acres within their
boundaries for the purpose of monitoring water demand. A total of 12,940 acres are irrigated and
47,437 acres are considered non-irrigated with 26,078 acres considered non-overlying1.
GROUNDWATER MANAGEMENT
Groundwater Sustainability Agency
In accordance with SGMA, the San Antonio Basin Groundwater Sustainability Agency (SABGSA)
was formed in 2017 for the purpose of sustainably managing groundwater and developing a
Groundwater Sustainability Plan (GSP) for the San Antonio Creek Valley Groundwater Basin.
The eight (8)-member Board of Directors includes representatives from the Los Alamos
Community Services District and the San Antonio Basin Water District. Although not a member
agency, Santa Barbara County has land use planning authority in the Basin and participates in
SGMA implementation through its representation on the Groundwater Sustainability Plan
Committee.
Groundwater Sustainability Plans
The GSP describes the physical setting of the Basin; quantifies historical, present, and future
water budgets; develops quantifiable management objectives that account for the interests of the
Basin’s beneficial groundwater uses and users and identifies a group of projects and management
actions that will allow the Basin to achieve sustainability within 20 years of plan adoption. The
goal of the GSP is to sustainably manage the groundwater resources of the Basin for current and
future beneficial uses of groundwater, including Barka Slough, through an adaptive management
approach that builds on best available science and monitoring and considers economic, social, and
other objectives of Basin stakeholders.
The Basin consists of an elongated bowl-shaped structure that is oriented east-west and was
formed by compressional forces. Two relatively thick geologic units fill the Basin; the Paso Robles
Formation and the Careaga Sand. Both have been identified as principal aquifers. The alluvium in
the Basin may be water bearing, particularly in the lower reaches of San Antonio Creek, because
it receives recharge from San Antonio Creek. It is not considered a principal aquifer because there
are no known wells completed in this unit and it does not produce sufficient quantities of water
to support agricultural operations.
1 Non-Overlying property are parcels or portions of parcels within the district that are either wholly or partially
outside the Basin boundary. Non-Overlying properties are not subject to the assessment.
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T he water budgets presented in the GSP provide an accounting and assessment of the total annual
volume of surface water and groundwater entering and leaving the Basin, including historical,
current, and projected water budget conditions, and the change in the volume of groundwater in
storage. Groundwater from the Basin’s two identified principal aquifers, the Paso Robles
Formation and the Careaga Sand, supplied all the groundwater pumped and used in the Basin
over the historical water budget period (water years 1981–2018) or historical period. The historical
groundwater budget includes a summary of the estimated groundwater inflows, groundwater
outflows, and change in groundwater in storage. The results of the water budget indicate that
average annual outflows from the Basin (28,100 AFY) have exceeded average annual inflows to the
Basin (17,500 AFY) throughout the historical period, resulting in a deficit of groundwater in
storage of approximately 10,600 AFY from year to year.
The historical basin yield was calculated by summing the average annual groundwater in storage
decrease of 10,600 AFY with the estimated total average annual amount of groundwater pumping,
of 19,500 AFY, for the historical period. This results in a historical basin yield for the Basin of about
8,900 AFY. This estimated value reflects historical climate, hydrologic, and pumping conditions
and provides insight into the amount of groundwater pumping that could be sustained in the
Basin to maintain a balance between groundwater inflows and outflows. It is anticipated that this
value may fluctuate in the future as conditions change or as more data are obtained.
Data Management
Basin yield, or safe yield, of a groundwater basin is defined by SGMA as the maximum quantity of
water that can be continuously withdrawn from a groundwater basin without adverse effect (e.g.,
chronic and continued lowering of groundwater levels and the volume of groundwater in storage).
Basin yield is not a fixed constant value but a dynamic value that fluctuates over time as the
balance of the groundwater inputs and outputs change. The calculated basin yield of the Basin
will be estimated and likely modified with each future update of the GSP. Basin yield is not the
same as sustainable yield. Sustainable yield is defined in SGMA as “the maximum quantity of
water, calculated over a period representative of long-term conditions in the basin and including
any temporary surplus that can be withdrawn annually from a groundwater supply without causing
an undesirable result” (emphasis added). Calculating the basin yield provides a starting point for
later establishing sustainable yield by considering the sustainability indicators.
There are currently 50 wells included in the groundwater level monitoring network used as a
proxy for the groundwater storage monitoring network. All but six wells in the groundwater level
monitoring network are monitored by the GSA. Four of the six wells are monitored by the Los
Alamos Community Services District. Static water levels are provided to the GSA on a quarterly
basis. The remaining two wells are monitored by Santa Barbara County, and data are provided
semiannually. The monitoring network will enable the collection of data to assess sustainability
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CHAPTER THREE: L. SAN ANTONIO BASIN WATER DISTRICT
indicators, evaluate the effectiveness of management actions and projects that are designed to
achieve sustainability, and evaluate adherence to minimum thresholds and measurable objectives
for each applicable sustainability indicator.
There are currently 89 wells included in the groundwater quality monitoring network. The
groundwater quality monitoring network includes eight municipal drinking water supply wells
and 81 wells monitored as part of the state Irrigated Lands Regulatory Program (ILRP). Of the
ILRP wells, 21 were determined to be domestic supply wells, and 60 wells were determined to be
agricultural supply wells. Groundwater quality data do not indicate a need for additional
monitoring locations. Current programs provide adequate spatial and temporal coverage for the
purposes for the GSP.
SGMA-related data for the Basin is being incorporated into the Data Management System (DMS)
(currently under development). The GSA and entities that collect and report data within the
Basin will have access to the DMS and authorization to upload data into the DMS. The data and
information stored in the DMS will be checked for quality. The DMS will manage and present the
data in a centralized environment to enable utilization of the data by the SABGSA Board and GSP
consultant. The data will be used to support GSP development, demonstrate progress towards
Basin sustainability, and will be used to communicate with basin stakeholders and the state.
Types of Services
Collection -
Treatment -
Disposal -
Recycled -
Other X
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CHAPTER THREE: L. SAN ANTONIO BASIN WATER DISTRICT
San Antonio Basin Water District
Overview of Data Management System
Monitoring Networks
Data Description
Groundwater Levels Water level data, well construction information, and salient
information related to measurements
Groundwater Storage Groundwater storage monitoring network sites
Water Quality Water quality well and station data as reported by the
SWRCB DDW and ILRP
Land Subsidence Land subsidence data from the UNAVCO CGPS ORES and
InSAR data
Interconnected Surface Water Data related to the interconnected surface water sustainability
indicator such as groundwater levels, stream gages, visual
streamflow observations, and precipitation stations.
Water use data Irrigation, municipal, and domestic water use estimates
CGPS = Continuous Global Positioning System
DDW = Division of Drinking Water
ILRP = Irrigated Lands Regulatory Program
InSAR = Interferometric Synthetic Aperture Radar
SWRCB = State Water Resources Control Board
UNAVCO = University NAVSTAR Consortium
Total Staffing
Personnel Per 1,000
population
Full time Operators 0 0
Emergency Operators 0 0
Administrative Personnel 1 0.1
Other District Staff 0 n/a
San Antonio Basin Water District has a total of 1 part-time District
Manager and contracts for CPA, Assessment Engineer, and legal counsel.
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
General Manager (1) 15 3
Water Capacity
The San Antonio Creek Valley and
San Antonio Basin Water District does not provide retail water, in part the San Antonio Basin Water
District service area’s maximum
but rather was formed to assist in the groundwater management
capacity to convey water to users is
activities. Groundwater is the only water supply source available under study. The current GW use is
23,750-acre feet.
within the San Antonio Creek Valley Groundwater Basin. Water
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CHAPTER THREE: L. SAN ANTONIO BASIN WATER DISTRICT
level declines in some locations have been greater than 100 feet since the 1950s. Recent monitoring
indicates levels have stabilized or continue to dec line in all basin formations. Storage is therefore
at or near historic lows.
System Demands
The estimated average annual
San Antonio Basin Water District service area’s along with the groundwater use is 41,059-acre feet.
The San Antonio Creek Valley Basin
remaining groundwater users currently use 23,750-acre feet per
is designated a Medium Priority
year. Basin nearing overdraft by DWR.
Service Performance
Groundwater use within the San Antonio Basin Water District
LAFCO estimates San Antonio
service area is near the safe yield of the basin. Creek Valley groundwater
presently operating near 100% as
determined by DWR
The San Antonio Basin Water District provides
SABWD Snapshot: FY2022
groundwater management services to its constituents
Planning Reports Year Updated
directly and plans for them in various planning
Community Plan 2011
documents, including the San Antonio Creek
Joint Powers Agreement 2017
Groundwater Basin Study, and Benefit Assessment San Antonio Creek 2022
Groundwater Study
Evaluation prepared in 2020. The County’s San
Rate Study 2020
Antonio Creek Planning Area and Los Alamos Climate Plan N/A
Community Plan, which was last updated in 2011,
contains a Land Use, Public Facility, and Resource
Constraints.
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
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CHAPTER THREE: L. SAN ANTONIO BASIN WATER DISTRICT
capital fund for replacement needs, meaning that charges for services are intended to pay for the
c osts of providing such services.
District Revenues
2020-2021 2021-2022
Amount % of Total Amount % of Total
Prop 218 Assessments $660,198 71.6% $800,179 97.2%
Friends of SAB carry-over funds $261,524 28.4% $0 0%
Miscellaneous payments $0 0% $23,068 2.8%
Investment income $0 0% $0 0%
Revenue total $921,722 100.0% $823,247 100.0%
Source: San Antonio Basin Water, Financial Statements, June 30, 2021, Statement of Revenues, Expenditures
and Changes in Fund Balances – All Fund types. Approved 21-22 Budget.
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 development of a GSP. 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.
SAN ANTONIO BASIN WATER
Fiscal Trends-San Antonio BWD
1
0.8
0.6
0.4
0.2
0
2019-20 2020-21 2021-22
Revenue Expenditure Reserve
452 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: L. SAN ANTONIO BASIN WATER DISTRICT
This indicator addresses the extent to which charges for service
Charges for Services covered expenses. Charges for Services is the primary funding source
for the District. Represented below a ratio of one or higher indicates
1 that the service is self-supporting.
0.8
0.6
0.4
0.2
0
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 Year Operating Operating
2
Revenues Expenditures Ratio
1.5
2020 $ 0 $ 0 0
1 2021 $ 921,722 $ 431,068 2.1
2022 $ 823,247 $ 823,247 1.0
0.5
0
2020 2021 2022
Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2017 2018 2019 2020 Trend
Funded ratio (plan assets as a % of plan liabilities) 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%
2021 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.
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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) $0 $0 $0 $0 $0 $0
Net Liabilities (pension & OPEB) $0 $0 $0 $0 $0 $0
CHAPTER THREE: L. SAN ANTONIO BASIN WATER DISTRICT
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 budget includes financing for groundwater management services for funding at
$60.00 per irrigated acre. In FY 2020/2021, the District’s actual budget expense was $431,068 and
increased that to $823,247 for FY 2021/2022. The following chart shows a three-year trend. The
graph below shows the current financial trend in millions. This indicator provides a measurement
of the agency’s expenditure over time.
Water-Expenditure
0.9 120
0.8
100% 100% 100
0.7
0.6 80
FB
0.5 Management
60 0.4
0.3 40
0.2
20
0.1
0 0% 0
2020 2021 2022
Asset Maintenance and Repair
The District does not have any assets to maintain or repair at this time. Through the Groundwater
Sustainability Plan the SABGSA may adopt a policy to define groundwater extraction carryover
provisions year-to-year and/or allow multi-year pumping averages. The inter-annual flexibility
may be useful to growers who could change cropping patterns or fallow acreage. Though there is
a risk that extreme drought may induce exceptionally high pumping in a single year, under this
program, groundwater users may be able to strategize and better manage their assets. The goal of
the groundwater extraction credit carryover structure is to provide groundwater pumpers with
more flexibility in using their groundwater allocation year to year. The District may assist Water
suppliers within the District with construction or repair of wells or maintenance of storage
facilities and/or distribution system in the future.
454 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: L. SAN ANTONIO BASIN WATER DISTRICT
Capital Improvements
The District does not have any capital improvem ent plans or projects at this time. The SABGSA
may consider providing financial assistance and/or other forms of support in the future to support
the development and implementation supplemental water supply projects on VSFB, which would
allow VSFB to not increase and further reduce its reliance on groundwater pumping from the
Basin.
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. It has been identified by staff
or in the preparation of this report that San Antonio Basin Water District may have the
opportunity to coordinate efforts with the Los Alamos Community Services 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. The District may also coordinate with
Vandenberg Space Force Base for a groundwater pumping reduction capital project participation
(Desalination and/or Recharge and Recovery). Additional Projects for potential future
consideration by SABGSA could be, Development of Water Supply Wells in Bedrock Formations,
Use of Treated Oilfield Produced Water for Irrigation, or Water Exchanges to Secure Other
Agency State Water Project Allocations. Due to relative distance between the District’s and some
of the infrastructure needs and other communities, opportunities for shared facilities may be
limited.
Rate Structure
Assessment rates for the District were last updated and adopted by the Board of Directors in July
2022. The rates are based on the maximum allowed under the Proposition 218 proceedings to levy
and collect assessments conducted in 2020. Assessments undergo annual review and adjustment,
per District policy. A new Proposition 218 proceeding would be required if the District were to
decide adjustments were necessary beyond the current rates.
Assessment Rates (Effective July, 2022)
A. Connection Fees (represents share of capital costs)
None
B. Assessment per Acre
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CHAPTER THREE: L. SAN ANTONIO BASIN WATER DISTRICT
Fiscal Year Assessment Values*
Irrigated Land $60.00
Non-Irrigated Land $0.50
Non-Overlying Land $0.00
Minimum Assessment $50.00
Figure I-3 show a rate comparison of four water Districts in Santa Barbara County and San Luis
Obispo County. The following charts show the comparison of four California Water Districts.
Overall, San Antonio Basin Water assessment rates for members are slightly higher than other
communities in the San Luis Obispo/Santa Barbara County area. The charts are based upon an
annual assessment levied by the water District for FY 2021-22.
$70
60.00
50.00
$60
$50
46.00
35.00
$40
$30
$20
$10
$0
SSJ BWD EPC BWD Cuyama BWD San Antonio BWD
ORGANIZATION
Governance
San Antonio Basin Water District’s governance authority is established under the California
Water District Law (“principal act”), which is codified under Water Code Sections 34000. This
principal act empowers SABWD to provide a moderate range of municipal services. A list
comparing active and latent powers follows.
Active Service Powers Latent Service Powers
- Water Distribution Sewer
- Application for Water
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sralloD
Assessment Comparision -Annual Values
Santa Barbara County Communities
CHAPTER THREE: L. SAN ANTONIO BASIN WATER DISTRICT
- Charges & Assessments
- Substitute for Cachuma Resour ces Conservation District for GSP purposes
Governance of San Antonio Basin Water District is independently provided through its five-
member Board of Directors that are elected at-large to staggered four-year terms. San Antonio
Basin Water District holds meetings on the third Tuesday of the month. The meetings are held in
Los Alamos Community Service District Office located at 82 North Saint Joseph Street, Los
Alamos, California at 1:00 p.m. A current listing of Board of Directors along with respective
backgrounds follows.
San Antonio Basin Water |
Current Governing Board Roster
Member Position Background Years on District
Kevin Merrill President Vineyard Manager 2
Randy Sharer Vice President Farmer 2
Victor Schaff Treasurer Farmer/Seedsman 2
Craig Reade Secretary Vegetable Grower 2
Ken Hunter Director Rancher 2
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.
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CHAPTER THREE: L. SAN ANTONIO BASIN WATER DISTRICT
San Antonio Basin Water District Website Checklist
website accessed 7/25/22 https://sanantoniobasinwd.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: San Antonio Basin Water District is an independent board-governed District. Refer to
https://sanantoniobasinwd.org for the required checklist items.
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CHAPTER THREE: L. SAN ANTONIO BASIN WATER DISTRICT
Survey Results
The table below includes a list of questions asked of area residents by LAFCO to assess if
satisfactory water, wastewater, recycled water, stormwater services met their needs and/or
identify any unmet needs. The questions identify key components recommended by LAFCO staff.
San Antonio Basin Water District Questionnaire
Revenues, Types of Service, and Resources
San Antonio Basin Water |
Responses by Respondence
Questions Satisfactory Unsatisfactory Undecided
1. Overall, are you satisfied with the level of water, - - -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment - - -
provided with the level of water, wastewater, or
stormwater 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 San Antonio Basin Water District at this time.
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M. Santa Maria Valley Water Conservation District
Administrative Office: 2255 South Broadway, Suite 8E, Santa Maria, CA 93456
Mailing Address: P.O. Box Box 364, Santa Maria, CA 93456
Phone: 805/925-5212
Fax: 805/739-0763
Email: DistrictOffice@smvwcd.org
Website: www.smvwcd.org
Interim GM: Vacant
Dam Tender: Jaamon Frazier
SUMMARY
The Santa Maria Valley Water Conservation District oversees the maintenance and operations of
Twitchell Dam. It helps recharge the groundwater basin and provides some protection from
flooding to approximately 109,702 people throughout 170 square miles in northern Santa Barbara
County that extends slightly into San Luis Obispo County. It reaches west from the Sisquoc area,
northeast of Orcutt above the confluence of the Sisquoc and Cuyama Rivers almost to the Pacific
Ocean. The Cities of Guadalupe and Santa Maria are included within the District. 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 $8.52 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 Santa Maria Valley Water Conservation District was formed in 1937. In February of 1937, a
flood struck, ripping out highways, bridges, communications and power lines. A large piece of
valuable irrigated land was inundated. This flood was credited with the speedy formation of a
water conservation district program which would provide relief for the entire valley. As a joint
water conservation and flood control project, it consists of the Twitchell Dam where construction
began in July 1956 and was completed in October 1958. The Reservoir was constructed by the
Bureau of Reclamation, and a system of river levees was constructed by the Corps of Engineers.
The Santa Maria Valley Water Conservation District overlaps the Cachuma RCD, City of Santa
Maria, City of Guadalupe, Santa Maria Public Airport District, Guadalupe Lighting District, Santa
Barbara County Fire Protection District, Santa Barbara Mosquito and Vector Control District,
County Flood Control & Water Agency, and the Santa Maria and Guadalupe Cemetery Districts.
A portion overlaps the Laguna County Sanitation District. In addition to the agencies in northern
Santa Barbara County, the District overlies a portion of San Luis Obispo County and the Nipomo
Community Services District.
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CHAPTER THREE: M. SANTA MARIA VALLEY WATER CONSERVATION
The District estimated it serves a populat ion of 109,702 people, with 8,293 living within City of
Guadalupe and approximately 85,925 in S anta Maria. The District anticipates a growth rate of less
than 1 percent a year within its boundaries . In 2020, it was estimated that the District serves 22,600
parcels, 2,205 in Cities of Guadalupe, and 19,721 in Santa Maria.
OPERATIONS
The United States Bureau of Reclamation owns and the District operates and maintains (O&M)
Twitchell Dam and Reservoir, which are actually outside the District boundaries on the Cuyama
River northeast of the City of Santa Maria. Water produced by the Dam is managed by the District
for water conservation and flood control. These services are the main purpose and function of
District operations, and paramount in providing for the groundwater and flood control needs of
the citizens of the Santa Maria Valley.
The District provides water conservation, groundwater basin recharge and flood control services.
It operates Twitchell Dam and Reservoir, which were constructed to provide flood control and
storage for groundwater recharge, and for purposes of irrigation, domestic, salinity control,
municipal, industrial and recreational uses as provided in the water right license for the Twitchell
Project. By utilizing the Dam to regulate the water flow from the Cuyama River, the District can
reduce impacts on the Santa Maria Valley Flood Control levy system. Water is held during periods
of high flow and released after the Sisquoc River recedes. Twitchell water is prevented from
discharging directly to the Pacific Ocean.
The District Board of Directors is composed of seven members who are elected by division to four-
year terms. The Board meets the second Thursday and Tuesday of every month at District Office
located at 2255 S. Broadway, Ste 8E, Santa Maria at 6:30 pm. The District maintains a website
which includes a list of members of the Board of Directors, agendas of upcoming meetings,
however minutes of past meetings, budgets, and audits are under construction.
OPPORTUNITIES & CHALLENGES
Groundwater litigation between the District, Cities of Guadalupe and Santa Maria, the California
Cities Water Company and numerous landowner parties had been ongoing since 1997. A
stipulated judgment has been reached.
The Twitchell Management Authority is a committee formed to administer the relevant
provisions of the stipulation regarding the Santa Maria Valley Management Area. The Twitchell
Management Authority would be comprised of one representative of each the City of Santa Maria,
the City of Guadalupe, Southern California Water Company, the District, and Overlying Owners
holding rights to Twitchell Yield, the total amount of groundwater allocated annually to the
stipulating parties. The Twitchell Management Authority is not a public entity subject to the
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CHAPTER THREE: M. SANTA MARIA VALLEY WATER CONSERVATION
jurisdiction of LAFCO; rather, it is a committee established under the jurisdiction of the court.
The Twitchell Management Authority also works with the District to develop an integrated
operation and maintenance procedure manual for the Twitchell Project and provide
recommendations for capitol and maintenance projects that are consistent with the operational
parameters set forth in the stipulation.
The courts have determined that the Santa Maria Groundwater Basin is not in overdraft and the
stipulated judgment reflects this. The terms and conditions of the stipulation are intended to
impose a physical solution establishing a legal and practical means for ensuring the basin’s long-
term sustainability. The physical solution would govern groundwater, State Water Project water
and storage space, and is intended to ensure that the basin continues to be capable of supporting
all existing and future reasonable and beneficial uses. The groundwater, State Water Project
water and storage space would be allocated and managed in the Santa Maria Valley Management
Area, with a court-approved monitoring program and annual reports established to collect and
analyze data regarding water supply and demand conditions.
LAFCO of Santa Barbara County encourages the District, the neighboring Cities, and other
members of the Santa Maria Valley Management Area to maintain annual reports and
collaboration on solution for future reasonable and beneficial uses of groundwater supply.
Governance Structure Options
The formation of the Twitchell Management Authority is not within LAFCO jurisdiction, it
provides an opportunity for the District to combine resources to better serve the long term needs
of 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
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 District under the Stipulation Agreement work with the Santa Maria Valley Management
Area monitoring program and annual reports.
SPHERE OF INFLUENCE & BOUNDARIES
The Sphere of Influence for the Santa Maria Valley Water Conservation District’s boundaries are
coterminous with the District’s service area. The District currently has no Sphere of Influence
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CHAPTER THREE: M. SANTA MARIA VALLEY WATER CONSERVATION
beyond the boundary it serves. A map of the Distric t’s Sphere of Influence and boundaries can be
seen at the beginning of this profile.
BOUNDARIES
Jurisdictional Boundary
Santa Maria Valley Water
Santa Maria Valley Water Conservation District’s existing Conservation District jurisdictional
boundary spans 40 square miles
boundary spans approximately 40 square miles in size and covers
with 78.5% being unincorporated
23,991 acres (parcels and excluding public rights-of-ways) of and under the land use authority of
the County of Santa Barbara. The
contiguous areas with slightly less than five-one hundreds in
remainder of the jurisdictional
Cities of Guadalupe and Santa Maria. Nearly 78.5% of the boundary lies within the Cities of
Guadalupe and Santa Maria.
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 21.5% of the total, is incorporated and under the land use authority of the
Cities of Guadalupe and Santa Maria. Overall, there are 43,019 registered voters within the
jurisdictional boundary.
Santa Maria Valley Water Conservation |
Boundary Breakdown By Service Area
Total % of Total Total Number of
Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters
SMVWCD 37,310 100.0% 22,600 43,019
City of Guadalupe (691) 1.8% (2,205) 3,800
City of Santa Maria (7,367) 19.7% (19,721) 23,489
Totals 37,310 100.0% 7,787 43,019
Santa Maria Valley Water Conservation |
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 29,252 78.5% 2,682 15,730
City of Guadalupe 691 1.8% 2,205 3,800
City of Santa Maria 7,367 19.7% 19,721 23,489
Totals 37,310 100.0% 7,787 43,019
Total assessed value (land and structure) is set at $8.8 billion as of April 2022, and translates to a
per acre value ratio of $237,205. The former amount further represents a per capita value of
$80,674 based on the estimated service population of 109,702. Santa Maria Valley Water
Conservation District receives $423,721 dollars in annual property tax and acreage usage fee
revenue generated within its jurisdictional boundary.
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CHAPTER THREE: M. SANTA MARIA VALLEY WATER CONSERVATION
The jurisdictional boundary is currently divided into 22,600 legal
Close to 59% of the
parcels and spans 37,310 acres. The remaining jurisdictional acreage
jurisdictional boundary is under
consists of public right-of-ways. Approximately 59% of the parcel private ownership, and of this
amount approximately one-half
acreage is under private ownership with 52% having already been
has been developed.
developed and/or improved to date, albeit not necessarily at the
highest density as allowed under zoning. The remainder of private acreage is entirely undeveloped
and consists of 245 vacant parcels that collectively total 238 acres.
Santa Maria Valley Water Conservation District
Formation, Revenues, Attributes, Types of Service, and Resources
District Formation and Duties
Formation Date 1937
California Water Conservation Law of 1931, Water Code
Legal Authority
Section 74000 et seq.
Seven Directors elected to four-year terms by division elections.
Board of Directors
Agency Duties Twitchell Dam and Reservoir, water conservation and flood
control.
POPULATION AND GROWTH
Population
The U.S. Census Bureau estimated the 2020 population of Santa Maria Valley to be 109,711. The
2020 population of Guadalupe CCD was 7,722 and the Santa Maria CCD to be 141,642. In 2012
Santa Barbara County Association of Governments prepared a Regional Growth Forecast for
2010-2040. The 2019 forecast for the year 2050 only included incorporated cities, while the 2012
report included unincorporated communities by sub regions. The 2012 report used a conservative
trend-base allocation methodology estimating the Guadalupe unincorporated population as 271
and the Santa Maria Unincorporated population as 32,751 by 2020. Between 2010 and 2020, the
population of Santa Maria Valley unincorporated area increased by 20 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 Guadalupe CCD sub-region and Santa Maria CCD are based on an age
characteristics report prepared by SBCAG in 2017 and American Communities Survey. Because
SMVWCD population aligns with these sub-regions, these statistics are cited herein, which
identified the largest age group represented in Guadalupe CCD as 18 to 64 group at 55.4 percent.
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Santa Maria CCD largest age group was 18 to 64 gro up at 58.7 percent Approximately 8.5 and 11.9
percent, respectively of the population w as in the 65 or older years age group and 36.1 and 29.4
percent in the under the age of 18 group.
According to the 2020 U.S. Census, approximately 4.4 and 25.7 percent of the total population
identified themselves as non-Hispanic white within the Guadalupe CCD and Santa Maria CCD
respectively. The Hispanic population, which is the largest group in both CCD, comprised 91.8 &
66.2 percent of the total population.
Projected Growth and Development
The Cities of Guadalupe and Santa Maria General Plans serves as the respective City’s vision for
long-term land use, development and growth, and provides the City’s vision within its Planning
Area. The City’s General Plan was adopted in 2021 & 2011, although the Housing Element is
updated every 8 years in accordance with state regulations and spans the 2023-2031 planning
period. The City of Santa Maria is currently underway with a General Plan update with the intent
to complete it over the next 2-years.
The current Cities of Guadalupe and Santa Maria Housing Elements (2023-2031) identifies an
estimated growth rate of less than one (1) percent within the respective Cities for territory
overlapping the SMVWCD. The County’s Housing Element, covering the same period estimates
less than one percent growth in the surrounding unincorporated Santa Maria Valley areas outside
of Orcutt. The County’s General Plan covers the Santa Maria Valley and surrounding areas. The
following population projections within the Cities are based on the Department of Finance Table
E4 estimate and SBCAG regional forecast.
Table M-2. Population Growth and Projections (2010–2040)
2010 2015 2020 2035* 2040*
Santa Maria Valley Water n/a n/a 109,702 n/a n/a
Conservation
City of Guadalupe 7,080 7,266 8,293 9,309 9,660
City of Santa Maria 99,553 103,090 107,407 135,071 141,529
County 423,895 441,963 451,840 501,500 513,300
* Assumes trend-based land use capacity within the City. SBCAG regional forecast model.
** DOF Table E4 projections.
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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 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Santa Maria CCD was $74,095 in 2022 and $55,645 in Guadalupe CCD,
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 some cases, the Santa Maria
Valley Water Conservation District’s Sphere of Influence does qualify under the definition of
disadvantaged community for the communities of Guadalupe, Garey, portions of Santa Maria for
the present and probable need for public facilities and services contiguous to the Sphere of
Influence qualify as a disadvantaged community.
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Santa Maria Valley Wate r Conservation District
Formation, Revenues, Attributes, Types of Service, and Resources
Attributes
District area (est. square miles):
1.31
City of Guadalupe
13.8
City of Santa Maria
170.0
Entire District
Population (2020 Census):
8,293
City of Guadalupe
107,407
City of Santa Maria
Entire District 109,702
Assessed Valuation (FY 21-22: District portion) $8,850,121,551
Number of Treatment Plants 0
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire District (FY 20-21) $8.52
Average Portion of County 1% Property Tax Received .005¢/$1
Ending Total Fund Balance (June 2021) $1,444,395
Change in Total Fund Balance (from June 2018 to June 2021) 51%
Total Fund Balance/Annual Revenue Total (FY 20-21) 154%
Source: District area estimated utilizing County of Santa Barbara GIS Data;
Population estimated utilizing 2020 US Census Data; Assessed Valuation and
Portion of County Property Tax Received are from County of Santa Barbara Auditor-
Controller’s Office; Fund Balance Information from District Audit; Other information
from District.
SERVICES
Overview
Santa Maria Valley Water Conservation District (SMVWCD) oversees the maintenance and
operations of Twitchell Dam. The District is staffed by four (4) full-time staff.
Twitchell Reservoir is a reservoir in southern San Luis Obispo County, California. The reservoir
has a capacity of 224,300-acre feet and is formed by Twitchell Dam on the Cuyama River about
66 miles from its headwaters in the Chumash Wilderness Area and about six (6) miles from its
confluence with the Sisquoc River, where they form the Santa Maria River. Twitchell dam was
built by the United States Bureau of Reclamation between 1956 and 1958. The original names were
Vacquero Dam and Vacquero Reservoir, but they were changed to honor T. A. Twitchell of Santa
Maria, a proponent of the project.
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CHAPTER THREE: M. SANTA MARIA VALLEY WATER CONSERVATION
The dam and reservoir provide flood control and water conservation. The Central Coast of
California only receives significant amounts of rainfall during the winter. This area averages 14-
inches per year.
The water is stored in the reservoir during big winter storms and released as quickly as possible
while still allowing it to percolate into the soil and recharge the groundwater. This means that
the reservoir is usually far from full. It is estimated that the project increases recharge by 20,000-
acre feet per year.
Sedimentation is a problem for the reservoir, as the reservoir is being filled faster than expected.
This reduces its capacity and blocks the water inlet to the control gates. Some sediment has been
removed by flushing it out during releases, but much of it is simply deposited immediately
downstream, interfering with flows.
Originally Twitchell Reservoir had a storage capacity of 240,000 acre-feet with 89,000 acre-feet
of the total storage capacity allocated to flood control. The remaining 151,000 acre-feet was
dedicated to Active Conservation Storage. Silt deposits have reduced the storage allocation by
about 41,000 acre-feet.
Although Twitchell Dam is currently in good condition, at some point in the future there may be
a need for structural dam repairs, removal or management of accumulated silt in order to restore
storage capacity. The District should develop a long-term master plan and capital improvement
program for the dam’s future.
GROUNDWATER MANAGEMENT
Groundwater Sustainability Agency
The Santa Maria Valley Groundwater Basin has been Adjudicated under a settlement agreement
(Stipulation) and is classified as a high-priority basin. However, the basin is not required to form
a groundwater sustainability agency (GSA) and adopt a groundwater sustainability plan (GSP)
or submit an alternative to a GSP. DWR determined that SGMA does not apply to the portion of
the Santa Maria Basin that is at issue in the litigation (“adjudicated area”) provided that certain
requirements are met. The City of Santa Maria, Santa Barbara County, and other water providers
all made decisions not to form a GSA for the areas of the Basin not subject to the adjudication, and
the district continues to administer its duties under the Stipulation.
Groundwater Sustainability Plans
The District is not required to prepare a Groundwater Sustainability Plan.
Data Management
The Twitchell Management Authority administer a monitoring program to determine land and
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CHAPTER THREE: M. SANTA MARIA VALLEY WATER CONSERVATION
water uses in the basin, sources of supply to meet t hose uses, groundwater conditions including
groundwater levels and quality, the amou nt and disposition of developed water supplies and the
amount and disposition of any other sources of water supply in the basin. An annual report is
prepared by a management area engineer and submitted along with its recommendations to the
court.
Types of Services
Collection -
Treatment -
Disposal -
Recycled -
Other X
Santa Maria Valley Water Conservation District
Formation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant & Booster Stations
Address Acquired/Built Condition Size
Twitchell Reservoir 1959 Poor 240,000 acre-feet
Twitchell Reservoir is important to both the water supply and the flood protection of the Santa
Maria Valley. The reservoir supplies about 20,000 AF of recharge to the Santa Maria Groundwater
Basin annually. As of 2018, the accumulated sediment had reached an estimated 45,836 AF.
Because of this, the SBCWA and the Santa Maria Valley Water Conservation District have
prepared a sediment management plan. This plan will help to ensure the continued safe operation
of the reservoir's water release works, and also extend the usable life of the reservoir.
Total Staffing
Personnel Per 1,000
population
Full time Operators 0 1.8
Emergency Operators 0 0
Administrative Personnel 2 0.1
Other District Staff 2 n/a
Santa Maria Valley Water Conservation has a total of 4 permanent
employees.
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CHAPTER THREE: M. SANTA MARIA VALLEY WATER CONSERVATION
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
General Manager (1) n/a n/a
Dam Tender (1) n/a n/a
Administrative Personnel (2) n/a n/a
Water Capacity
The Santa Maria Valley Water
Santa Maria Valley Water Conservation tracks and releases flood Conservation service area’s capacity
to divert floodwater is 224,300 acre-
waters from the Twitchell Reservoir, 224,300-acre feet capacity,
feet.
and replenishes groundwater, 20,000 AF. Total releases were
estimated as 52,640 AF in 2017 and 12,140 AF in 2018 (based on recorded reservoir storage and
climatic data for 2017-18). In 2019, releases totaled 46,190 AF from May through November.
Starting December 2019 and through 2021, no releases have been made.
System Demands
The estimated average annual water
Santa Maria Valley Water Conservation service area’s average demand generated during the report
period among SYRWCD users in
annual water demand generated by the agencies within their
the service area has been 5.6 million
boundary include: City of Guadalupe annual water demand at gallons per day.
1,078 acre-feet. It also translates over the report period to an
estimated 1112 gallons per capita day for residential usage; it also translates to 144 gallons for every
service connection. City of Guadalupe pumped about 1,078 AF from groundwater in 2021.
City of Santa Maria service area’s average annual water demand is 13,244 afy. It also translates
over the report period to an estimated average daily demand of 65.4 gallons per day (per resident)
and the maximum daily demand of 109 gallons per resident.; it also translates to 526 gallons for
every service connection. The City of Santa Maria has greatly reduced pumping since the
importation of SWP water began, from 12,800 AF in 1996 to an annual average of about 3,420 AF
for subsequent years. City of Santa Maria pumped about 9,406 AF from groundwater in 2021.
Golden State Water Company (GSWC) pumped about 6,691 AF of groundwater in 2021.
Agricultural water uses. Total water requirement was 113,199 AF, with Rotational Vegetables
comprising by far the greatest component, 74,492 AF, primarily because about 56 percent of the
total acreage was dedicated to those crops. Strawberries comprised the next largest crop acreage
and had an associated water requirement of 26,021 AF. Vineyard, hoop house berries, and pasture
water requirements ranged from 5,510 AF down to 1,879 AF. All remaining crop types had water
requirements at or below 500 AF.
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CHAPTER THREE: M. SANTA MARIA VALLEY WATER CONSERVATION
Service Performance
LAFCO estimates Twitchell
Santa Maria Valley Water Conservation service area’s average
Reservoir is presently operating at
annual water release generated during the report period for 0% capacity.
subsequent flood control has been approximately 0 afy. Of this
amount, it is estimated by LAFCO this represents 0% of permitted capacity. The average reservoir
release over the last 57 years has been 45,390 afy. There were no Twitchell Reservoir releases in 11
of the last 19 years.
The Santa Maria Valley Water provides water
SMV Water Snapshot: FY2022
management services to its constituents directly and
Planning Reports Year Updated
plans for them in various planning documents,
Santa Maria Valley Rural 2016
including the Master Plan, Capital Improvement Plan, Stipulation Agreement 2008
and Twitchell Reservoir Results Aerial Survey and Twitchell Reservoir Report 2018
Master Plan 2009
Sedimentation Update completed in 2018. The Annual
Capital Improvement Plan annually
Santa Maria Valley Management Area Hydrogeologic Annual SMVMA Report 2022
Report. Climate Plan N/A
FINANCES
The District prepares an annual budget and financial statement, which includes details for each
of its government and capital project 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
2019-2020 2020-2021
Amount % of Total Amount % of Total
Property taxes and fees $453,245 51% $474,167 50.7%
Investment income $1,734 0.2% $470 0.1%
$1,657 0.2% $35,764 3.8%
Aid from Other Government Agencies
$425,774 48% $423,724 45.3%
Special Assessments
Miscellaneous $5,375 0.6% $798 0.1%
Revenue total $887,785 100.0% $934,923 100.0%
Source: Santa Maria Valley Water Conservation, Financial Statements, June 30, 2020 and 2021, Statement of
Revenues, Expenditures and Changes in Fund Balances – All Fund types.
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CHAPTER THREE: M. SANTA MARIA VALLEY WATER CONSERVATION
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 decrease in expenditures was
primarily due to …. The District’s reserve balances have sufficient funds to absorb relatively small
revenue imbalances. The line graph below shows the current financial trend in millions. These
indicators provide a measurement of the agency’s financial condition over time.
SANTA MARIA VALLEY WATER CONSERVATION
Fiscal Trends-SMVWCD
1.6
1.4
1.2
1
0.8
0.6
0.4
0.2
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
This indicator addresses the extent to which charges for service
Special Assessment Fee covered expenses. Charges for Services collected on property tax roll
is the primary funding source for Water Conservation Districts.
0.44 Represented below a ratio of one or higher indicates that the service
is self-supporting.
0.42
0.4
0.38
0.36
0.34
0.32
2016-17 2017-18 2018-19 2019-20 2020-21
A Service Obligation ratio of one or more indicates if revenues
Service Obligation were sufficient to pay for operations. It is cal culated by operating
revenues divided by operating expenditures.
1.5 Fiscal Year Operating Operating
Revenues Expenditures Ratio
1 2016 $ 0 $ 0 0
2017 $ 0 $ 0 0
2018 $ 877,325 $ 902,534 0.9
0.5
2019 $ 871,034 $ 814,788 1.0
2020 $ 887,785 $ 836,016 1.0
0 2021 $ 934,923 $ 674,153 1.3
2016 2017 2018 2019 2 020 2021
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CHAPTER THREE: M. SANTA MARIA VALLEY WATER CONSERVATION
Post-Emp loyment Liabilities
The two charts below identify the funding statu s and asset coverage of the pension and OPEB plans.
Pension 2018 2019 2020 2021 Trend
Funded ratio (plan assets as a % of plan liabilitie s) 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%
2021 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’s budget includes improvement budgeting through its Special Assessment Replacement
Fund #4877. In FY 2019/2020, the District’s actual budget expense was $689,007 and decreased that to
$642,271 for FY 2020/2021. 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.
In 2001, the District applied a new assessment of $50,000 to fund the operation and maintenance
costs of the Twitchell Dam Project as required by contractual obligation. As this contract was in
force prior to the passing of Proposition 218, it is the District’s position that the District may
LAFCO
of Santa Barbara County 475
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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) $0 $0 $0 $0 $0 $0
Net Liabilities (pension & OPEB) $0 $0 $0 $0 $0 $0
CHAPTER THREE: M. SANTA MARIA VALLEY WATER CONSERVATION
DISTRICT
legally apply the assessment without following the voter challenge provision of Proposition 218.
Should this assessment be challenged, there is the possibility the assessment might be invalidated
which could require repayment of assessments collected. It is the District’s opinion that the
District would prevail in the event the assessment is challenged. The District expects to continue
the assessment in subsequent fiscal years.
Asset Maintenance and Repair
A Sediment removal project is currently being implemented at Twitchell reservoir as part of the
SMVWCD ongoing operations and maintenance work. The District’s financial statements for
2021 identify a deficit fund balance of $387,774.00 within the Capital Projects Fund. The deficit
is due to the District incurring costs related to the Twitchell Dam FEMA project without yet
receiving any state of federal reimbursement. As of June 30, 2021 the District had not yet applied
for reimbursement on this project. In FY 2021/2022, the District budgeted $22,000 and
maintained that for FY 2022/2023 for maintenance and equipment expenses.
Capital Improvements
The District does not have a Capital Improvement Plan (CIP) at this time.
Long-term Liabilities and Debts
On. October 2017, the District agreed to lease equipment through Caterpillar Financial Services
Corporation valued at $119,203. The District is required make 46 monthly payments of $2,702.39
and the last payment of $2,803.39 starting November 30, 2017.
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Water Management-Expenditure
1.2 1.2
1 0.96% 0.95% 1
0.88% 0.82%
0.8 0.8
0.6 0.6
0.4 0.4
0.2 0.2
FB
Flood Control
0 0% 0% 0
2016 2017 2018 2019 2020 2021
CHAPTER THREE: M. SANTA MARIA VALLEY WATER CONSERVATION
Opportunities for Shared Facilities
There are no obvious opportunities for shared facilities in the operations of the District.
Rate Structure
Annual funding is derived from a portion of the property tax generated within the District and in
Improvement District No. 1 on a fixed cost per acre basis.
Special Assessment Fees (Effective April 15, 2021)
A. Assessment per Parcel
Fiscal Year Assessment Values*
Per # of parcels $23.54
Figures M-3 show a rate comparison of four Santa Barbara County communities. The following
charts show the comparison of two California Water Districts and two conversation districts.
Overall, Santa Maria Valley Water Conservation assessment rates for members are slightly lower
than other communities in the Santa Barbara County area. The charts are based upon an annual
assessment levied by the District for FY 2021-22.
$70
60.00
$60
$50
46.00
$40 26.00
23.54
$30
$20
$10
$0
SMVWCD SYRWCD Cuyama BWD San Antonio BWD
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sralloD
Assessment Comparision -Annual Values
Santa Barbara County Communities
CHAPTER THREE: M. SANTA MARIA VALLEY WATER CONSERVATION
DISTRICT
ORGANIZATION
Governance
Santa Maria Valley Water Conservation District’s governance authority is established under the
Water Conservation District Law, Water Code §74000 et seq. This principal act empowers Santa
Maria Valley Water Conservation District to provide a moderate range of municipal services. A
list comparing active and latent powers follows.
Active Service Powers Latent Service Powers
- Water Management Recreational Facilities
- Flood Control
- Twitchell Dam
Governance of Santa Maria Valley Water Conservation District is independently provided
through its seven-member Board of Directors that are elected by divisions to staggered four-year
terms. The Directors also sit on committees of the District. Santa Maria Valley Water
Conservation District holds meetings the second Thursday and Tuesday of every month at
District Office located at 2255 S. Broadway, Ste 8E, Santa Maria at 6:30 pm. A current listing of
Board of Directors along with respective backgrounds follows.
Santa Maria Valley Water Conservation |
Current Governing Board Roster
Member Position Background Years on District
Keith Hadick President Division 3 Manager at Teixeria 8
Farms
Greg Flores Vice President Sales Associate 14
Division 1
Casey Conrad Treasurer Division 6 Mechanical Engineer 12
Andy Adam Director Division 2 Farmer 6 months
Gerald Mahoney Director Division 4 Farmer 8
Thomas Gibbons Director Division 7 Business 20
Vacant Director Division 5 TBD TBD
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
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CHAPTER THREE: M. SANTA MARIA VALLEY WATER CONSERVATION
advance on their websites. Government Code Sec tion 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.
Santa Maria Valley Water Conservation District Website Checklist
website accessed 7/25/22 https://www.smvwcd.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: SMVWCD is an independent board-governed District. Refer to https://www.smvwcd.org for the required checklist
items.
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CHAPTER THREE: M. SANTA MARIA VALLEY WATER CONSERVATION
DISTRICT
Survey Results
The table below includes a list of questions asked of area residents by LAFCO to assess if
satisfactory water, wastewater, and stormwater services met their needs and/or identify any unmet
needs. The questions identify key components recommended by LAFCO staff.
Santa Maria Valley Water Conservation District Questionnaire
Revenues, Types of Service, and Resources
Santa Maria Valley Water Conservation |
Responses by Respondence
Questions Satisfactory Unsatisfactory Undecided
1. Overall, are you satisfied with the level of water, - - -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment - - -
provided with the level of water, wastewater, or
stormwater 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 Santa Maria Valley Water Conservation
District at this time.
480 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
N. Santa Ynez River Water Conservation District
Administrative Office: 3669 Sagunto Street, Suite 101, Santa Ynez, CA 93460
Phone: 805/693-1156
Fax: 805/693-4607
Email: kwalsh@syrwcd.com
Website: www.syrwcd.com
General Manager: Kevin Walsh
SUMMARY
The Santa Ynez River Water Conservation District (District), formed under Water Code Section
74,000 et. Seq., protects water rights and supplies within the Santa Ynez River watershed,
manages releases of water from Bradbury Dam to replenish downstream basins along the river and
on the Lompoc Plain, and monitors, reports, and manages groundwater conditions in the District
according to statutory mandates. It provides regional water management throughout a service
area of 281 square miles to approximately 74,240 people located in the Santa Ynez River
Watershed. Two non-contiguous areas comprise the District. The largest area extends easterly
from the mouth of the river at Surf to a point about three miles downstream of Bradbury Dam. The
smaller area lies north and east of Lake Cachuma. The incorporated Cities of Buellton, Solvang
and Lompoc are included within the District. The District’s boundary is considerably smaller than
its Sphere of Influence (SOI) and there are no proposals for expansion, at this time. The District
receives almost all of its financial support from property taxes and groundwater pumping charges.
The District maintains a reserve fund balance to meet future contingencies. LAFCO estimates the
financial support at a rate of approximately $157 per resident. The District has financial
procedures in place to ensure the preparation of timely agency audits.
BACKGROUND
The Santa Ynez River Water Conservation District was formed in 1939. It was formed for the
primary purpose of protecting water rights on the lower Santa Ynez River. Reservoirs had been
constructed in the upper reaches of the Santa Ynez River by the City of Santa Barbara (Gibraltar
Reservoir) and the Montecito Water District (Jameson Lake), and litigation by downstream
riparian landowners challenging those projects was not totally successful. At the time, additional
projects and schemes for exportation of water out of the watershed were being studied, primarily
the Cachuma Project, which was administratively authorized under Section 9(a) of the Federal
Reclamation Act of 1939 and completed in 1953. For these reasons, the people of the Santa Ynez
and Lompoc Valleys joined together to form the District in order to prevent the entirety of the
upstream Santa Ynez River being diverted out of the watershed to the south coast area extending
from El Capitan on the Gaviota Coast to the Ventura County line.
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CHAPTER THREE: N. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT
The Santa Ynez River Water Co nservation District overlaps the Santa Barbara County Fire
Protection District, Santa Ynez River Water Conservation District Improvement District No. 1,
City of Solvang, City of Buellton, City of Lompoc, Santa Ynez CSD, Los Olivos CSD, Vandenberg
Village CSD, Mission Hills CSD, Santa Rita Hills CSD, Cachuma RCD, County Service Areas 4
(North Lompoc) 32 (Law Enforcement) and 41 (Rancho Santa Rita), Santa Barbara Mosquito and
Vector Control District, Lompoc Health Care District, County Flood Control & Water Agency
and its associated zones, Oak Hill Cemetery and Lompoc Cemetery Districts.
The District also overlaps several school and streelighting districts, several mutual water
companies formed as corporations under State law, portions of a federal military installation
known as Vandenberg Space Force Base, the Lompoc federal penitentiary, a portion of the
sprawling Los Padres National Forest, and some of the lands held in trust by the Bureau of Indian
Affairs for the federally recognized Chumash Tribe.
NOTE:
“This District should not be confused with the Santa Ynez River Water Conservation District
(Special) Improvement District No. 1 (ID No. 1) which was formed as a water purveyor by the
District in 1961. ID No. 1 became a separate entity in 1968 after its Board of Trustees was
established in accordance with Water Code Section 75165. A small number of statutory and
contractual provisions govern the relationship between this District and ID No. 1.”
The 2020 US Census determined that the District serves a population of 74,240 people, with 5,161
living within City of Buellton, 5,838 living within City of Solvang, and 43,786 living within City of
Lompoc. There are additional populations of 7,308 living within Vandenberg Village CSD, 3,571
living within Mission Hills CSD, 1,000 living within Los Olivos CSD and 4,505 living within Santa
Ynez CSD, none of which overlap each other or overlap the three incorporated cities. The County
of Santa Barbara anticipates a population growth rate between 0.45 and 1.3 percent a year within
the District boundaries in the coming years. Based upon the 2022 County Assessor’s data, it was
estimated that the District contains 24,145 parcels, 2,168 in City of Buellton, 2,365 in City of
Solvang, and 11,008 in City of Lompoc, with the remaining within the unincorporated area.
While Agricultural is by far the largest user of water in the District, this MSR primarily, but not
exclusively, concerns itself with the municipal benefit services that the District provides to the
Cities of Solvang, Buellton, and Lompoc. Municipal (water) services are directly provided by the
three incorporated cities (municipal corporations) in the District.
OPERATIONS
The District monitors and charges a fee for groundwater production. Municipal groundwater use
for the incorporated cities, the CSDs, and ID1 is metered and reported to the District. All water
LAFCO
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CHAPTER THREE: N. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT
wells, regardless of use, are required to be registered with the District under Water Code Section
75641.
The District has established six groundwater charge zones based upon surface and ground water
hydrology.
Zone A – District portion of the Santa Ynez River alluvial channel from San Lucas Bridge
downstream to Lompoc Narrows.
Zone B – District portion of the Lompoc Plain, Lompoc Upland and Lompoc Terrace
groundwater subareas.
Zone C – All other portions of the District not included in Zones A, B, D, E and F.
Zone D – District portion of the Buellton Upland subarea.
Zone E – District portion of the Santa Ynez Upland subarea.
Zone F – District portion of the Santa Rita Upland subarea.
About 38% of the District’s total general revenues come from ad valorem taxes on real and
unsecured property. An additional 65% of the revenue is received through per acre-foot charges
on groundwater extractions. The District has created specific reserves for operational and legal
contingencies. On June 30, 2021, this fund is estimated to contain $1,914,000.
The District Board of Directors is composed of five members that are elected by Divisions to
staggered four-year terms. The District holds regular meetings quarterly on the first Wednesday
of March, June, September, and December at 6:30 p.m. The meetings are held at various locations
within the District. These are typically at the Vandenberg Village CSD, 3745 Constellation,
Lompoc; Santa Ynez CSD, 1070 Faraday Street, Santa Ynez; or Buellton Council Chambers, 140
West Highway 246, Buellton. 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
In order to monitor the groundwater conditions of the Lompoc Upland, , Lompoc Terrace, Santa
Rita Upland, the Buellton Upland, and the District portions Santa Ynez Upland , nodal systems
for each groundwater zone have been established. The nodal systems are used to estimate the
annual change in the quantity of groundwater in storage and overdraft.
The amount of groundwater charge levied by the Board is based upon the estimated amount of
supplemental revenue required to continue essential District activities without increasing the
cost of water to a producer at a point where it is not financially feasible for the producer to utilize
484 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: N. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT
the water. The most recent Annual Report (June 1, 2022) states that the average annual overdraft
for the immediate past ten (10) wat er years is 4,540 acre-feet. The accumulated overdraft as of the
last day of the preceding (2021-22) water year is 153,800 acre-feet in terms of accumulated
dewatered storage. Accumulated overdraft as defined in Water Code Section 75505 is nominal, at
this time.
Governance Structure Options
The District has not identified any government structure options. LAFCO does not see the need
for structural governance changes. The LAFCO enabling legislation indicates a multipurpose
governmental agency, especially in urban areas, may be the best mechanism to account for
community needs, financial resources and service priorities. Given the regional nature of the
Santa Ynez River Water Conservation District, it would not appear a legal or functional
consolidation with other existing Santa Ynez Valley based local agencies would result in greater
overall economy or efficiency in providing services to the community.
LAFCO staff sees value in local agencies collaborating and exploring opportunities to improve
delivery of municipal services. While, at this time, the District owns no facilities or meters to
control, collect, store, distribute, treat, or measure water flows and has not limited pumping of
groundwater, whether naturally recharged or recharged by required release flows from Lake
Cachuma , that may change in the future as the District is a party to all three GSAs that cover the
groundwater basin and which are responsible for sustainable groundwater management pursuant
to SGMA including implementation of projects and/or management actions that reduce overdraft
in accordance with the GSAs’ GSPs.. The District’s purpose is to: protect downstream water
rights, manage the surface and groundwater resources per Water Code Statute 74,000 et. seq,
manage surface water flows required to be released from Lake Cachuma per State Water
Resources Control Board orders, participate fully in the Sustainable Groundwater Management
Act (SGMA), and monitor activities by others with regard to joint cooperative agreements.
Regional Collaboration
The District entered into three Memorandum of Agreements (MOA) for the development and
implementation of the SGMA mandated Groundwater Sustainability Plans (GSP) for the Santa
Ynez River Valley Groundwater Basin. These MOAs are with: The City of Lompoc, Vandenberg
Village Community Services District, and Mission Hills Community Services District in the
Western Management Area (WMA); the City of Solvang and Santa Ynez River Water
Conservation District Improvement District No. 1, in the Eastern Management Area (EMA); and
The City of Buellton in the Central Management Area (CMA). The County of Santa Barbara is a
party to these MOAs in all three management areas (WMA, CMA, and EMA).
The District also has separate agreements regarding legal cooperation regarding water resources
with the Cites of Solvang, Buellton, and Lompoc; Improvement District No. 1, and the Cachuma
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CHAPTER THREE: N. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT
Conservation and Release Board (CCRB-a Joint Powers Agency).
The District 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 District may call for the release of "water rights" water from the Cachuma Reservoir and
manages the timing, volume, and rates of those flows in order to promote recharge along the river
and on the Lompoc Plain. The District collaborates with the operational decisions of the US
Bureau of Reclamation Cachuma Project in order to ensure the preservation and satisfaction of
the water rights belonging to downstream properties.
SPHERE OF INFLUENCE & BOUNDARIES
The Sphere of Influence for the Santa Ynez River Water Conservation District’s boundaries are
considerably larger than the District service area. A map of the District’s Sphere of Influence and
boundaries can be seen at the beginning of this profile.
BOUNDARIES
Jurisdictional Boundary
SYRWCD jurisdictional boundary
The District’s existing boundary is comprised of two non- spans 281 square miles with 95%
being unincorporated and under the
contiguous areas which span approximately 281 square miles
land use authority of the County of
(180,000 acres). Nearly 95% of the area within the jurisdictional Santa Barbara. The remainder of the
jurisdictional boundary lies within
service boundary is unincorporated and under the land use
the Cities of Buellton, Solvang, and
authority of the either the County of Santa Barbara or the federal Lompoc.
government. Of the remaining portion of jurisdictional service
lands, approximately 5% of the total is incorporated and under the land use authority of the three
Cities of Buellton, Solvang, and Lompoc. Overall, there are 47,581 registered voters within the
jurisdictional boundary.
486 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: N. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT
Santa Ynez River Water Conservation |
Boundary Breakdown By Service Area
Total % of Total Total Number of
Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters
SYRWCD 175,669 95.2% 8,604 16,168
unincorporated
City of Buellton 838 0.5% 2,168 3,822
City of Solvang 1,254 0.7% 2,365 4,359
City of Lompoc 6,625 3.6% 11,008 23,232
Totals 184,386 100.0% 24,145 47,581
Santa Ynez River Water Conservation |
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 175,669 95.2% 8,604 16,168
City of Buellton 838 0.5% 2,168 3,822
City of Solvang 1,254 0.7% 2,361 4,359
City of Lompoc 6,625 3.6% 11,008 23,232
Totals 184,386 100.0% 24,145 47,581
Total assessed value (land and structure) is set at $11.6 billion as of April 2022, and translates to
a per acre value ratio of $62,961. The former amount further represents a per capita value of
$156,374 based on the estimated service population of 74,240. The District expects to receives
$355,000 in fiscal year 2022-23 property tax revenue generated within its jurisdictional boundary.
The jurisdictional boundary is currently divided into 24,145 legal
Close to one-quarter of the
parcels and spans 184,386 acres. The remaining jurisdictional
jurisdictional boundary is under
acreage consists of public right-of-ways. Approximately 27% of the private ownership, and of this
amount approximately one-half
parcel acreage is under private ownership with 49% having already
has been developed.
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 357 vacant parcels that collectively total 1,013 acres.
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CHAPTER THREE: N. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT
Santa Ynez River Water Conservation District
Formation, Revenues, Attributes, Types of Service, and Resources
District Formation and Duties
Formation Date 1939
Water Conservation District Law of 1931, California Water
Legal Authority
Code Section 74000 et seq.
Five Directors elected to four-year terms through five divisions.
Board of Directors
Agency Duties Administration and management of surface water, groundwater,
and contractual water rights. The District is also a member agency
of each of the three Groundwater Sustainability Agencies (GSAs)
for the Santa Ynez River Valley Groundwater Basin.
POPULATION AND GROWTH
Population
The U.S. Census Bureau estimated the 2020 population of Solvang-Santa Ynez CCD to be 22,690
and the Lompoc CCD to be 59,964. In 2012 Santa Barbara County Association of Governments
prepared a Regional Growth Forecast for 2010-2040. The 2019 forecast for the year 2050 only
included incorporated cities, while the 2012 report included unincorporated communities by sub
regions. The 2012 report used a conservative trend-base allocation methodology estimating the
Solvang-Santa Ynez unincorporated population as 12,646 and the Lompoc Unincorporated
population as 15,625 by 2020. Between 2010 and 2020, the population of Solvang-Santa Ynez
unincorporated area increased by 169 people (less than 1 percent per year) and Lompoc
Unincorporated had no change. In contrast, the County’s population increased by 5.7 percent
between 2010 and 2020.
Demographics for the Solvang-Santa Ynez sub-region and Lompoc CCD are based on an age
characteristics report prepared by SBCAG in 2017 and American Communities Survey. Because
SYRWCD population aligns with these sub-regions, these statistics are cited herein, which
identified the largest age group represented in Solvang-Santa Ynez as 18 to 64 group at 57.2
percent. Lompoc CCD largest age group was 18 to 64 group at 61.8 percent Approximately 23.2
and 11.9 percent, respectively of the population was in the 65 or older years age group and 19.6 and
26.2 percent in the under the age of 18 group.
According to the 2020 U.S. Census, approximately 70.7 and 36.9 percent of the total population
identified themselves as non-Hispanic white within the Solvang-Santa Ynez CCD and Lompoc
CCD respectively. The Hispanic population, which is the largest group in Lompoc CCD and
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CHAPTER THREE: N. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT
second largest ethnic group in Solvang-Santa Ynez CCD, comprised 51.1 & 20.5 percent of the
total population.
Projected Growth and Development
The County of Santa Barbara General Plan serves as the Community’s vision for long-term land
use, development and growth, and provides the community’s vision within the various Planning
Areas. Each City adopts their own community plan. The unincorporated Community Plan was
adopted in 2009, although the Housing Element is updated every 8 years in accordance with state
regulations and spans the 2023-2031 planning period.
The current County of Santa Barbara Housing Element (2023-2031) identifies an estimated
growth rate of 1.2 percent within (Solvang-Santa Ynez and Lompoc unincorporated areas). The
County’s General Plan covers the Santa Ynez and Lompoc Valley’s and surrounding areas. The
following population projections within the District are based on the Department of Finance
Table E4 estimate and SBCAG regional forecast.
Table N-2. Population Growth and Projections (2010–2040)
2010 2015 2020 2035* 2040*
Santa Ynez River WCD N/A N/A 74,240 N/A N/A
City of Buellton 4,828 4,965 5,464 7,088 7,403
City of Solvang 5,245 5,449 5,838 5,922 5,958
City of Lompoc 42,434 44,327 43,786 46,975 47,723
VVCSD 6,497 6,763 7,308 7,700 8,000
MHCSD 3,576 3,679 3,571 4,900 4,900
SYCSD 4,418 n/a 4,505 4,794 n/a
LOCSD 1,733 1,166 1,000 1,286 1,286
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 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Santa Ynez Valley was $99,731 in 2022 and $64,396 in Lompoc CCD, which
does not qualify the communities as a disadvantaged community. In addition, review of the State
DAC Mapping Tool and CalEnviroScreen 4.0 was used to verify disadvantaged status with other
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CHAPTER THREE: N. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT
applications of the definition. CalEnviroScreen is a screening tool used to help identify
communities disproportionately burdened by multiple sources of pollution and with population
characteristics that make them more sensitive to pollution. The County prepared an update to its
Integrated Regional Water Management Plan in 2019. This was in part for the purposes of grants
for the Central Coast Funding Area for which a disadvantaged communities’ assessment was
conducted based on requirements for water and wastewater needs or deficiency within a service
area. The Federal Environmental Protection Agency (EPA) has developed an Environmental
Justice Screening and Mapping Tool Version 2.0 (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 District’s
Sphere of Influence does qualify under the definition of disadvantaged community for the
community of Lompoc and Cachuma Village for the present and probable need for public facilities
and services contiguous to the Sphere of Influence qualify as a disadvantaged community.
Santa Ynez River Water Conservation District
Formation, Revenues, Attributes, Types of Service, and Resources
Attributes
District area (est. square miles):
City of Buellton 1.6
City of Solvang 2.42
City of Lompoc 11.59
VVCSD 5.25
MHCSD 1.3
SYCSD 1.8
LOCSD 0.4
Entire District 281
Population (2020 Census):
City of Buellton 5,161
City of Solvang 5,838
City of Lompoc 43,786
VVCSD 7,308
MHCSD 3,571
SYCSD 4,505
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1,000
LOCSD
Entire District 74,240
Assessed Valuation (FY 21-22: District portion) $11,609,227,182
Number of Treatment Plants N/A
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire District (FY 20-21) $157
Average Portion of County 1% Property Tax Received .003¢/$1
Ending Total Fund Balance (June 2021) $2,454,119
Change in Total Fund Balance (from June 2016 to June 2021) 1.5%
Total Fund Balance/Annual Revenue Total (FY 20-21) 147%
Source: District area estimated utilizing County of Santa Barbara GIS Data;
Population estimated utilizing 2020 US Census Data; Assessed Valuation and
Portion of County Property Tax Received are from County of Santa Barbara Auditor-
Controller’s Office; Fund Balance Information from District Audit; Other information
from District.
SERVICES
Overview
Santa Ynez River Water Conservation District provides monitoring, management, and protection
of surface and groundwater storage, diversion, use, and rights. In response to the State of
California's historic passage of significant groundwater legislation (Sustainable Groundwater
Management Act or "SGMA"), the District took a leadership role in initiating and coordinating
activities to manage groundwater and comply with the new state law within the Santa Ynez River
Valley Groundwater Basin (Basin). The District is staffed by three (3) full-time staff, a General
Manager, Groundwater Program Manager, and District Administrator.
Other services include well registration, tracking of groundwater production, collection of
groundwater production fees, monitoring and reporting of groundwater conditions, estimates of
dewatered storage, estimates and forecasting of groundwater storage and overdraft, estimates of
groundwater withdrawn and projected to be withdrawn, estimates of water necessary for surface
water distribution, determination of water which is necessary for replenishment of the dewatered
storage, reporting of river system conditions, reporting of basin surface use, reporting of water
obligated to be purchased by contract, and the coordination of activities as well as participation
in the three Groundwater Sustainability Agencies of the Basin.
SURFACE MANAGEMENT
The District is responsible for and actively manages the so-called WR 89-18 water rights releases,
modified by Order WR 2019-0148, mandated by the State Water Resources Control Board to be
made from Lake Cachuma in order to recharge alluvial aquifers. These releases are made from
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water which has accrued in Lake Cachuma in Above Narrows (ANA) and Below Narrows (BNA)
a ccounts. The planned start, end date, release rate, and total amounts released is subject to
preceding groundwater conditions and the aquifer response experienced during the release
period.
In consideration of continuing drought conditions and future climate uncertainties, a portion of
the (BNA) water is held in reserve as a hedge against consecutive dry winters. In recent years,
downstream releases have occurred almost every year.
The releases are coordinated with United States Bureau of Reclamation (USBR) Operations staff,
Cachuma Operation & Maintenance Board (COMB) Fisheries Division, Central Coast Water
Authority (CCWA), County of Santa Barbara, and City of Lompoc.
GROUNDWATER MANAGEMENT
The District manages groundwater within its boundaries as follows: 1) through its well
registration and reporting program where each parcel owner must register and report on each well
on their parcel on a bi-annual basis; 2) as required by the Water Code section 75507.a et seq.,
production of an annual report of groundwater conditions; and 3) through participation and
compliance with the Sustainable Groundwater Management Act on behalf of its constituents.
Groundwater Sustainability Agencies
In 2014 the State of California enacted the Sustainable Groundwater Management Act, including
but not limited to Water Code section 10720 et seq., referred to in this Agreement as the “Act” or
“SGMA,” as subsequently amended, pursuant to which certain agencies (Parties) like the
SYRWCD may become or participate in “Groundwater Sustainability Agencies” (“GSAs”) and
prepare, adopt, and implement “Groundwater Sustainability Plans” (“GSPs”) to achieve
sustainable groundwater management in basins throughout the State. The Act defines a
groundwater “basin” as a basin or sub-basin identified and defined in California Department of
Water Resources (“DWR”) Bulletin 118 or as modified pursuant to the Act. SYRWCD is a local
agency located within the Santa Ynez River Valley Groundwater Basin (Bulletin 118, Basin No. 3-
15, “Basin”), is qualified to become a GSA or participate in a GSA or multiple GSAs, and is
authorized to adopt a GSP or participate in the adoption of a GSP or multiple GSPs under the Act
for all or a portion of the Basin, as applicable.
The District along with the Parties previously executed a “Memorandum of Understanding for
Implementation of the Sustainable Groundwater Management Act in the Santa Ynez River Valley
Groundwater Basin” dated May 23, 2016 (“2016 MOU”) to, among other things, provide for the
initial organization of the Basin according to three separate Management Areas, ensure the timely
formation and filing of a separate GSA for each of the three Management Areas, and establish the
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CHAPTER THREE: N. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT
basis for a cooperative and ongoing working relationship between and among the Parties and
GSAs for implementing the goals a nd requirements of SGMA throughout the Basin.
In accordance with SGMA and the 2016 MOU, three separate GSAs were formed and are
operating within the Basin, wherein one GSA represents the Western Management Area, one GSA
represents the Central Management Area, and one GSA represents the Eastern Management Area.
The District is a party to each GSA, coordinator of GSA efforts, and the Basin contact for the State
of California Department of Water Resources.
The Western Management Area Groundwater Sustainability Agency (“WMA GSA”) was formed
by the City of Lompoc, the Vandenberg Village Community Services District, the Mission Hills
Community Services District, the Santa Ynez River Water Conservation District, and the Santa
Barbara County Water Agency pursuant to the January 11, 2017 Memorandum of Agreement for
Formation of a Groundwater Sustainability Agency for the Western Management Area in the
Santa Ynez River Valley Groundwater Basin Under the Sustainable Groundwater Management
Act (“WMA MOA”). The WMA GSA adopted a Groundwater Sustainability Plan on January 5,
2022.
The Central Management Area Groundwater Sustainability Agency (“CMA GSA”) was formed
by the City of Buellton, the Santa Ynez River Water Conservation District, and the Santa Barbara
County Water Agency pursuant to the January 11, 2017 Memorandum of Agreement for Formation
of a Groundwater Sustainability Agency for the Central Management Area in the Santa Ynez
River Valley Groundwater Basin Under the Sustainable Groundwater Management Act (“CMA
MOA”). The CMA GSA adopted a Groundwater Sustainability Plan on January 3, 2022.
The Eastern Management Area Groundwater Sustainability Agency (“EMA GSA”) was formed by
the City of Solvang, the Santa Ynez River Water Conservation District, Improvement District
No.1, the Santa Ynez River Water Conservation District, and the Santa Barbara County Water
Agency pursuant to the April 27, 2017 Memorandum of Agreement for Formation of a
Groundwater Sustainability Agency for the Eastern Management Area in the Santa Ynez River
Valley Groundwater Basin Under the Sustainable Groundwater Management Act (“EMA MOA”).
The EMA GSA adopted a Groundwater Sustainability Plan on January 6, 2022.
The Parties agree to coordinate with each other in good faith to ensure a cooperative and ongoing
working relationship between the Parties and among the WMA GSA, the CMA GSA, and the
EMA GSA that will allow them to explore, study, evaluate, develop, and carry out mutually
beneficial approaches and strategies for implementing SGMA throughout the Basin in an effective,
efficient, fair, and cost-effective manner.
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CHAPTER THREE: N. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT
Groundwater Sustainability Plans
There are three management areas in the Santa Ynez River Valley Groundwater Basin (Basin),
the Western Management Area (WMA), Central Management Area (CMA), and Eastern
Management Area (EMA). Each management area is governed by a Groundwater Sustainability
Agency (GSA) comprised of member agencies: the Santa Ynez River Water Conservation District
(CMA, EMA, WMA), City of Solvang (EMA), City of Buellton (CMA), City of Lompoc (WMA),
County of Santa Barbara (CMA, EMA, WMA), Mission Hills Community Services District (WMA),
Santa Ynez River Water Conservation District Improvement District No. 1 (EMA), and
Vandenberg Village Community Services District (WMA). These GSAs have developed
Groundwater Sustainability Plans (GSPs) for the Basin which will be managed and implemented
under existing coordination agreements, or possible Joint Powers Agreements.
Data Management
SGMA Law requires a Data Management System (DMS), a tool to organize and maintain data as
part of GSP preparation and implementation. To achieve the goals identified by SGMA, the DMS
will be a central source for groundwater data, for the WMA, CMA, and EMA, providing up-to-
date technical information regarding basin conditions. Collecting and centralizing these data is a
step towards meeting the goals of protecting water rights and ensuring local agencies continue to
manage groundwater while minimizing state intervention. DMS implementation goals include
improving data collection and storage, and assisting in the understanding and future reporting
about groundwater conditions in all three management areas WMA, CMA, and EMA. The DMS
contains information about the existing wells in the basin including groundwater level data, well
construction information, well logs, geophysical data, pumping test data, water quality data, and
pumping data. In addition, the DMS houses data related to land subsidence, surface water flows,
and total water use in the management areas. The plan for the DMS in the WMA is that a user’s
primary mode of interaction will be to open and interact with a web application (built on the
Linux Apache MySQL PHP (LAMP) web stack), through a modern web browser. Several user
levels and roles have been established with different access privileges, and some roles have limited
administrative capacity. In additional to the database server, a map server is also being run on the
system to provide access to certain kinds of complex geospatial data. A map server is an
intermediary program that takes the source geographic information system (GIS) data and
provides it on demand in a format that client interface programs can access. Currently, this map
server is the QGIS server program and the MapProxy cache program. Additional user notification
is provided through an email service, currently through the Postfix program. The DMS is currently
located on a virtual private server (VPS) rented from a datacenter. The current VPS provider for
the WMA, CMA DMS, is Host Winds. The EMA/DMS configuration is a database built in Oracle
plus a web application designed in JAVA. The EMA data viewer will be designed as a GIS web-
based interface. The DMS is a database plus an online web viewer. Data stored in the DMS is
separated by categories into tables. The tables contain columns and rows of data. Each field holds
a specific type of data, such as a number, text, or date.
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Types of Services
Collection -
Treatment -
Disposal -
Recycled -
Other X
“Other Services” include Surface Water of Santa Ynez River with water rights release operations
from Cachuma Reservoir down the Santa Ynez River, Well Registration and Groundwater
production data collection, and Groundwater Sustainability Agency (GSA) Member and
coordinator of all three GSAs in the Santa Ynez River Valley Groundwater Basin.
Santa Ynez River Water Conservation District
Formation, Revenues, Attributes, Types of Service, and Resources
Reservoirs, Alluviums, & Basins
Address Acquired/Built Condition Capacity
Lake Cachuma 1953 Fair 184,121 AF
State Water Project incl. 4 entities 1991 Fair 8,078 AFY
Alisal Reservoir 1969 Good 2,342 AFY
Santa Ynez River Alluvium n/a Good 100,500 AF
Buellton Upland n/a Good 27,500 AF
Santa Ynez Upland n/a Good 21,000 AF
Santa Rita Upland n/a Good 56,500 AF
Lompoc Plain, Upland, Terrace n/a Good 715,000 AF
Total Staffing
Personnel Per 1,000
population
Full time Operators N/A N/A
Emergency Operators N/A N/A
Administrative Personnel 3 0.04
Other District Staff 0 n/a
Santa Ynez River Water Conservation has a total of 3 permanent employees.
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CHAPTER THREE: N. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
General Manager (1) 48 4
Groundwater Programs Manager (1) 29 7
District Administrator (1) 6 6
Water Capacity
The Santa Ynez River Water
The District tracks and protects the water rights from the Conservation District service area’s
following sources Lake Cachuma, 192,978 AF capacity, State capacity for public agency water
rights to the area users is unknown
Water Project includes 4 entities 8,078 AFY, Alisal Reservoir, #AFY.
2,342 AFY, Santa Ynez River Alluvium, 105,000AFY, Buellton
Upland, 27,500 AF, Santa Ynez Upland, 21,000 AF, Santa Rita Upland, 56,500 AF, and Lompoc
Area, 715,000 AF.
System Demands– Public Agencies
The estimated average annual water
The District’s service area’s average annual water demand demand generated during the report
period among SYRWCD public
generated by the public water supply agencies within their
water agency users in the service
boundary include: area has been 5.6 million gallons per
day.
Santa Ynez River Water Conservation District, Improvement District No. 1 three-year average
annual water demand at 3,815 acre-feet. It also translates over the report period to an estimated
218 gallons per capita day for residential usage; it also translates to 1,297 gallons for every service
connection.
City of Solvang service area’s average annual water demand is 1,300 afy. It also translates over the
report period to an estimated 0.7 HCF units per day for each resident, or 236 gpcd of water; it also
translates to 653 gallons for every service connection.
City of Buellton’s service area’s average annual water demand is 1,250 acre-feet. It also translates
over the report period to an estimated 95 gallons per day for each resident; it also translates to 706
gallons for every service connection.
City of Lompoc service area’s average annual water demand is 4,235 afy, or 1.38 mgd. It also
translates over the report period to an estimated 65.5 gpcd of water or estimated 117 gallons per
day for each resident; it also translates to 386 gallons for every service connection.
Vandenberg Village Community Services service area’s average annual water demand is ~1.5 MGD,
or 1,400 afy. It also translates over the report period to an estimated 330 gallons per day of water
496 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: N. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT
for residential, 1,300 gpd for commercial, and 10,000 gpd irrigation users; it also translates to 576
gallons for every service connection .
Mission Hills Community Services service area’s average annual water demand is ~0.52 mgd, or
585 afy. It also translates over the report period to an estimated 146 gallons per day per person; it
also translates to 140 gallons for every service connection.
Service Performance
LAFCO estimates that public water
The combined public water supply agency average annual water supply agencies within the Santa
Ynez River Water Conservation
demand generated during the report period for subsequent
District are presently operating on
treatment and distribution has been approximately 5.6 mgd. Of average at 39.6% capacity within its
service area in Lompoc and Santa
this amount, it is estimated by LAFCO this represents 39.6% of
Ynez Valley’s.
permitted supplies.
The District provides water rights and release
SYRWCD Snapshot: FY2022
operations services to its constituents directly and
Planning Reports Year Updated
plans for them in various planning documents,
Community Plan’s 1999, 2009
including the Annual Engineering and Survey Report
Annual Engineering & annually
on Water Supply Conditions The County’s Survey Reporting
Community Planning Areas (Lompoc Valley and Santa GSA Reports annually
Annual Water Rights annually
Ynez Valley Community Plan), which was last updated
Release
in 2009, contains Land Use, Public Facility, and Sea Level Rise/Climate N/A
Resource Constraints.
FINANCES
The District prepares an annual budget and monthly financial statements, which includes details
for revenue and expenditures.
District Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Groundwater Charge Rates $549,164 40% $612,736 37%
Investment Income $51,322 4% $7,968 0.4%
$320,145 23% $334,008 20%
SB County Property Taxes
Grant Reimbursement (Pass-Thru on behalf $457,484 33% $708,916 42.6%
of GSAs) *
Other Revenue $893 0% $177 0%
Revenue total $1,379,008 100.0% $1,663,805 100.0%
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Source: Santa Ynez River Water Conservation, Financial Statements, June 30, 2020 and 2021, Statement of
Re venues, Expenditures and Changes in Fund Balances – All Fund types.
Fiscal Indicators
Select fiscal indicators are shown graphically below. Over the past three fiscal years, the District’s
expenditures have increased in comparison to its revenues. The increase in expenditures was due
to costs related to the participation in State Water Resources Control Board (SWRCB) activities
regulating the flow of the Santa Ynez River, implementing various provisions of the SWRCB
Orders protecting downstream water rights, monitor activities by others with regard to the
aforementioned agreements and SWRCB Orders, as well as calling for the release of water rights
water from Cachuma Reservoir, managing the timing and rates of those flows to promote recharge
along the river and on the Lompoc Plain. Increased expenditures were also due to District’s
activities in defending the surface water supplies of its constituents from use by outside interests
and increased participation in implementing the mandated Sustainable Groundwater
Management Act. The District’s reserve balances have sufficient funds to absorb revenue
imbalances. The line graph below shows the current financial trend in millions. These indicators
provide a measurement of the agency’s financial condition over time.
SANTA YNEZ RIVER WATER CONSERVATION
Fiscal Trends-SYRWCD
2.5
2
1.5
1
0.5
0
2017-18 2018-19 2019-20
Revenue Expenditure Reserve
This indicator addresses the extent to which charges for service
Charges for Services & Property Taxes covered expenses. Represented below a ratio of one or higher
indicates that the service is self-supporting.
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
2016-17 2017-18 2018-19 2019-20 2020-21
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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
2016 $ 543,560 $ 549,440 0.99
2017 $ 584,381 $ 751,966 0.78
0.5
2018 $ 676,856 $ 769,141 0.88
2019 $ 920,845 $ 806,544 1.14
0 2020 $ 1,379,008 $ 1,408,464 0.98
2016 2017 2018 2019 2020 2021 2021 $ 1,663,805 $ 1,742,546 0.95
Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2017 2018 2019 2020 Trend
Funded ratio (plan assets as a % of plan liabilities) 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%
2021 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.
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 District annually contributes a matching of
employee contributions up to 7% of each individual employee compensation.
.
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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: N. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT
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, 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.
As of June 30, 2021, three employees were participating in the plan. For fiscal year 2022-23, the
District is projected to contributed $30,000 to the Plan.
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
Non-Enterprise Funding
The District files its Financial Transaction Reports (FTR) with the State Controller's Office
(SCO) under the Flood Control and Water Conservation category as a non-enterprise activity.
The District determines and collects groundwater charges annually that partially support
operations, as well as the planning and implementation efforts of the three Groundwater
Sustainability Agencies (GSA). In FY 2019/2020, the District’s actual expense was $1,408,464
(includes $457,484 SGMA pass through grant expense) and increased to $1,742,546 (includes
$708,916 SGMA pass through grant expense) for FY 2020/2021. 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.
Groundwater Conservation-Expenditure
2 1.2
1% 1% 1%
1.5 1% 1% 1% 1
1 0.8
GW
0.5 0.6
0 0.4
2016 2017 2018 2019 2020 2021
-0.5 FB 0.2
-1 0
Asset Maintenance and Repair
The District does not own any capital assets needing anything but de minimus maintenance and
repair. Maintenance and repair are limited to individual workspace computers.
500 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: N. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT
Capital Improvements
The District does not own any signif icant capital equipment, and therefore does not have a capital
improvement plan (CIP). The District protects water rights and manages supplies by
participating in study, planning, and operational decisions of the Cachuma Project, the mandated
Sustainable Groundwater Management Act, and statutorily required groundwater monitoring
and reporting.
Long-term Liabilities and Debts
The District entered into a lease agreement for office space in Santa Ynez, California, beginning
August 1, 2018, and expiring July 31, 2023. Monthly rent is $1,500. Rent expense under the lease as
of June 30, 2020, was $18,000. (In an area of increasing inflation, it is noted that a fixed rate lease
is an asset rather than a liability.)
The District has never had any debt, does not now have any debt, and does not foresee the need
to ever have any debt.
Opportunities for Shared Facilities
The District currently participates in a shared facilities for Cahuma Project as reservoir storage,
and groundwater management. As member of three Groundwater Sustainability Agencies, the
District may in the future be a participant in “shared facilities” through that joint agency
mechanism, but may not directly or contractually own or be obligated for any facilities.
Rate Structure
Service rates for the District were last updated and adopted by the Board of Directors in June
2022. The rates are uniform across all zones and all users. The most commonly used Method
Worksheets are Method A (meter readings) and Method C (estimation by type of use).
Each well operator calculates total number of acre-feet used under their preferred method
for both Ag and other non-Ag production. The groundwater fees and water use factors
undergo annual review and adjustment, per District policy and statute.
Groundwater Extraction Charges (Effective July 1, 2022)
A. Charges
Every owner or operator of a water producing facility (water well) within the Santa Ynez
River Water Conservation District must register the well and file Semi-Annual Water
Production Statements for each well setting forth total production, in acre feet, of water used
for the preceding six-month period.
B. Rate per Acre-Foot
LAFCO
of Santa Barbara County 501
CHAPTER THREE: N. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT
Fiscal Year Rate Values*
Ag Water Other Water Special Irrigation
Zones A thru F $14.14 $14.14 $14.14
Figures N-3 shows an assessment comparison of two Santa Barbara County and Santa Ynez River
Water Conservation District AG and Non-Ag users’ assessment on average. Overall, Santa Ynez
River Water Conservation assessment rates for members are lower than other communities in
the area. The charts are based upon an annual assessment levied by the water Districts for FY
2021-22.
$70
60.00
$60
$50
46.00
$40
$30
14.14 14.14
$20
$10
$0
SYRWCD (Ag) SYRWCD (non-Ag) Cuyama CWD San Antonio CWD
ORGANIZATION
Governance
The District’s governance authority is established under the Water Conservation District Law,
(“principal act”) and codified under Water Code §74000 et seq. This principal act empowers
Santa Ynez River Water Conservation District to provide a moderate range of water supply and
management services. A list comparing active and latent powers follows.
Active Service Powers Latent Service Powers
- Those listed under Recreational Facilities
WAT Code 74500, Part 5
Governance of Santa Ynez River Water Conservation District is independently provided through
its five-member Board of Directors that are elected by Divisions to staggered four-year terms. The
District holds regular meetings quarterly on the first Wednesday of March, June, September, and
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sralloD
Assessment Comparision -Annual Values
Santa Barbara County Communities
CHAPTER THREE: N. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT
December, at 6:30 p.m. The meetings are held at various locations within the District. These are
typically at the Vandenberg Villag e CSD, 3745 Constellation, Lompoc; Santa Ynez CSD, 1070
Faraday Street, Santa Ynez; or Buellton Council Chambers, 140 West Highway 246, Buellton. A
current listing of Board of Directors along with respective backgrounds follows.
Santa Ynez River Water Conservation |
Current Governing Board Roster
Member Position Background Years on
District
Cynthia Allen Division 1 President CSD Admin/Public Policy 8
Steve Jordan Division 2 Director Agriculture/Farmer 35
Mark Altshuler Division 3 Director Finance 4
Art Hibbits Division 4Director Agriculture/Farmer 17
Brett Marymee Division 5 Vice Aerospace 8
President
Website Transparency
The table, below and on the next page, is not an exhaustive inventory of website criteria required
under current law. Rather, it identifies key components, required by the Government Code and/or
recommended by the California Special Districts Association and other organizations, for
websites to enhance transparency and accountability.
Government Code Sections 54954.2 and 54957.5 require agencies to post all regular meeting
agendas 72 hours in advance on their websites. Government Code Section 6253 requires that
agencies post content most requested by constituents and most often requested via Public Record
Act requests. Because of the difficulty for LAFCO staff to verify this information, these criteria are
not included in the website checklist. However, agencies should address these criteria to comply
with current website requirements.
Santa Ynez River Water Conservation District Website Checklist
website accessed 7/25/22 https://www.syrwcd.com
Required
Yes No
Government Code Agency maintains a website with current contact
§53087.8 information? (required for independent Special Districts by 1/1/2020) X
Government Code Agency has created an Enterprise System Catalog and
§6270.5 posted it to website?
X
Government Code Agency has current agenda posted to website
§54954.2 homepage and is accessible through a prominent, X
direct link?
Government Code Agency’s website provides information on compensation of
§53908 elected officials, officers and X
employees or has link to State Controller’s Government
Compensation website?
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CHAPTER THREE: N. SANTA YNEZ RIVER WATER CONSERVATION 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: SYRWCD is an independent board-governed District. Refer to https://www.syrwcd.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 water, wastewater, and stormwater services met their needs and/or identify any unmet
needs. The questions identify key components recommended by LAFCO staff.
Santa Ynez River Water Conservation District Questionnaire
Revenues, Types of Service, and Resources
Santa Ynez River Water Conservation |
Responses by Respondence
Questions Satisfactory Unsatisfactory Undecided
1. Overall, are you satisfied with the level of water, - - -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment - - -
provided with the level of water, wastewater, or
stormwater 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 Santa Ynez River Water Conservation
District at this time.
504 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
O. Santa Ynez River Water Conservation District
Improvement District No. 1
Administrative Office: 3622 Sagunto Street, Santa Ynez, CA 93460
Mailing Address: P.O. Box 157, Santa Ynez, CA 93460
Phone: 805/688-6015
Fax: 805/688-3078
Email: general@syrwd.org
Website: www.syrwd.org
General Manager: Paeter Garcia
Superintendent: Joe Come’
SUMMARY
The Santa Ynez River Water Conservation District Improvement District No. 1 (ID No.1 or ID#1)
provides potable water to domestic, municipal, industrial, commercial, and agricultural
customers in portions of the Santa Ynez Valley. The District’s service area includes approximately
7,022 people (excluding the City of Solvang) throughout 16.9 square miles in central Santa Barbara
County that extends from Solvang on the west, Los Olivos towards the north, and Santa Ynez on
the east. The District serves the communities of Santa Ynez, Los Olivos, Ballard, the Santa Ynez
Band of the Chumash Indians, and the City of Solvang on a limited basis. The District’s boundary
is the same as its Sphere of Influence and there are no proposals for expansion. The District
collects rates, fees and charges for the provision of water service 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 Santa Ynez River Water Conservation District Improvement District No.1 was formed in 1959
as an Improvement District of the Santa Ynez River Water Conservation District. It was formed
to provide the residential, agricultural, and other customers in its service area with reasonably
priced, reliable, high quality water supply, and efficient and economical public services based on
the cost of the services provided to customers directly. The District became a separate entity in
1968 after its governing board was established in accordance with Water Code Section 75165.
LAFCO recognizes the District as an independent special District. The District obtains its water
supplies from the Cachuma Project via exchange of State Water Project supplies, direct diversions
from the Cachuma Project (as needed), direct deliveries from the State Water Project, production
from the Santa Ynez Uplands Groundwater Basin, and diversions from the Santa Ynez River
alluvium.
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The bound aries of the Santa Ynez River Water Conservation District, Improvement District No.1
overlap with the respective boundaries of the Santa Ynez River Water Conservation District, City
of Solvang, Santa Ynez CSD, Los Olivos CSD, Santa Barbara County Fire Protection District,
Cachuma RCD, County Service Areas 32 (Law Enforcement), Santa Barbara Mosquito and Vector
Control District, County Flood Control & Water Agency, and Oak Hill Cemetery District.
According to the U.S. Census Bureau 2020 census, the District’s service area includes a population
of 7,022 people, excluding the City of Solvang. The District anticipates a growth rate of
approximately less than one (1) percent a year within its boundaries in the coming years. In 2022,
it was estimated that the District covers 5,178 parcels, 1.240 in Santa Ynez, 384 in Los Olivos, 129
in Ballard, and 26 in Santa Ynez Band of Chumash Indians serving approximately 2,624 municipal
and industrial customers and approximately 97 agricultural customers.
OPERATIONS
Santa Ynez River Water Conservation District Improvement District No.1 (ID No.1 or ID#1) is
composed of 20 authorized employees, including an Operations & Maintenance Superintendent,
Distribution & Operations Supervisor, six (6) field crew positions, and eight (8) administrative
staff. Management employees include General Manager, Assistant General Manager, Water
Resources Manager, and Government Affairs & Policy Manager.
Most of the District’s general revenues come from water rates/water sales, ad valorem special tax
assessment, interest income, and new service and capital facilities charges. The District also
receives revenue through City of Solvang State Water Passthrough payments. The District has
created specific reserves to replace needed equipment and facilities. On June 30, 2021, the fund is
estimated to contain $10,536,803.
The District Board of Board of Trustees is composed of five members who are elected by four
divisions and one at-large to four- year terms. The Board meets the third Tuesday of every month
at Santa Ynez Community Services District conference room located at 1070 Faraday Street, Santa
Ynez, at 3:00 pm. The District maintains a website which includes a list of members of the Board
of Trustees, agendas of upcoming meetings, minutes of past meetings, and various information
related to District business.
OPPORTUNITIES & CHALLENGES
Like many other agencies in California, the District is currently facing financial challenges due to
drought and increasing regulatory requirements. California is currently in the eighth year of a
severe drought and has been under a "drought State of Emergency" since January 2014. New water
conservation regulations, changing water use practices, and new private well installations within
the District have caused a substantial reduction in District water sales. These factors, together
with additional regulatory constraints such as the proposed new Chromium-6 drinking water
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standard, increased water quality testing, increased restrictions under the state and federal
Endangered Species Acts, and climate change initiatives impose new financial demands on the
District and are driving the need to increase rates and revenues in order to fund the District's cost
of providing service and maintaining financial resiliency.
Chromium 6 (hexavalent chromium) is a naturally occurring compound that is common in
groundwater supplies in some areas of the State. While the District's water supply meets all
current regulatory requirements, some of the District's groundwater supply has been found to
have levels of Chromium 6 that exceed 10 parts per billion (ppb), which has been proposed as
California’s strict new regulatory limit for drinking water supplies. In order to meet the proposed
new regulation, the District will need to evaluate a number of project alternatives and move
forward with a new Chromium 6 treatment facility when the regulation is adopted. Total project
costs could be in excess of $20 million.
Limitation and release requirements on Cachuma Project operations, which have been imposed
by the State Water Resources Control Board (“SWRCB”), the United States Bureau of
Reclamation (“USBR”), and the National Marine Fisheries Service (“NMFS”), restrict the amount
of water available to the District from the Cachuma Project. From 1999 to 2021, administrative
proceedings were held before the SWRCB to address downstream flow requirements and water
releases to protect public trust resources and improve the habitat of the steelhead/rainbow trout
which were listed by NMFS in 1997 as an endangered species under the federal Endangered
Species Act. In September 2021, the SWRCB issued Water Rights Order 2019-0148 which
requires USBR to operate the Cachuma Project according to the water release restrictions and
requirements contained in the 2000 biological opinion issued by NMFS, plus additional
restrictions and release requirements in normal and above-normal water years. Order 2019-0148
also requires various studies to be prepared to evaluate whether additional waters from the
Cachuma Project are needed to protect steelhead and other natural resources in the Lower Santa
Ynez River below Bradbury Dam. Furthermore, NMFS is preparing to replace the existing 2000
biological opinion with a new biological opinion that would impose more restrictions on
Cachuma Project operations. These existing and proposed new regulatory restrictions by the
SWRCB and NMFS continue to reduce the yield of the Project and the amount of water supply
available to the District. In 2022, the California Fish and Game Commission listed Southern
California steelhead/rainbow trout as a Candidate Species under the California Endangered
Species Act. In the coming year, the Commission will determine whether to officially list the
species as endangered under California law. If so, additional regulatory restrictions could apply
to Cachuma Project operations and river diversions throughout Santa Barbara County and other
portions of Southern California.
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Governa nce Structure Options
ID No.1 ope rates under a Joint Powers Agreement and Exchange Agreement between the District
and various other agencies. LAFCO staff sees value in local agencies collaborating and exploring
opportunities to improve delivery of municipal services. The concept of whether public service
economies might be achieved if a single agency provided water supply and wastewater collection
services within the District's service area would require a detailed evaluation by affected agencies
including the Santa Ynez Community Services District and the City of Solvang. Current
information indicates that the opportunities for new governance structures in the District are
small. As indicated above, the District includes and serves the communities of Santa Ynez, Los
Olivos, Ballard, the Santa Ynez Band of the Chumash Indians, and the City of Solvang on a limited
basis. As part of its water supply functions, the District is involved with various other agencies,
including but not limited to: the Santa Ynez River Water Conservation District relating to
downstream water rights; the Central Coast Water Authority pursuant to a JPA Agreement; the
South Coast Cachuma Project Member Units in accordance with the 1993 Exchange Agreement
and numerous other agreements related to the Cachuma Project; the United States Bureau of
Reclamation and the Santa Barbara County Water Agency under the Cachuma Project Master
Contract and the Member Agency Water Supply Agreement; the State Water Resources Control
Board based on the District’s Water Rights Licenses; and the Eastern Management Area
Groundwater Sustainability Agency pursuant to the GSA Memorandum of Agreement. For these
reasons, it is unlikely that the District will annex additional land in the near future. The District
has not identified any alternative government structure options for carrying out its water supply
functions. Thus far no or little interest has been expressed by these other local agencies in
considering a reorganization involving the District. LAFCO does not see the need for structural
governance changes.
Regional Collaboration
As a small public water system in the State of California, the District operates under a Water
Supply Permit issued by the State Water Resources Control Board, Division of Drinking Water
(DDW). As a Cachuma Project Member Unit, the District reports annually on its municipal and
agricultural water use in relation to the Project. Annual reporting is required for compliance with
NPDES permitting as directed by SWRCB General Order No. CAG140001 for Drinking Water
Discharges to Waters of the United States. The District holds three water rights licenses from the
SWRCB Division of Water Rights for the diversion and use of water from Santa Ynez River
alluvium. The District is a Cachuma Project Member Unit, a member agency of the Central Coast
Water Authority, and a member agency of the Eastern Management Area Groundwater
Sustainability Agency in the Santa Ynez River Valley Groundwater Basin. In these capacities, the
District is continuously collaborating with a broad array of other public agencies and stakeholders
in the management of water supplies, water rights, interagency contractual matters,
environmental review and compliance, and various regulatory processes. The District is also a
participating member of the Santa Barbara County Integrated Regional Water Management Plan
Program. It is a member of CalWARN, a mutual assistance organization formed to support and
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promote regional and statewide emergency preparedness, disaster response, and mutual
assistance for public and private water and wastewater utilities.
The Santa Barbara County Water Agency (SBCWA) works in partnership with eighteen local
water purveyors to administer the Regional Water Efficiency Program (RWEP). RWEP is a
collaborative water conservation partnership among SBCWA and the purveyors, where SBCWA
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 No.1, City of Solvang, Vandenberg Space Force Base, and Vandenberg
Village Community Services District.
The District also participates in the Santa Barbara County Integrated Regional Water
Management Plan (IRWMP) process. The intent of the IRWMP 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 uses, and watershed awareness.
SPHERE OF INFLUENCE & BOUNDARIES
The Sphere of Influence for the Santa Ynez River Water Conservation District Improvement
District No. 1’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.
Santa Ynez River Water
BOUNDARIES Conservation District Improvement
District No. 1 jurisdictional
boundary spans 16.9 square miles
Jurisdictional Boundary
with 87% being unincorporated and
under the land use authority of the
ID#1’s existing boundary spans approximately 16.9 square miles County of Santa Barbara. The
remainder of the jurisdictional
in size and covers 10,850 acres (parcels and including public
boundary lies within the City of
rights-of-ways) of contiguous areas with slightly more than 12 Solvang.
percent in the City of Solvang. Nearly 87% 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 12% of the total is
incorporated and under the land use authority of the City of Solvang. Overall, there are 9,931
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registered voters within the jurisdictional boundary.
Santa Ynez River Water Conservation Improvement No. 1 |
Boundary Breakdown By Service Area
Total % of Total Total Number of
Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters
ID#1 9,915 100.0% 5,178 9,931
City of Solvang (1,254) (12.6%) (2,361) (4,359)
Totals 9,915 100.0% 7,787 9,931
Santa Ynez River Water Conservation Improvement No. 1 |
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 8,661 87.4% 2,817 5,572
City of Solvang 1,254 12.6% 2,361 4,359
Totals 9,915 100.0% 7,787 9,931
Total assessed value (land and structure) is set at $39.2 billion as of April 2022, and translates to
a per acre value ratio of $3.9 million. The former amount further represents a per capita value of
$5.5 million based on the estimated service population of 7,022. Santa Ynez River Water
Conservation District Improvement District No. 1 receives $9.2 million dollars in annual charges
for service revenue generated within its jurisdictional boundary.
The jurisdictional boundary is currently divided into 5,178 legal
Close to 92% of the
parcels and spans 9,915 acres. Approximately 92% of the parcel
jurisdictional boundary is under
acreage is under private ownership with 89% having already been private ownership, and of this
amount approximately 89% has
developed and/or improved to date, albeit not necessarily at the
been developed.
highest density as allowed under zoning. The remainder of private
acreage is entirely undeveloped and consists of 132 vacant parcels that collectively total 279 acres.
Of the 9,915 acres within the District, approximately 5,000 are residential at densities up to five
acres per parcel, 150 acres are commercial, 400 acres are schools, parks and cemeteries, 3,137 are
irrigated agriculture and 2,163 are used for grazing or are unused.
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Santa Ynez River Water Conservation District Improvement District No. 1
Formation, Revenues, Attributes, Types of Service, and Resources
District Formation and Duties
Formation Date 1959
Water Conservation District Law of 1931, California Water
Legal Authority
Code Section 74000 et seq.
Five Trustees elected to four-year terms through four divisions
Board of Directors and one at-large elections.
Agency Duties Retail water service, and administration of surface water,
groundwater, and contractual water rights, and the production,
treatment, conveyance, storage, management, protection, and
conservation. The District is also a member agency of the
Groundwater Sustainability Agency (GSA) for the Eastern
Management Area (EMA) of the Santa Ynez River Valley
Groundwater Basin.
POPULATION AND GROWTH
Population
The U.S. Census Bureau estimated the 2020 population of Solvang-Santa Ynez CCD to be 22,690.
Because ID No.1 does not fall within a designated census place other references were used to draw
comparisons. 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 Solvang-Santa Ynez
unincorporated population as 12,646 by 2020. Between 2010 and 2020, the population of Solvang-
Santa Ynez unincorporated area increased by 169 people (less than 1 percent per year). In contrast,
the County’s population increased by 5.7 percent between 2010 and 2020.
Demographics for the Solvang-Santa Ynez sub-region are based on an age characteristics report
prepared by SBCAG in 2017 and American Communities Survey. Because SYRWCD ID#1
population aligns with this sub-region, these statistics are cited herein, which identified the
largest age group represented in Solvang-Santa Ynez as 18 to 64 group at 57.2 percent.
Approximately 23.2 percent of the population was in the 65 or older years age group and 19.6
percent in the under the age of 18 group.
According to the 2020 U.S. Census, approximately 70.7 percent of the total population identified
themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic
group in Solvang-Santa Ynez CCD, comprised 20.5 percent of the total population.
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Projected Growth and Development
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 Valley areas. The following
population projections within the City are based on the Department of Finance Table E4 estimate
and SBCAG regional forecast.
Table O-2. Population Growth and Projections (2010–2040)
2010 2015 2020 2035* 2040*
ID#1 Unk Unk 7,022 Unk Unk
City of Solvang 5,245 5,449 5,562 5,922 5,958
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 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Santa Ynez Valley was $99,731 in 2022, 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
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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 Santa Ynez
River Water Conservation District Improvement District No. 1’s Sphere of Influence qualify under
the definition of disadvantaged community for the Cachuma Village area for the present and
probable need for public facilities and services contiguous to the Sphere of Influence qualify as a
disadvantaged community.
Santa Ynez River Water Conservation District Improvement District No. 1
Formation, Revenues, Attributes, Types of Service, and Resources
Attributes
District area (est. square miles):
City of Solvang 2.42
Entire District 16.9
Population (2020 Census):
City of Solvang 5,562
Entire District 7,022
Assessed Valuation (FY 21-22: District portion) $39,248,191,144
Number of Treatment Plants 0
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire District (FY 20-21) $1,826
Average Portion of County 1% Property Tax Received N/A
Ending Total Fund Balance (June 2021) $10,536,803
Change in Total Fund Balance (from June 2016 to June 2021) 55%
Total Fund Balance/Annual Revenue Total (FY 20-21) 86%
Source: District area estimated utilizing County of Santa Barbara GIS Data;
Population estimated utilizing 2020 US Census Data; Assessed Valuation and
Portion of County Property Tax Received are from County of Santa Barbara Auditor-
Controller’s Office; Fund Balance Information from District Audit; Other information
from District.
SERVICES
Overview
Santa Ynez River Water Conservation District Improvement District No. 1's major activities
include acquisition, construction, operation, and maintenance of works and facilities for the
development and use of water resources and water rights including, without limitation, works
and facilities to divert, store, pump, treat, deliver, and sell water for reasonable and beneficial uses
by the District's domestic, commercial, institutional, and agricultural customers. The District is
staffed by 15 full-time staff with four (4) vacancy position to be filled.
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The Distric t owns and operates a water system that includes three pressure zones, 17 active wells,
approximately 90 miles of water transmission and distribution pipelines, four booster pump
stations, one State Water Project turnout, and two reservoirs and two water tanks with a
combined capacity of 16.7 million gallons.
The District has initiated a systemwide Water Meter Replacement Program (Program). The
Program is currently scheduled to be completed within the next six months and will replace the
approximately 2,700 water meters throughout the District’s service area that have been in service
for more than 15 years. The new meters have an expected service life of 20 years or more, are higher
in reliability, lower in maintenance, and equipped with enhanced metering accuracy. Customers
are not charged for the new meters or the installation process.
The Program is being conducted in phases until the Program is complete. For each phase, District
personnel with appropriate identification will be accessing District easements and utility right-
of-ways and may need to enter some properties on a limited basis to complete the installation. All
customers have been requested to ensure that the meter serving their parcel is clear of any
obstacles for accessibility purposes. Prior to the meter replacement work, customers receive a pre-
recorded phone call that work will be conducted at their premises during the following week.
Customer phone numbers on file with the District are used for the pre-recorded phone calls. In
addition to the pre-recorded phone call, field staff attempt to knock on a customer’s door prior to
commencing work. All meter replacement work is conducted Monday through Friday between
the hours of 7:30 a.m. and 3:30 p.m.
GROUNDWATER MANAGEMENT
Groundwater Sustainability Agency
In accordance with the Sustainable Groundwater Management Act (SGMA), three Management
Areas and three GSAs have been established in the Santa Ynez River Valley Groundwater Basin
(Basin): the Western Management Area, the Central Management Area, and the Eastern
Management Area. ID No.1 is located in the Eastern Management Area (EMA) and is one of the
agencies that formed the EMA GSA. Other members of the EMA GSA are the City of Solvang, the
Santa Ynez River Water Conservation District, and the Santa Barbara County Water
Agency. Each of the three GSAs has prepared its own Groundwater Sustainability Plan (GSP),
and in January 2022 all three GSPs were submitted to DWR under a coordination agreement.
Groundwater Sustainability Plans
As noted above, there are three Management Areas in the Santa Ynez River Groundwater Basin
(Basin), the Western Management Area (WMA), Central Management Area (CMA),
and Eastern Management Area (EMA). Each Management Area is governed by a Groundwater
Sustainability Agency (GSA) with input from a GSA Committee. The Santa Ynez River Water
Conservation District Improvement District No. 1 is part of the Eastern Management Area. Three
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separate Groundwater Sustainability Plans (GSPs) were prepared for the three different
Management Areas, and the three GSAs and Committees will work together under a coordination
agreement to achieve sustainability for the Basin.
Data Management
SGMA Law requires a Data Management System (DMS), a tool to organize and maintain data as
part of GSP preparation and implementation. To achieve the goals identified by SGMA, the DMS
will be compile and input data providing up-to-date technical information regarding basin
conditions. Collecting and centralizing these data is a step towards meeting the goals of
protecting water rights and ensuring local agencies continue to manage groundwater while
minimizing state intervention. DMS implementation goals include improving data collection and
storage, and assisting in the understanding and future reporting about groundwater conditions
in the Basin. The DMS contains information about the existing wells in the basin including
groundwater level data, well construction information, well logs, geophysical data, pumping test
data, water quality data, and pumping data. In addition, the DMS houses data related to land
subsidence, surface water flows, and total water use in the Basin. The EMA DMS configuration is
a database built in Oracle plus a web application designed in JAVA. The EMA data viewer will be
designed as a GIS web-based interface. The DMS is a database plus an online web viewer. Data
stored in the DMS is separated by categories into tables. The tables contain columns and rows of
data. Each field holds a specific type of data, such as a number, text, or date.
WATER INFRASTRUCTURE AND PUBLIC FACILITIES
Water Supply
The District has four sources of water supply including groundwater, Santa Ynez River
underflow, State Water Project entitlements (2,000-acre feet), plus 200-acre feet of drought
buffer, and water supply from the USBR Cachuma Project which is subject to an Exchange
Agreement with a number of water agencies on the South Coast of Santa Barbara County. The
District's State Water Project supplies are imported and treated by the Central Coast Water
Authority (CCWA), a joint powers authority which includes the District as one of eight member
agencies. The City of Solvang purchased from the District 75 percent or 1,500-acre feet of the total
amount of water that the District contracts to purchase from the State Water Project. The District
retains 700-acre feet for use within the District. The City of Solvang is not a member of CCWA.
The District’s river water supply is subject to the conditions of its water rights licenses issued by
the State Water Resources Control Board. Surface water diversions are subject to federal and
state Surface Water Treatment Rules. Diversions from the lower Santa Ynez River are also
affected directly by regulations imposed by federal and state agencies, including the National
Marine Fisheries Service, the State Water Resources Control Board, and the California
Department of Fish and Wildlife relating to the protection of public trust resources below
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Bradbury Dam, including the protection of steelhead/rainbow trout under the federal and state
Endangered Species Acts.
The District extracts groundwater from the Santa Ynez Uplands Groundwater Basin, which has
been in a known overdraft condition since 1968. The District mitigates the impact of these
groundwater conditions by importing significant amounts of water into the basin, which results
in reducing pumping both by the District and by overlying owners who are customers of the
District.
The amount of Cachuma Project water allocated to the District as a Cachuma Project Member
Unit is set forth in both the USBR Master Water Service Contract (I75r-1802) as amended and
the applicable Member Unit Contract between the District and the Santa Barbara County Water
Agency. The District’s contractual share of Project entitlement is 10.31%. The Project’s total
capacity is now 192,978-acre feet with a contractual operating yield of 25,714-acre feet per year.
Pursuant to a 1993 Exchange Agreement, the District exchanges its Cachuma Project water with
various South Coast water purveyors, who hold State Project water entitlements for treated State
Project water through the Central Coast Water Authority. The exchange water eliminates the
District’s need to treat the Cachuma Project water, which would otherwise require surface water
treatment. In the event of an emergency and if needed, a direct diversion of water supplies from
the Cachuma Project to the District may be transported by a 30-inch pipeline now operated by
the Central Coast Water Authority.
Treatment System
The District treats its local water supplies (Upland groundwater and River alluvium) through
wellhead chlorination. The District uses chlorination treatment to ensure that water is suitable
for potable uses and meets all applicable state and federal drinking water standards. The State
Water Project water purchased by the District from CCWA passes through the Polonio Pass
Water Treatment Plant in San Luis Obispo County, where it is processed through flash mixing,
coagulation/flocculation, sedimentation, filtration and disinfection processes. This filtered and
chloraminated water is then conveyed through the Coastal Branch/Santa Ynez Extension
pressurized pipeline to the District’s turnout facility and commingled with District water
supplies. The State Project entitlement and Cachuma Project/State Water exchange are treated
sources of supply.
Distribution & Storage
As discussed above, the District’s water system includes three pressure zones, 17 active wells,
approximately 90 miles of water transmission and distribution pipelines ranging from 4 inches to
24 inches in diameter, four booster pump stations, one State Water Project turnout, and two
reservoirs and two water tanks with a combined capacity of 16.7 million gallons (MG).
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Water storage includes two 6.5 MG storage reservoirs, one in each of the two lower elevation
pressure zones. Storage in the third pressure zone totals 3.7 MG and is made up of two tanks, one
steel tank at 0.5 MG and the other partially buried concrete tank at 3.2 MG. The system pressure
in each zone is maintained by the water surface elevation in the reservoirs and supplemented by
booster pumps within the system. (The maximum elevation is 690 feet in the Zone 1 reservoir, 800
feet in the Zone 2 reservoir, and 980 feet in the Zone 3 reservoir.) All well pumps and booster
pumps adjust discharge pressure and flow based upon the water surface elevation and system
demands.
The Zone 1 Reservoir is located in the southwest quadrant of the District. It is used as a regulatory
reservoir to maintain delivery system pressure in that zone and as the first storage facility for
water deliveries from the Cachuma Project/State Water exchange, State Project entitlement and
river underflow. The storage capacity is 20 acre-feet.
The Zone 2 Reservoir is located on the western boundary near the mid-point of the District. It is
also used as a regulatory reservoir to maintain system pressure in that zone. This reservoir also
stores uplands well water and water supplies transferred from Zone 1 and its reservoir. It has a
capacity of 20 acre-feet.
The Zone 3 Reservoir is made up of two water storage tanks located in the northeastern quadrant
of the District in the upper most pressure zone. The original Zone 3 reservoir is a steel tank with
a capacity of 500,000 gallons (1.53 acre-feet) and now serves as the secondary and integrated
storage reservoir for that area. The primary Zone 3 reservoir is a 3.25 million gallon (10 acre-feet)
pre-stressed concrete tank.
Types of Services
Collection X
Treatment X
Disposal -
Recycled -
Other -
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Santa Ynez River Water Conservation District Improvement District No. 1
F ormation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant & Booster Stations
Address Acquired/Built Condition Size
Mesa Verde Pump Station – Mesa 1997 Good X3 - 75 hp-
Verde Road 1,300 gpm
X2 - 50 hp-
1,100 gpm
Refugio 2 Booster Pump Station – 1984 Good X1 - 50 hp-
North Refugio Road 1,000 gpm
X2 - 25 hp-
550 gpm
Meadowlark Booster Pump Station 1962 Good X4 - 100 hp-
– Meadowlark Road 1,800 gpm
Alamo Pintado Booster Pump 1965 Good - 125 hp-
Station – Alamo Pintado Road 2,000 gpm
X1 - 75 hp-
1,000 gpm
X1 – 50 hp-
700 gpm
Refugio 3 Booster Pump Station – 1967 Good 1 - 75 hp-
North Refugio Road 900 gpm
Water from Zone 1 can be delivered to Zone 2 and Zone 3 to meet demands or to fill the Zone 2
and Zone 3 reservoirs. Water transmission from Zone 1 to Zone 2 occurs through two pump
stations: the Meadowlark and the Refugio No. 2 pump stations. The Meadowlark Pump Station
has a total pumping capacity of 4,000 gpm and an approximate lift of 110 feet. This pump station
is used to convey water from the Cachuma Project/State Water exchange and/or State Project
entitlement and river underflow water in Zone 1 to Zone 2. The Refugio No. 2 Pump Station has
a pumping capacity of 1,600 gpm and an approximate lift of 140 feet. The Refugio No. 2 Pump
Station pumps Zone 1 water (river water and State Water Project water) to Zone 2 and the
reservoir.
Water from Zone 2 can be delivered to Zone 3 to meet demands or to fill the Zone 3 reservoirs
through the Alamo Pintado and the Refugio No. 3 booster pump stations. The Alamo Pintado
Pump Station has a pumping capacity of approximately 2,000 gpm. and an approximate lift of 200
feet. The Refugio No. 3 Pump Station has a pumping capacity of 1,100 gpm. Water from Zone 3
can be delivered back to Zone 2 by gravity through either of two Cla-Val automatic control valves.
The capacity of each valve is approximately 750 gpm.
The Mesa Verde Pump Station, containing five pumps, is designed for a maximum pumping rate
of 5,200 gpm and an approximate lift of 175 feet. This pump station is designed to deliver Cachuma
Project/State Water exchange and State Project entitlement water supply to Zone 1. The ground
surface elevation at this pump station is approximately 460 feet. The State Water Project intake
LAFCO
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CHAPTER THREE: O. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT IMPROVEMENT DISTRICT NO. 1
pressure at this pump station ranges from 55 psi. to 65 psi. The normal intake pressure is
approximately 60 psi.
Connections
Type # of Acct % of Total
Single-Family 1,989 73.1%
Multi-Family 0 0%
Commercial 165 6.0%
0 0%
Industrial
Agricultural 97 3.5%
Rural Residential 363 13.4%
Other (On-demand,
13 <0.5%
Cachuma Park, Solvang)
Fire Service 94 3.5%
Total Staffing
Personnel Per 1,000
population
Full time Operators 8 0.99
Emergency Operators 8 0.99
Administrative Personnel 8 0.99
Managers 4 0.85
Santa Ynez River Water Conservation ID#1 has a total of 20 authorized
permanent employees.
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CHAPTER THREE: O. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT IMPROVEMENT DISTRICT NO. 1
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
General Manager (1) 23 5
Assistant General Manager (1) 18 18
Operations & Maintenance 24 4
Superintendent (1)
Operations & Distribution 20 1
Supervisor (1)
Operator III (1) 18 18
Operator II (2) 21.5 21.5
Operator OIT (2) 7 3
Maintenance Worker (1) 17 2
Water Resources Manager (1) 35 25
Office Administrator (1) 1 1
Administrative Personnel (3) 12 11
Water Capacity
The ID#1’s River licenses total 5,582
Santa Ynez River Water Conservation District, ID No.1 has three afy. Cachuma Project water
contract is 10.31% for up to 2,651 afy.
water rights licenses issued by the State Water Resources
SWP is up to 700 afy for District
Control Board for authorized diversions from Santa Ynez River; use. The District also has
established groundwater rights in
License No. 13869 equal to 1,776.4 afy, License No. 13870 equal to
the Upland Basin.
3,291.3, and Gallery well License No. 010415 of 515 acre-feet. In
addition to its River licenses, the District has established groundwater rights in the Upland
Groundwater Basin. The District’s contractual share of Cachuma Project entitlement is 10.31%.
The Project’s total capacity is now 192,178-acre feet with a contractual operating yield of 25,714-
acre feet per year, which translates to 2,651 acre-feet per year to the District when a 100%
allocation is determined for the Cachuma Project by the United States Bureau of Reclamation.
Maximum Table A allocation from the SWP is 2,000 afy (with 200 afy drought buffer). The
District retains 700 afy for use within the District when a 100% allocation is determined for the
SWP by the California Department of Water Resources.
System Demands
The estimated average annual water
Santa Ynez River Water Conservation ID#1 three-year (2020- demand generated during the report
period among ID No.1 users in the
2022) average annual water demand is approximately 3,815 acre-
service area has been approximately
feet. It also translates over the report period to an estimated 218 3,815 acre-feet.
gallons per capita day for residential and rural residential usage;
it also translates to 1,297 gallons for every service connection.
LAFCO
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CHAPTER THREE: O. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT IMPROVEMENT DISTRICT NO. 1
Service Performance
Santa Ynez River Water Conservation ID#1 service area’s average
annual water demand generated during the report period for
subsequent treatment and distribution has been approximately
3,815 afy. Of this amount, it is estimated by LAFCO this
represents 42% of permitted supplies.
Santa Ynez River Water Conservation District Improvement District No. 1
Formation, Revenues, Attributes, Types of Service, and Resources
Total Distribution Inspected, Repaired, Added -SYRWCD Imp #1
1.2
1
0.8
0.6
0.4
0.2
0
CY 2015 CY 2016 CY 2017 CY 2018 CY 2019 CY 2020
Reservoirs
Source: SYRWCD ID#1 Data.
Note: Information is for the entire District. Also, this table tabulates gallons in millions resurfaced, cleaned,
repaired, or inspected. Reservoirs include ID#1, #2, & #3.
522 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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latoT
LAFCO estimates ID#1 is presently
operating at 42% capacity within
its service area in Santa Ynez Valley.
(This estimate includes service
agreements outside of its service
boundary.
CHAPTER THREE: O. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT IMPROVEMENT DISTRICT NO. 1
Source: SYRWCD ID#1 Data.
Note: Information is for the entire District.
The District activities regarding major reservoir sites occurred between 2016 and 2022.
The Santa Ynez River Water Conservation District
SYRWCD #1 Snapshot: FY2022
Improvement District ID No.1 provides water services
Planning Reports Year Updated
to its constituents directly and plans for them in
Community Plan 2009
various planning documents, including the Eastern EMA GSP 2022
Management Area Groundwater Sustainability Plan, Capital Improvement Plan annually
Rate Study 2016
Capital Improvement Plan, and Rate Study prepared in
Climate Plan N/A
2016 and adjusted each year. The County’s Santa Ynez
Valley Community Plan, which was last updated in
2009, contains Land Use, Public Facility, and Resource
Constraints.
FINANCES
The District prepares an annual budget and financial statement, which includes details for each
of its government and capital projects 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.
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CHAPTER THREE: O. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT IMPROVEMENT DISTRICT NO. 1
District Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Water sales $8,365,131 0.4% $9,288,125 0.8%
$3,141,649 36.8% $2,747,650 4.3%
State Water Contract
$110,957 0.5% $162,636 5.5%
Miscellaneous
Investment income $322,337 1.4% $33,195 0.9%
$873,887 2.0% $909,707 2.4%
Special Assessment
$11,597 2.0% $111,904 2.4%
Capital Facility Fees
Revenue total $13,253,217 100.0% $12,825,558 100.0%
Source: Santa Ynez River Water Conservation, Financial Statements, June 30, 2019 and 2020, 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 expenditures remain relatively flat.
The District’s reserve balances now have sufficient funds to absorb relatively small revenue
imbalances. The line graph below shows the current financial trend in millions. These indicators
provide a measurement of the agency’s financial condition over time.
SANTA YNEZ RIVER WATER CONSERVATION IMPROVEMENT No. 1
Fiscal Trends-SYRWCD Imp #1
14
12
10
8
6
4
2
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
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CHAPTER THREE: O. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT IMPROVEMENT DISTRICT NO. 1
This indicator addresses the extent to which charges for service
Charges for Services covered expenses. Charges for Services is the primary funding source
for Sanitary Districts. Represented below a ratio of one or higher
10 indicates that the service is self-supporting.
8
6
4
2
0
2016-17 2017-18 2018-19 2019-20 2020-21
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
2016 $ 9,657,032 $ 9,586,003 1.0
2017 $ 10,127,574 $ 9,102,224 1.1
0.5
2018 $ 11,585,534 $ 9,333,921 1.2
2019 $ 12,379,921 $ 9,783,019 1.2
0 2020 $ 12,825,558 $ 10,196,319 1.2
2016 2017 2018 2019 2020 2021 2021 $ 13,253,217 $ 10,181,011 1.3
Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2018 2019 2020 2021 Trend
Funded ratio (plan assets as a % of plan liabilities) 75% 77% 78% 78%
Net liability, pension (plan liabilities - plan assets) $ 1,905,629 $ 1,828,856 $ 1,981,106 $ 2,138,465
Other Post-Employment Benefits (OPEB)
Funded ratio (plan assets as a % of 0%
2021 year of OPEB reporting
plan liabilities) Net liability, OPEB $ 3,568,668
(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 525
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Coverage of Net Post-Employment Liabilities
30 0.25
25 0.2
20
0.15
15
0.1
10
5 0.05
0 0
2016 2017 2018 2019 2020 2021
2016 2017 2018 2019 2020 2021
Agency Assets (other than capital) $14,262,762 $15,138,409 $17,879,992 $20,664,841 $22,321,855 $26,418,444
Net Liabilities (pension & OPEB) $2,319,388 $2,878,551 $3,354,325 $4,060,809 $4,734,976 $5,707,133
CHAPTER THREE: O. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT IMPROVEMENT DISTRICT NO. 1
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, a cost-sharing multiple employer defined benefit 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.
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 accumulated 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. The cost-of-living adjustments
for each Plan are applied as specified by the Public Employees’ Retirement Law. As of June 30,
2021, the District reported a liability of $2,138,465 for its proportionate share of the net pension
liability.
OPEB Obligations and Payments
The District has adopted a pay-as-you-go basis for funding retiree medical benefits. The District’s
plan for its OPEB obligations offers contributes up to the amount of the monthly premium for
ACWA Advantage coverage for employee and family, plus administrative fees and Contingency
Reserve Fund assessments. The specific contribution percentage is based on District years of
credited service. The District’s plan is a single-employer defined benefit OPEB plan which
provides retiree medical and prescription drug coverage to eligible retirees and their dependents.
Employees who attain age 55 and 10 years of service and retire from active employment are eligible
to receive pro-rated benefits from the Plan. Medical coverage is offered under a fully-insured PPO
plan option and a fully-insured HMO plan option, through the Association of California Water
Agencies Health Plan, consistent with the coverage provided under the CalPERS Health Program.
Enterprise Funding
The District budget includes water services for operating expenditures including Operation &
Maintenance, General & Administrative. In FY 2020/2021, the District’s actual budget expense
was $9,298,392 and increased to $9,920,122 for FY 2021/2022. 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.
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CHAPTER THREE: O. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT IMPROVEMENT DISTRICT NO. 1
Water-Expenditure
10 0.915
Water 0.91% 0.91% 9 0.91
8 0.905
7 0.9% 0.9
6 0.895
5 0.89% 0.89% 0.89
4 0.885
0.88%
3 0.88
2 0.875
FB
1 0.87
0 0.865
2016 2017 2018 2019 2020 2021
Asset Maintenance and Repair
The District’s budget includes Plant Expansion and Repair & Replace Funds ID#106, 373, 198, 102
and other. In FY 2020/2021, the District budgeted $2,375,000 and reduced that to $1,873,439for
FY 2021/2022 and in FY 22-23 total expenditures were budgeted at $2,396,817.
Capital Improvements
The District does not have a standardized capital improvement plan (CIP). Rather every fiscal
budget year CIP projects are identified and operating expenditures allocated towards budgeted
projects. As referenced in “Asset Maintenance and Repair” discussion above, the District
identified funds for the proposed $1,837,439 Capital Improvement Projects (CIP) Program for FY
2021/22 and $2,396,817 for FY 2022/23 CIP projects. In years past, the District’s CIP program was
seriously compromised by shortfalls in operating revenues caused by outdated water rates and a
multi-year suspension on the levy of a Special Tax Assessment. Those shortfalls required
incremental drawdowns of District reserves simply to meet annual operating expenses and debt
service. Consequently, monies were not available to fund the CIP program, and needed capital
improvements to the District’s aging water system were deferred. In FY 2020/21, the District was
able to budget for important infrastructure investments. While many of those CIP projects were
undertaken and completed, several of them were suspended due to the COVID-19 pandemic.
Uncompleted capital projects during FY 2020/21 have been rolled forward into the FY 2021/22
and 2022/23 Final Budgets. The CIP items include projects needed for replacements,
improvements, upgrades, and repairs of the District water supply and distribution system.
CIPs for FY 21/22 include:
Acct 100332 ($375,000) – Water Treatment Plant/Building
100333 ($385,000) – Cr6 Blending Station/Facilities
100318 ($481,200) – Meter Replacement/Utility Billing
LAFCO
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CHAPTER THREE: O. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT IMPROVEMENT DISTRICT NO. 1
100371;100140 ($55,000) – Office Building/Shop Improvements
100350 ($114,139) – Upland Wells
100106 ($60,000) – Rehab/Replace/New Transmission Mains/Laterals/Valves
100170 ($25,000) – 6 CFS Well Field
100335 ($5,000) – SWP Pump Station/Pipeline
100373 ($47,000) – Fleet Vehicle Replacement
100171 ($22,000) – 4 CFS Well Field
100311 ($11,837) – Chlorine Facilities/Wells
100195 ($7,000) - Refugio 2 Booster Pump Station
100196 ($134,263) – Alamo Pintado Booster Pump Station
100197 ($48,500) – Refugio 3 Booster Pump Station
100198 ($23,500) – Meadowlark Booster Pump Station
100102 ($20,000) Zones 1 & 2 Reservoirs
CIPs for FY 22/23 include:
Account 900332 ($125,000) – Water Treatment Plant/Building (Roll forward Project)
900333 ($285,000) – Cr6 Blending Station/Facilities (Roll forward Project)
900372 ($65,750) – Office Computers, Furniture & Equipment
900318 ($710,0000) – Meter Replacement/Utility Billing
900371 ($61,250) – Office Building/Shop Improvements (Roll forward Project)
900376 ($20,000) – Communication/Telemetry Equipment (SCADA)
900181 ($1,000) – ESRI CAD-GIS (Roll forward Project)
900378 ($10,000) – Major Tools, Shop & Garage Equipment
900350 ($332,781) – Upland Wells (Partial Roll forward Project)
900106 ($60,000) – Rehabilitate/Replace/New Transmission Mains/Laterals/Valves (Partial
Roll forward Project)
900170 ($96,522) – 6 CFS Well Field (Roll forward Project)
900335 ($5,000) – SWP Pump Station/Pipeline
900373 ($47,000) – Fleet Vehicle Replacement (Roll forward Project)
900171 ($102,313) – 4 CFS Well Field (Partial Roll forward Project)
900195 ($50,313) – Refugio 2 Booster Pump Station
900196 ($174,573) – Alamo Pintado Booster Pump Station (Partial Roll forward Project)
900197 ($63,793) – Refugio 3 Booster Pump Station (Roll forward Project)
900198 ($76,522) – Meadowlark Booster Pump Station (Partial Roll forward Project)
900102 ($110,000) – Zone 1, 2, 3 Reservoir
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CHAPTER THREE: O. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT IMPROVEMENT DISTRICT NO. 1
Long-term Liabilities and Debts
As of June 30, 2021, the District had total outstanding debt of $433,097 related to the issuance of
the Series 2004A Cachuma Operations and Maintenance Board (COMB) Bonds which were used
to refinance the 1993 Cachuma Project Authority Revenue (CPA) Bonds. The CPA Bonds had been
issued to refinance the State of California Department of Water Resources contract #E58028, the
1988 General Obligation Bond, and to finance the construction of the Zone 3 water storage
reservoir. The debt term extends to fiscal year ending 2023.
Opportunities for Shared Facilities
The District has identified a need to construct new Chromium 6 treatment facility and subsequent
water blending facility as a result of naturally occurring compound that is common in
groundwater.
The District provides water to 2,624 municipal and industrial connections and 97 agricultural
connections. The City of Solvang is within the boundaries of the District. In addition to the City’s
own water sources, which include underflow from the Santa Ynez River, the City can purchase
water from the District on a wholesale/on-demand basis through two master meters. The City of
Solvang operates and maintains its own distribution system and storage facilities and sells water
to its own customers.
Rate Structure
Water rates for the District were last updated and adopted by the Board of Trustees in October
2016. The rates are based on a 2016 Water Financial Plan & Rate Study prepared by Bartle Wells
Associates and underwent a public review and adoption process.
Water Rates and Charges (Effective July 1, 2021)
A. Commodity Rates (represents rates for actual water usage
See Chart Below.
B. Meter Charges per Month
See Chart Below *
Meter Size Monthly Service Charges
Domestic, Rural Residential /
Limited Agriculture
5/8''' $ 44.19
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of Santa Barbara County 529
CHAPTER THREE: O. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT IMPROVEMENT DISTRICT NO. 1
3/4'' $ 53.03
1" $ 88.38
1 1/2" $ 176.76
2" $282.82
3" $530.29
4" $883.81
6" $1,767.62
8" $2,828.19
Agricultural
1 1/2" $73.35
2" $117.37
3" $220.06
4" $366.77
6" $733.54
Private Fire Protection
5/8" - 1" $8.80
1 1/2" $17.70
2" $28.30
3" $53.00
4" $88.40
6" $176.80
8" $282.80
Commodity Rates Based on Per 100 Cubic Feet
Type of Use
Domestic $5.15
Rural Residential/Limited Ag 1st 125 Units $5.15
Over 125 Units $2.69
Agriculture (No Dwellings) $1.87
On-Demand $10.30
Temporary $15.46
Cachuma Park $1.80
530 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: O. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT IMPROVEMENT DISTRICT NO. 1
Figures O-3 show a rate comparison for three Santa Barbara County agencies. Overall, Santa Ynez
River Wat er Conservation District, Improvement District No.1 water rates for members are
comparable to other communities in the Northern Santa Barbara County area and substantially
lower than communities in the Southern Santa Barbara County area. The charts are based upon
water rates and charges levied by the water District for FY 2021-22.
$140
115.88
$120
87.01
$100
$80 65.31
$60
34.17
$40
$20
$0
City of Solvang City of Buellton ID#1 Los Alamos
ORGANIZATION
Governance
Santa Ynez River Water Conservation District Improvement District No. 1 (ID#1)’s governance
authority is established under the Water Conservation Law of 1931, Division 21 of the (“principal
act”) and codified under California Water Code Section 74000 et seq. This principal act
empowers ID#1 to provide a moderate range of water-related municipal services. A list comparing
active and latent powers follows.
Active Service Powers Latent Service Powers
- Those listed under Recreational Facilities
- WAT Code 74500, Part 5
Governance of ID#1 District is independently provided through its five-member Board of Trustees
that are elected by four divisions and one at-large to four- year terms. The Board meets the third
Tuesday of every month at Santa Ynez Community Services District conference room located at
1070 Faraday Street, Santa Ynez, at 3:00 pm. A current listing of Board of Trustees along with
respective backgrounds follows.
LAFCO
of Santa Barbara County 531
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Bill Comparision -Monthly Residential Water -10 Units
1 unit = 100 Cubic Feet of Water
North County Communities
CHAPTER THREE: O. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT IMPROVEMENT DISTRICT NO. 1
Santa Ynez River Water Conservation Improvement No. 1 |
Current Governing Board Roster
Member Position Background Years on District
Jeffery Holzer Division 1 Trustee Business 2
Jeff Clay Division 2 President Pastor 13
Nick Urton Division 3 Trustee Medical Professional -less than 1 year
Michael Burchardi Division 4 Trustee Pilot 7
Brad Joos At-Large Vice Ret. U.S. Forest Service 9
President
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.
Santa Ynez River Water Conservation District Improvement District No. 1 Website Checklist
website accessed 7/25/22 https://www.syrwd.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
§6270.5 posted it to website?
X
Government Code Agency has current agenda posted to website
§54954.2 homepage and is accessible through a prominent, X
direct link?
Government Code Agency’s website provides information on compensation of
§53908 elected officials, officers and X
employees or has link to State Controller’s Government
Compensation website?
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CHAPTER THREE: O. SANTA YNEZ RIVER WATER CONSERVATION DISTRICT IMPROVEMENT DISTRICT NO. 1
The following criteria are recommended for agency websites by a number of
governance associations and organizations.
Yes No
Description of services? X
Service area map? X
Board meeting schedule? X
Budgets (past 3 years)? X
Audits (past 3 years)? X
List of elected officials and terms of office? X
List of key agency staff with contact information? X
Meeting agendas/minutes (last six months)? X
Notes: Carpinteria/Summerland Fire is an independent board-governed District. Refer to https://www.syrwd.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 water, wastewater, and stormwater services met their needs and/or identify any unmet
needs. The questions identify key components recommended by LAFCO staff.
Santa Ynez River Water Conservation District Improvement District No. 1 Questionnaire
Revenues, Types of Service, and Resources
Santa Ynez River Water Conservation |
Responses by Respondence
Questions Satisfactory Unsatisfactory Undecided
1. Overall, are you satisfied with the level of water, - - -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment - - -
provided with the level of water, wastewater, or
stormwater 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 Santa Ynez River Water Conservation
District Improvement District No. 1 at this time.
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CHAPTER THREE: AGENCY PROFILES
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534 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
P. Santa Barbara County Water Agency
Administrative Office: 130 East Victoria Street, STE 200, Santa Barbara, CA 93101
Phone: 805/568-3440
Fax: 805/568-3434
Email: wateragency@countyofsb.org
Website: www.countyofsb.org/2510/Water-Agency
Public Works Director: Scott McGolpin
Water Agency Manager: Matt Young
SUMMARY
The Santa Barbara County Water Agency (Water Agency) provides water project contracting,
water conservation, hydrologic data collection, assessment and dissemination and cloud seeding
countywide to approximately 444,229 people throughout its 2,753 square miles. The Water
Agency boundaries coincide with those of the Santa Barbara County. The Water Agency offers
technical assistance to other County departments, water Districts, and the public concerning
water availability. The Water Agency also administers the Cachuma Project and the Twitchell
Dam Project contracts with the U.S. Bureau of Reclamation (USBR) and participates in
Groundwater Sustainability Agencies (GSAs). The Water Agency’s boundary is the same as its
Sphere of Influence and there are no proposals for expansion. The Water Agency receives financial
support at a rate of approximately $9 per resident and maintains a fund balance to meet future
needs. The Water Agency has financial procedures in place to ensure the preparation of timely
agency audits.
BACKGROUND
The Santa Barbara County Water Agency was formed in 1945 and soon thereafter contracted with
USBR to develop the Cachuma Project. The Water Agency’s purpose is to control and conserve
storm, flood, and other surface waters for beneficial use and to enter into contracts for water
supply. The Water Agency includes all of Santa Barbara County and has significant geographical
diversity, containing five major watersheds, 100 miles of coastline, and 215,000 acres of Los Padres
National Forest. There are eight incorporated cities in the Region as well as 21 distinct
unincorporated communities.
The Water Agency is countywide and overlaps, all eight cities, eight County Service Areas,
Cachuma Resource Conservation District (RCD), 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.
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CHAPTER THREE: P. SANTA BARBARA COUNTY WATER AGENCY
536 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: P. SANTA BARBARA COUNTY WATER AGENCY
The Water Agency estimated it serves a population of 444,229 people, with 305,954 living within
Cities. The Water Agency anticipates a grow th rate of approximately 9.8 percent a year within
its boundaries in the coming years. In 2020, it was estimated that the Water Agency serves 132,898
parcels, 83,249 in Cities, and 49,649 in unincorporated county.
OPERATIONS
The Water Agency is responsible for the following: partners and collaborates with many other
water providers on regional programs, regional water use efficiency and conservation, County-
wide hydrologic data and development of hydrologic models, County-wide groundwater
conditions, stormwater, administration of regional water supply projects. The Water Agency has
been the lead agency and point of contact for the Integrated Regional Water Management
Program (IRWMP) and is the liaison between all entities involved in the program. The Water
Agency coordinates regional conservation and drought planning. The Drought Task Force is led
by the Water Agency, Office of Emergency Management, and Environmental Health Services. The
Water Agency is part of the Santa Barbara County Public Works Department and does the
following:
• Preparing investigations and reports on the County’s water requirements, groundwater
conditions, efficient use of water, and other water supply related technical studies.
• Managing County-wide programs, including the (IRWMP)
• Regional Water Efficiency Program (RWEP), and winter cloud seeding program.
• Providing technical assistance to other County departments, water Districts, and the
public concerning water availability.
• Administering certain provisions of the Cachuma Project and the Twitchell Dam Project
contracts with the (USBR).
• Participating in GSAs.
The Water Agency is a member of the Carpinteria Basin and Cuyama Groundwater Basin GSAs.
The Water Agency also participates in the Santa Ynez Valley Groundwater Basin within each
management area, Western, Central, and Eastern (WMA, CMA, and EMA).
Water Agency is primarily funded from ad valorem taxes on real estate and unsecured property,
with additional funding received through grants. The Water Agency has approximately
$12,900,181 of restricted funds as of June, 2021.
The Water Agency 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 Water Agency maintains a website which includes a list of Board
members and agendas for upcoming Board meetings.
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CHAPTER THREE: P. SANTA BARBARA COUNTY WATER AGENCY
OPPORTUNITIES & CHALLENGES
The Santa Barbara County IRWM plan identifies projects that meet objectives of various agencies
while addressing regional water supply related challenges. The resource management strategy
(RMS) identifies actions to aid in water supply issues, including: reducing water demand,
improving operation and efficiency of water supply storage/distribution systems, increasing
water supply (through groundwater storage, desalination, precipitation enhancement, recycled
municipal water, matching water quality needs to use, and surface storage), improving water
quality (in drinking water treatment/distribution, groundwater aquifer treatment, pollution
prevention, salt management, and urban runoff management), practicing resources stewardship
(through economic incentives, land use planning, protection of recharge areas, and promoting
water-dependent recreation), improving flood management, etc. The RMS identified pollution
prevention and urban runoff management as regional strategies, which includes coordination
with the State and Central Coast Water Quality Control Boards (SWRCB and CCRWQCB), to
comply with TMDLs, NPDES and WDR Permits, monitoring programs, and non-point source
management programs.
Other opportunities for the Water Agency are the cloud seeding program which targets two
geographical areas: the Santa Ynez River watershed above Lake Cachuma in Santa Barbara
County and the Alamo and Huasna tributaries of the Twitchell Reservoir watershed within Santa
Barbara and San Luis Obispo. These seeding opportunities occurred on nine (9) days during the
2021-2022 season. Six of these were in December, with one seeded event in January, one in March,
and an additional event per special extension in April after the regular season. This extension to
seed a storm on April 21 was offered by the North American Weather Consultants NAWC at no
cost except for flare usage. A total of 82 flares were successfully burned at the three ground sites,
releasing an estimated 1,312 grams of silver iodide (AgI). Unfortunately, no seeding opportunities
occurred during February. There were no seeding suspensions during the season.
The Water Agency completed a Long-Term Supplemental Water Supply Alternatives Report
(LTSWAR) in 2015 that identified options for increasing water supplies available to meet long-
term Santa Barbara County demands. The immediate interest in determining supply options was
in part a result of the challenges faced within the County during the most recent and, in some
ways, most severe drought on record. Santa Barbara County has a number of water supply options
available to it, each with its own unique benefits and considerations. The LTSWAR provides a
summary of each options’ unit cost and volume of those options that are less than $3,000/AF (acre-
feet) but provide more than 2,000 AFY (acre-feet per year). These higher volume, lower cost
options, were highlighted as those with the most potential to meet the greatest regional needs. Of
the 120 options explored by Study Table 3-31 below, a listing of all options that meet the
thresholds of $3,000/AFY in unit cost and 2,000 AFY in volume are provided.
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CHAPTER THREE: P. SANTA BARBARA COUNTY WATER AGENCY
Table 3-31 Continued
LAFCO of Santa Barbara County encourages the Water Agency and City of Santa Maria to
continue to look for ways to assist Casmalia Community Services District CSD. In addition,
continued pursuit of any Long-Term Supplemental Water Supply Alternatives identified in the
report with focus on local supplies is encouraged. The Water Agency should take advantage of all
opportunities that arise for cloud seeding events that provide the most value for the cost.
Governance Structure Options
The Joint Powers Agreements (JPAs) between the Water Agency and various other agencies helps
continue services for the area residents and businesses. LAFCO staff sees value in local agencies
collaborating and exploring opportunities to improve delivery of municipal services. The
opportunities for new governance structures in the Water Agency are small. The Water Agency
includes all of the County and has JPAs or Memorandum of Understandings (MOUs) with the
Cities, Water Districts, and GSAs. For these reasons, it is unlikely that the Water Agency will
annex additional land in the near future. The Water Agency has not identified any government
structure options. LAFCO does not see the need for structural governance changes.
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Regional Collaboration
The Water Agency collaborates with the USBR for a supply of water from the Cachuma Project
on the Santa Ynez River. Additionally, the Water Agency and USBR work with a group of water
purveyors including Goleta, City of Santa Barbara, Montecito, Carpinteria, and Santa Ynez River
Water Conservation District Improvement District #1.
The Water Agency established RWEP, a water conservation partnership with eighteen local
water purveyors. Through the RWEP collaborative, the Water Agency 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 USBR. The 18 water purveyors are as follows: City of Buellton,
Carpinteria Valley Water District, Casmalia CSD, 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 Water Agency participates in the Integrated Regional Water Management Program
(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, improved water quality, environmental stewardship, efficient urban development,
protection of agricultural and watershed awareness.
The County of Santa Barbara is involved in the WMA; CMA; EMA; of the Santa Ynez River Valley
Groundwater Basin. A Coordination Agreement between the three GSAs and its member agencies
ensures the three management areas regionally collaborate and implement their respective
Groundwater Sustainability Plans (GSPs) using the same methodologies and data.
The County of Santa Barbara entered into three memorandums of agreement (MOA) with the
member agencies of the WMA, CMA, and EMA for the implementation of Sustainability
Groundwater Act (SGMA) in the three management areas of the Santa Ynez River Basin and the
development of GSPs for the Basin.
The WMA GSA consists of the Water Agency, Santa Ynez River Water Conservation District,
City of Lompoc, Vandenberg Village Community Services District, and Mission Hills Community
Services District. The CMA GSA consists of the Water Agency, Santa Ynez River Water
Conservation District and City of Buellton. There is minimal groundwater production in the area
LAFCO of Santa Barbara County 541
CHAPTER THREE: P. SANTA BARBARA COUNTY WATER AGENCY
outside the jurisdiction of the other WMA and CMA member agencies, therefore, the Water
A gency is a non-voting member on both the WMA and CMA GSA Committees.
The EMA GSA consists of the Water Agency, Santa Ynez River Water Conservation District, City
of Solvang, and Santa Ynez River Water Conservation District Improvement District No. 1 and
the Water Agency is a voting member of the EMA GSA Committee.
The Water Agency is also a voting member of the Cuyama Basin GSA, a joint-powers agency that
is comprised of Kern, Santa Barbara, San Luis Obispo and Ventura counties, the Cuyama
Community Services District, and the Cuyama Basin Water District. The Water Agency is a non-
voting member of the Carpinteria GSA through a JPA among the Water, Agency, Carpinteria
Valley Water District, City of Carpinteria, and County of Ventura.
The County cooperates in the County-wide Integrated Stormwater Resources Plan (SWRP)
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, and 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 Sphere of Influence for the Water Agency’s boundaries are coterminous with service area. The
Water Agency currently has no Sphere of Influence beyond the boundary it serves. A map of the
Water Agency Sphere of Influence and boundaries can be seen at the beginning of this profile.
BOUNDARIES
Jurisdictional Boundary
Santa Barbara County Water
Water Agency’s existing boundary spans approximately 2,753 Agency jurisdictional boundary
spans 2,753 square miles with 97.8%
square miles in size and covers almost two (2) million acres
being unincorporated and under the
(parcels and including public rights-of-ways) of contiguous land use authority of the County of
Santa Barbara. The remainder of the
areas. Nearly 97.8% of the jurisdictional service boundary is
jurisdictional boundary lies within
unincorporated and under the land use authority of the County the eight Cities.
of Santa Barbara. The remaining portion of jurisdictional service
lands approximately 2.2% 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.
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Santa Barbara County Water Agency |
Boundary Breakdown By Service Area
Total % of Total Total Number of
Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters
Incorporated Cities 38,502 2.2% 83,249 176,776
Other unincorporated 1.705,725 97.8% 49,649 96,817
Totals 1,744,227 100.0% 132,898 273,593
Santa Barbara County Water Agency |
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 1.705,725 97.8% 49,649 96,817
Incorporated Cities 38,502 2.2% 83,249 176,776
Totals 1,744,227 100.0% 132,898 273,593
Total assessed value (land and structure) is set at $101.1 billion as of April 2022, and translates to
a value ratio of $57,986 per acre. The former amount further represents a per capita value of
$227,680 based on the estimated service population of 444,229. The Water Agency receives $3.3
million dollars in annual property tax revenue generated within its jurisdictional boundary.
The jurisdictional boundary is currently divided into 132,898 legal
Close to 95% of the
parcels and spans 1.7 million acres while the remaining
jurisdictional boundary is under
jurisdictional acreage consists of public right-of-ways. private ownership, and of this
amount approximately one-half
Approximately 95% of the parcel acreage is under private
has been developed.
ownership with 51% 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 3,817 vacant parcels that
collectively total 10,007 acres.
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CHAPTER THREE: P. SANTA BARBARA COUNTY WATER AGENCY
Santa Barbara County Water Agency
Formation, Revenues, Attributes, Types of Service, and Resources
Water Agency Formation and Duties
Formation Date 1945
State Legislation in 1945, Water Code, Chapter 51
Legal Authority
Five Supervisors elected to four-year terms through supervisorial
Board of Directors Districts.
Agency Duties Water project contracting, water conservation, hydrologic data
collection investigations and reports on the County’s water
requirements, groundwater conditions, efficient use of
water, assessment and dissemination and cloud seeding, and
participating in GSAs.
POPULATION AND GROWTH
Population
The U.S. Census Bureau estimated the 2020 population of Santa Barbara County to be 444,229.
Santa Barbara County Association of Governments prepared a Regional Growth Forecast for 2050
in 2019. That report used a conservative trend-base allocation methodology estimating the Cities
population as 317,900 by 2020 and unincorporated areas estimated at 143,000. Between 2010 and
2020, the population of County increased by 22,070 people (5.7 percent or less than one (1)
percent per year).
Demographics for the County are based on an age characteristics report prepared by SBCAG in
2017 and American Community Survey. These statistics are cited herein, which identified the
largest age group represented in County as 18 to 64 group at 62.5 percent. Approximately 15.3
percent of the population was in the 65 or older years age group and 22.3 percent in the under the
age of 18 group.
According to the 2020 U.S. Census, approximately 43.9 percent of the total population identified
themselves as non-Hispanic white. The Hispanic population, which is the largest ethnic group in
County, comprised 45.7 percent of the total population.
Projected Growth and Development
The County of Santa Barbara’s General Plan serves as the County’s vision for long-term land use,
development and growth, and provides the Count’s vision within its Planning Area. The County’s
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General Plan was adopted in 2016, although the Housing Element is updated every 8 years in
accordance with state regulations and spans the 2023-2031 planning period.
The current County Housing Element (2023-2031) identifies an estimated growth rate of 9.5
percent within the County. The following population projections within the County are based on
the Department of Finance Table E4 estimate and SBCAG regional forecast.
Table P-2. Population Growth and Projections (2010–2040)
2010 2015 2020 2035* 2040*
Unincorporated 133,413 140,158 143,000 149,100 151,300
Incorporated 290,482 301,805 317,900 352,400 362,000
County 423,895 441,963 460,900 501,500 513,300
* Assumes trend-based land use capacity within the City. SBCAG regional forecast model.
** DOF Table 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 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Countywide was $78,925 in 2022, which does not qualify the County as a
disadvantaged community. In addition, review of the State DAC Mapping Tool and
CalEnviroScreen 4.0 was used to verify disadvantaged status with other applications of the
definition. CalEnviroScreen is a screening tool used to help identify communities
disproportionately burdened by multiple sources of pollution and with population characteristics
that make them more sensitive to pollution. The County prepared an update to its IRWM 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
LAFCO of Santa Barbara County 545
CHAPTER THREE: P. SANTA BARBARA COUNTY WATER AGENCY
precursor to DUC. In the study of the other cases, the communities of Casmalia, Cuyama, New
C uyama, Sisquoc, Guadalupe, Garey, Devon, Lompoc, portions of Goleta, Santa Maria, Santa
Barbara, and Isla Vista were identified as qualifying as disadvantage communities. Therefore, the
Santa Barbara County Water Agency’s Sphere of Influence does qualify under the definition of
disadvantaged community for the present and probable need for public facilities and services in
the areas stated above, however, these areas are contiguous and being served by the Water
Agency.
Santa Barbara County Water Agency
Formation, Revenues, Attributes, Types of Service, and Resources
Attributes
Water Agency area (est. square miles):
Cities 69.62
Entire Water Agency 2,753
Population (2020 Census):
Cities 305,954
Entire District 444,229
Assessed Valuation (FY 21-22: Water Agency portion) $101,142,126,777
Number of Treatment Plants 1 Contract w/
CCWA
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire Water Agency (FY 20-21) $9
Average Portion of County 1% Property Tax Received .004¢/$1
Ending Total Fund Balance (June 2021) $12,900,181
Change in Total Fund Balance (from June 2016 to June 2021) 50%
Total Fund Balance/Annual Revenue Total (FY 20-21) 617%
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
The Water Agency monitors over 300 groundwater wells annually throughout the County
triennial reports are prepared using the California Statewide Groundwater Elevation Monitoring
(CASGEM) Program. The Water Agency is staffed by five (5) full-time staff.
The Water Agency conducts a precipitation enhancement program, also known as "cloud
seeding," to augment natural precipitation to increase surface water runoff in watersheds behind
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the major water reservoirs. These reservoirs include Cachuma Reservoir, Gibraltar Dam,
and Jameson Reservoir on the Santa Ynez R iver and Twitchell Reservoir on the Cuyama River
near Santa Maria.
Through the (RWEP) the Water Agency promotes the efficient use of urban and agricultural
water supplies countywide, and provides information and assistance to the eighteen local water
purveyors within the county. Through the RWEP, the Water Agency coordinates a 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.
GROUNDWATER MANAGEMENT
Groundwater Sustainability Agency
In accordance with SGMA, three management area GSAs CMA, EMA, and WMA of the Santa
Ynez River Valley Groundwater Basin were formed in 2017. The Water Agency is also a member
of the Cuyama Basin Groundwater Sustainability Agency (CBGSA) that formed in 2017. The
11member Board of Directors includes representatives from the four counties that intersect the
Basin (Kern, Santa Barbara, San Luis Obispo, and Ventura), the Cuyama Community Services
District, and the County Water Agency.
Groundwater Sustainability Plans
There are three Management Areas in the Santa Ynez River Groundwater Basin (Basin),
the WMA, CMA, and EMA. Each Management Area is governed by a Groundwater Sustainability
Agency (GSA) with input from a GSA Committee. These GSAs and Committees developed and
are working to implement Groundwater Sustainability Plans (GSPs) for the Basin which will be
managed under a coordination agreement per GSP regulations. Santa Ynez River Water
Conservation District has taken the lead for SGMA efforts in the Basin. The Cuyama Basin GSP
covers the Cuyama Valley managed by the Cuyama Basin GSA.
Data Management
SGMA Law requires a Data Management System (DMS), a tool to organize and maintain data as
part of GSP preparation and implementation. To achieve the goals identified by SGMA, the DMS
will be a central source for groundwater data, specifically for the WMA, CMA, and EMA, and
provides up-to-date technical information regarding basin conditions. Collecting and centralizing
these data is a step towards meeting the goals of protecting water rights and ensuring local
agencies continue to manage groundwater while minimizing state intervention. DMS
implementation goals include improving data collection and storage, and assisting in the
understanding and future reporting about groundwater conditions in all three management areas,
WMA, CMA, and EMA. The DMS contains information about the existing wells in the basin
including groundwater level data, well construction information, well logs, geophysical data,
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CHAPTER THREE: P. SANTA BARBARA COUNTY WATER AGENCY
pumping test data, water quality data, and pumping data. In addition, the DMS houses data
r elated to land subsidence, surface water flows, and total water use in the management areas. The
plan for the DMS in the WMA is that a user’s primary mode of interaction will be to open and
interact with a web application (built on the Linux Apache MySQL PHP (LAMP) web stack),
through a modern web browser. Several user levels and roles have been established with different
access privileges, and some roles have limited administrative capacity. In additional to the
database server, a map server is being run on the system to provide access to certain kinds of
complex geospatial data. A map server is an intermediary program that takes the source
geographic information system (GIS) data and provides it on demand in a format that client
interface programs can access. Currently, this map server is the QGIS server program and the
MapProxy cache program. Additional user notification is provided through an email service,
currently through the Postfix program. The DMS is currently located on a virtual private server
(VPS) rented from a datacenter. The current VPS provider for the WMA, CMA DMS, is Host
Winds. The EMA DMS configuration is a database built in Oracle plus a web application designed
in JAVA. The EMA data viewer will be designed as a GIS web-based interface. The DMS is a
database plus an online web viewer. Data stored in the DMS is separated by categories into tables.
The tables contain columns and rows of data. Each field holds a specific type of data, such as a
number, text, or date. The Cuyama Basin DMS uses the Opti platform, utilizes Google maps and
other charting tools for analysis and visualization. The site may be accessed at
http://opti.woodardcurran.com/cuyama.
WATER INFRASTRUCTURE AND PUBLIC FACILITIES
Water Sources
In 1945, the Water Agency was established by the State of California. The Water Agency entered
into a master contract with the (USBR) for the development of the Cachuma Project.
Subcontracts were made with Carpinteria Valley Water District, Montecito Water District, the
City of Santa Barbara, Goleta Water District, and the Santa Ynez River Water Conservation
District Improvement District No. 1, all of which are designated as Member Units of the project.
The project was authorized in 1948, by the Secretary of the Interior pursuant to section 9(a) of
the Reclamation Project Act of 1939. Construction of the Cachuma Project by the USBR began in
1950 and was completed in 1953.
Water is diverted from the reservoir using the 6.4-mile long Tecolote Tunnel through the Santa
Ynez Mountains to the South Coast Conduit and distribution systems. The Santa Ynez River
Water Conservation District Improvement No. 1 receives its Cachuma allocation through State
Water exchanges with the other member units.
The Cachuma Operation and Maintenance Board (COMB) was formed in 1956 pursuant to an
agreement with the USBR. The agreement transferred to the Member Agencies the responsibility
to operate, repair and maintain all Cachuma Project facilities, except Bradbury Dam, which the
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USBR continues to operate. COMB's Member Agencies include Goleta Water District, the City
of Santa Barbara, Montecito Water District , and Carpinteria Valley Water District. COMB is
responsible for the diversion of water from Lake Cachuma to the Member Agencies through the
Tecolote Tunnel. In addition, COMB operates and maintains 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.
Types of Services
Collection -
Treatment -
Disposal -
Recycled -
Other X
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CHAPTER THREE: P. SANTA BARBARA COUNTY WATER AGENCY
Santa Barbara County Water Agency
Formation, Revenues, Attributes, Types of Service, and Resources
Water Sources & Reservoirs’
Address Acquired/Built Condition* Size
Cachuma 1961 Good (97.7% full) Drainage area is 417 sq.
mi, surface area 3,200 ac,
capacity 193,304 AF
Gibraltar 1925 Good (99.1% full)
Jameson 1982 Good (100.6% full)
Twitchell 1958 Poor (35.5% full)
SWP 1991 Fair (56% allocation) **
* As of January 25, 2023 - ** Draft State Water Project Delivery Capability Report 2021
Total Staffing
Personnel Per 1,000
population
Full time Operators 0 0
Emergency Operators 0 0
Other District Staff 5 0.13
Administrative Personnel unk n/a
The Water Agency has a total of five (5) permanent employees.
Staffing Experience/Tenure (average)
Years in Industry Year w/ Water
Agency
General Manager (1) n/a n/a
Other Office (5) n/a n/a
Administrative Personnel (unk) n/a n/a
FINANCES
The Water Agency is a dependent special district governed by the Board of Directors, which is
comprised of the same individuals as the Santa Barbara County Board of Supervisors. For financial
reporting purposes, the County’s basic financial statements include all financial activities that are
controlled by or are dependent upon actions taken by the County’s Board. These special districts
do not issue separate financial statements. The governmental reporting entity consists of the
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County and its component units. Component units are legally separate organizations for which
the Board is financially accountable or ot her organizations whose nature and significant
relationship with the County are such that exclusion would cause the County’s financial
statements to be misleading or incomplete.
Water Agency is primarily funded through property taxes, charges for services, and state grants.
The Agency’s budget is prepared annually prior to the start of each fiscal year. The budget
supports the Agency’s operations such as providing technical assistance to County departments,
water districts, and the public relative to ground water availability and water-well locations and
design. Using data from the last three years, the Agency received an average annual income of
$3.5M from taxes, while the average cost of operations $3.3M. The Agency does not have a formal
contingency policy; however, the Agency retains a $14M fund balance for emergency responses.
Water Agency Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Property Taxes $3,284,591 76.0% $3,391,220 86.9%
349 0% $146 0%
Fines, Forfeitures, and Penalties
$217,073 5.0% $-21,166 -0.5%
Use of Money and Property
Intergovernmental Revenue State, Federal, $584,732 13.5% $526,509 13.5%
Other
Charges for services $232,128 5.4% $2,825 0.1%
Miscellaneous $2,954 0.1% $275 0%
Revenue total $4,321,827 100.0% $3,899,809 100.0%
Source: Santa Barbara County Water Agency, Financial Statements, June 30, 2020 and 2021, 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 Water
Agency expenditures remain relatively flat. The Water Agency’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.
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CHAPTER THREE: P. SANTA BARBARA COUNTY WATER AGENCY
SANTA BARBARA COUNTY WATER AGENCY
Fiscal Trends-County Water Agency
16
14
12
10
8
6
4
2
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
This indicator addresses the extent to which charges for service
Charges for Services & Property Tax covered expenses. Property Taxes are the primary funding source for
the Water Agency. Charges for Services are presented. Represented
4 below a ratio of one or higher indicates that the service is self-
supporting.
3.5
3
2.5
2
1.5
1
0.5
0
2016-17 2017-18 2018-19 2019-20 2020-21
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
2016 $ 4,164,500 $ 3,569,660 1.1
1
2017 $ 3,207,956 $ 3,079,707 1.0
0.5 2018 $ 3,850,476 $ 2,850,444 1.3
2019 $ 4,795,712 $ 2,740,745 1.7
0 2020 $ 4,321,828 $ 2,666,713 1.6
2016 2017 2018 2019 2020 2021 2021 $ 3,899,809 $ 2,650,387 1.4
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CHAPTER THREE: P. SANTA BARBARA COUNTY WATER AGENCY
Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2017 2018 2019 2020 Trend
Funded ratio (plan assets as a % of plan liabilities) 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%
2021 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 County provides pension benefits to eligible employees through cost sharing multiple-
employer defined benefit pension plans (pension plans) administered by the Santa Barbara County
Employees’ Retirement System (SBCERS). SBCERS administers six County pension plans. With
the passage of the Public Employees’ Pension Reform Act (PEPRA), the County established a new
pension plan, Plan 8, with two rate tiers – one for safety and one for general members. As of January
1, 2013, Plan 8 is the only pension plan available to new employees. For each of the plans, the
County’s contractually required contribution rate for the year ended June 30, 2021 was a specified
percent of annual payroll, actuarially determined as an amount that, when combined with
employee contributions, is expected to finance the costs of benefits earned by employees during
the year. Additional amounts required to finance any unfunded accrued liability are the
responsibility of the plan sponsors. At June 30, 2021, the County, including its discretely presented
component unit, reported a liability of $981,008 for its proportionate share of the net pension
liability.
SBCERS issues its own Annual Comprehensive Financial Report (ACFR) that may be obtained by
writing to SBCERS at 130 Robin Hill Road, Suite 100, Goleta, CA 93117 or on the SBCERS website at:
http://cosb.countyofsb.org/sbcers. .
LAFCO of Santa Barbara County 553
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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: P. SANTA BARBARA COUNTY WATER AGENCY
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 employee bargaining groups and unions, permits them
to defer a portion of their salary until future years.
The Section 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 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.
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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 Water Agency is not an enterprise fund.
Asset Maintenance and Repair
The Water Agency does not have infrastructure to maintain or repair.
Capital Improvements
The Water Agency does not have a standalone Capital Improvement Plan (CIP). Rather the
County of Santa Barbara adopted its Fiscal Year 21-26 which does not identify proposed projects
for the Water Agency.
Long-term Liabilities and Debts
The Water Agency has no long-term debt associated with capital improvement projects and
infrastructure. There are no current plans to add long-term debt financing.
Opportunities for Shared Facilities
The Water Agency currently participates in shared facilities for Reservoir storage, and
groundwater management.
Rate Structure
The Water Agency does not charge rates; however, the agency does monitor and report
countywide rates to the Board of Supervisors periodically. The table below includes the February
2021 countywide comparison.
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CHAPTER THREE: P. SANTA BARBARA COUNTY WATER AGENCY
WATER RATES COUNTYWIDE COMPARISON TABLE
City/District or Billing Rate * Water Rates - - per hundred cubic feet Meter Fee
Company interval structure & Charges
Monthly, Uniform, Single Family Multi-Family Commercial Agriculture, Landscape, For a 5/8 or
Bi-mthly Block etc Residential (SFR) Residential Recreation or Other 3/4 meter
(MFR)
HCF $$ HCF $$ HCF $$ HCF Units $$ $$
Units Units Units
Buellton Monthly Uniform Per 2.98 Per 2.98 Per HCF 2.98 Per HCF 2.98 35.51
HCF HCF
Carpinteria Valley Monthly Block Base 3.90 Base 3.90 Base 3.90 Agriculture 1.97 *47.84 +
Water District
(0-6) Peak 5.12 Peak 5.12 Tier 1 3.90 19.20
Peak 5.12 Tier 2 *** per 6 HCF +
(>6) 0.54
+ 3.00 per 6
HCF
**
Casmalia CSD Monthly Flat plus <3.45 90 flat n/a - <3.45 180 flat n/a - None
Uniform
>3.45 0.10/cf >3.45 0.10/cf
Cuyama CSD Monthly Block <4 0.79 <4 0.79 <4 0.79 <4 0.79 85.50
>4 0.79 >4 0.79 >4 0.79 >4 0.79
Golden State Water Co. Monthly Block for 0-15 3.435 0-15 3.435 Per HCF 3.435* Per HCF 2.372 19.01/month
(Orcutt, Santa Maria S/MFR; 15- 3.950 15-27 3.950 ** , 0.405/HCF
area) Uniform 27 4.543 >27 4.543 surcharge,
Comm’l >27 1.43%
& Irrig’n CPUC fee
Goleta Water District Monthly Block & <6 5.79 Per 7.17 Per HCF 7.17 Urban-Ag 2.35 <6 = 22.12
Uniform HCF
7-12 7.81 GWC-Ag* 1.91 7-12 = 39.76
>12 9.96 Recycled 3.87 >12 = 56.41
Recreation 7.60
Landscape 7.17
Temporary 8.43
Guadalupe Monthly Flat plus 0-6 31.07 0-6 31.07 0-6 31.07 0-6 31.07 None
Uniform
flat; flat; flat; flat; 5.18
>7 5.18/HCF >7 5.18 >7 5.18 >7 /HCF
/HCF /HCF
La Cumbre Mutual Bi-mthly Block <20 5.75 <20 5.75 Tier 1= 7.60 Agriculture: 5.75 Meter fee
Water Company 21- 8.00 21-40 8.00 3-yr avg 13.25 Tier 1 <20 6.75 bi-mthly:
40 13.25 41-80 13.25 Tier 2 Tier 2 <870 13.25 28.00
41- 22.00 >80 22.00 HCF per year if annual
80 Tier 3 >870 use
>80 HCF per year <49HCF;
56.00 if
annual
use 50-
99HCF;
84.00 for
>99HCF.
Lompoc Monthly Block for 0-10 4.33 Per 4.33 Per HCF 4.45* Per HCF 4.33 36.06 / 47.15
SFR; HCF
10.1- 4.63 **
Uniform
for others 20 ***
20.1+ 5.53
Los Alamos CSD Monthly Flat Rate - 3.90 - 3.90 - 3.90 - - 3.90
Mission Hills CSD Monthly Block 1-100 2.46 n/a - 1-100 2.46 n/a 43.52
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CHAPTER THREE: P. SANTA BARBARA COUNTY WATER AGENCY
-
Montecito Water Dist. Monthly Block 0-9 6.56 0-9* 6.56 Uniform 9.63** 0-9* AG1 6.56 46.86
10- 11.14 10- 11.14 5.50
35 12.31 35* 12.31
36+ 36+*
Santa Barbara Monthly Block 1-4 4.44 1-4 4.44 Base**= 7.01 Recr’n 4.88 28.92
5-16 12.96 Per 12.96 past avg 23.91 <mo budget 23.98
>17 23.98 DU* 23.98 off- peak >mo budget 3.01
5-8 HCFs Ag’l 23.98
Per DU Above <mo budget 12.96
>9 base amt >mo budget 23.98
Per DU Comm’l or
Res’l Irrig’n
<mo budget
>mo budget
***
Santa Maria Monthly Block 1-5 4.96 1-5 4.96 1-5 4.96 1-5 4.96 40.88
5-15 5.15 5-15 5.15 5-15 5.15 5-15 5.15
>15 5.51 >15 5.51 >15 5.51 >15 5.51
Santa Ynez River WCD Monthly Uniform Per 5.05 Per 5.05 Per HCF 5.05 Agriculture 42.98 for
ID#1 HCF HCF No dwelling: 1.59 non-Ag
meter
Solvang Monthly Block 1-16 3.45 Per 3.75 Per HCF 3.75 Per HCF 3.75 75.43
>16 4.05 HCF 5/8”
113.15
3/4”
Vandenberg Village Monthly Block 1-10 1.83 1-10 1.83 1-10 1.83 Landscape 1.83 17.04
CSD
11+ 2.75 11+ 2.75 11+ 2.75
* Footnotes - - to Water Rates in Santa Barbara County; February 2021:
A “Uniform Rate” exists when water is priced at one single rate (dollars per hundred cubic feet, HCF) for all water used.
A “Block Rate” exists when water is priced at a different rate ($/HCF) for each volume or “block” of water used, with rates
increasing with each higher volume. A customer’s bill will include multiple rates if multiple blocks of water are used.
A “Flat Rate” exists when the charge is the same regardless of the amount of water used. “Flat plus uniform” describes a
standard charge up to a specified volume of use, plus a charge per unit for each additional unit of water used.
Carpinteria Valley WD’s water rate structure uses a unique customer-specific, usage-based block rate for all residential,
commercial, institutional, and public authority accounts. The first block (Base tier) is the customer’s 5-year December-through-
March average monthly consumption. (There is a minimum Base of 6 HCF). Any water consumption above the Base block falls into
the Peak block.
* The smallest meter in the District is ¾”
**The District has imposed a temporary drought surcharge of $0.54 for a ¾” meter and $0.50 per HCF (minimum 6 HCF or
$3.00)
*** City of Carpinteria Parks pays $3.90 per HCF flat rate; other landscape meters pay single-family tiered rates.
Golden State Water Company, as an Investor-Owned Utility is regulated by the California Public Utilities Commission
(CPUC) which has assigned certain surcharges, credits and fees that are in addition to approved water rate and meter charges.
CPUC approved surcharges vary may vary by account type. One-time credit: Residential/Non-Residential 5/8” x 3/4” $0.93 and
LM Irrigation ¾” $1.39.
*Non-Residential: 5/8 x ¾ meter, $21.80/month, $3.435/HCF, $0.405/HCF surcharge, 1.43% CPUC fee.
**Limited Metered Irrigation Service: 3/4-inch meter, $90.25/month, $2.372/HCF, $0.770/HCF surcharge, 1.43% CPUC fee.
Limited Metered Irrigation Service is only for the unincorporated area known as Lake Marie Ranches located in the former Lake
Marie Service Area. Rate changes in effect January 1, 2021.
Goleta Water District
* “GWC-Ag” represents Goleta West Conduit System Agricultural.
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CHAPTER THREE: P. SANTA BARBARA COUNTY WATER AGENCY
La Cumbre Mutual Water Company’s bi-monthly meter charge is $84.00 if annual usage is greater than 99 HCF. If annual
usage i s less than or equal to 49 HCF, the bi-monthly charge is $28.00; if annual usage is 50 to 99 HCF, the bi-monthly charge
is $56.00.
Lompoc
*City has a separate rate for institutional customers: uniform rate at $4.33/HCF.
**Monthly water service rates and charges increase as the size of the water meter increases; monthly fee for a 1-inch meter is
$69.31.
***Meter size varies from 5/8”-10”.
Los Alamos CSD’s water service charges were changed from a tiered rate system to a flat rate system effective August 1, 2016.
Montecito
* = Multi-Family Residential (MFR) rates are per dwelling unit. For example, if there are three units, the first 27 HCF is $6.56.
**City has a separate rate for institutional customers: uniform rate at $10.58/HCF.
Santa Barbara uses a typical inclining block rate structure for residential customers, but a different structure applies to
commercial customers. The commercial account structure is similar to Carpinteria Valley Water District’s rate structure. In
FY14, the City implemented a water budget structure for irrigation customers, whereby Tier 1 water use is determined based
on ET data and landscaped area.
*DU = dwelling unit
**Base = off peak (Jan - June) average usage adjusted for maximum number of days in billing cycle.
***Monthly irrigation budgets are based on the irrigated area and real time weather data (Eto data).
Charges for commercial accounts with La Cumbre Mutual Water Company, Montecito Water District, Carpinteria Valley
Water District, and the City of Santa Barbara are calculated using a ‘base’ or ‘tiered’ amount of water usage per time period,
which varies by district.
[Information was compiled by Santa Barbara County Water Agency in January – February 2021. Phone contact is (805)-568-3440.]
ORGANIZATION
Governance
Water Agency’s governance authority is established under State Legislation in 1945, Water Code,
Chapter 51 section 3000. This principal act empowers the Water Agency to provide a range of
municipal services. A list comparing active and latent powers follows.
Active Service Powers Latent Service Powers
- Water Resources Supply None
- Stormwater Capture
- Cloud Seeding
Governance of Santa Barbara County Water Agency 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. Water Agency 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.
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CHAPTER THREE: P. SANTA BARBARA COUNTY WATER AGENCY
Santa Barbara County Water Agency |
Current Governing Board Roster
Member Position Background Years on Board
Das Williams, 1st District Vice-Chair Legislator 6
Laura Capps 2nd District Supervisor Public affairs 2 mo
Joan Hartmann, 3rd District Chair Educator/ government 6
Bob Nelson 4th District Supervisor Educator 2
Steve Lavagnino, 5th District Supervisor Aerospace/ government 12
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.
Santa Barbara County Water Agency Website Checklist
website accessed 7/25/22 https://www.countyofsb.org/2510/Water-Agency
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?
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CHAPTER THREE: P. SANTA BARBARA COUNTY WATER AGENCY
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: Water Agency is a dependent board-governed Special District. Refer to https://www.countyofsb.org/2510/Water-
Agency 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 water, wastewater, and stormwater services met their needs and/or identify any unmet
needs. The questions identify key components recommended by LAFCO staff.
Santa Barbara County Water Agency Questionnaire
Revenues, Types of Service, and Resources
Santa Barbara County Water Agency |
Responses by Respondence
Questions Satisfactory Unsatisfactory Undecided
1. Overall, are you satisfied with the level of water, - - -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment - - -
provided with the level of water, wastewater, or
stormwater 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 the Water Agency at this time.
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Q. Santa Barbara County Flood Control &
Water Conservation District
Administrative Office: 130 East Victoria Street, STE 200, Santa Barbara, CA 93101
Phone: 805/568-3440
Fax: 805/568-3434
Email: fccontact@countyofsb.org
Website: www.countyofsb.org/2155/Flood-Control
Public Works Director: Scott McGolpin
Deputy Director: Walter Rubalcava –Water Resources
SUMMARY
The Santa Barbara County Flood Control & Water Conservation District (SBCFCWCD) primary
purpose is to provide flood protection and to conserve storm, flood and surface waters for
beneficial public use to the approximately 444,229 people throughout the Countywide 2,753
square miles. The District boundaries coincide with those of the Santa Barbara County. The Flood
Control's major programs involve channel maintenance, design and construction of capital
improvements, review of new development, and operation of a hydrological data collection/flood
warning system. Flood Control is divided into ten active flood control zones including most of the
unincorporated area and the eight cities in the county. 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 $64 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 Santa Barbara County Flood Control & Water Conservation was formed in 1955 by State
Legislature. The SBCFCWCD includes all of Santa Barbara County and has significant
geographical diversity, containing five major watersheds, 100 miles of coastline, and 215,000 acres
of Los Padres National Forest. There are eight incorporated cities in the Region as well as 21
distinct unincorporated communities. This includes five designated disadvantaged communities
and one federally recognized tribal community, the Santa Ynez Band of Chumash Indians.
The SBCFCWCD is countywide and overlaps, all eight cities, County Water Agency, eight
County Service Areas, Cachuma RCD, twelve Water and Sanitary Districts, three Fire Protection
Districts, nine Community Services Districts, Santa Barbara Mosquito and Vector Control
District, Santa Barbara Metropolitan Transit District, Municipal Improvement and Airport
Districts, Healthcare District, and seven Cemetery Districts.
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CHAPTER THREE: Q. SANTA BARBARA COUNTY FLOOD CONTROL & WATER CONSERVATION
The District estimated it serves a population of 444,229 people, with 305,954 living within Cities.
The District anticipates a growth rate of approximately less than 9.8 percent a year within its
boundaries in the coming years. In 2020, it was estimated that the District serves 132,898 parcels,
83,249 in Cities, and 49,649 in unincorporated county.
OPERATIONS
The Santa Barbara County Flood Control and Water Conservation District provides flood
protection throughout the County by constructing flood control facilities; acquiring federal funds
and assistance for capital projects; assisting other County departments regarding flood control
issues; regulating development to meet FEMA and District standards, measuring and recording
rainfall, stream flow and reservoir level information, and maintaining capacity in key
watercourses to protect public infrastructure, life and property.
Most of the District’s general revenues come from ad valorem taxes on real estate and unsecured
property. The District also receives revenue through benefit assessments and grants. The District
has created specific reserves to replace needed equipment and buildings. On June, 2021, these two
funds are estimated to contain $674,478 and $296,812, respectively.
The SBCFCWCD’s operates under an Annual Routine Maintenance Program that was developed
after many years of environmental study and coordination with the public, environmental groups,
and permitting agencies. The program started in 1987, with the final Program EIR issued in 1991.
In 2001, after a successful nine-year implementation of the maintenance program revisions were
made. The 21/22 Annual Routine Maintenance Plan is the 30th annual plan since inception.
Between 2002 and 2020 the District has implemented approximately 26.7 acres of restoration
throughout the county directly related to the Annual Routine Maintenance Plan. It is made up of
9.8 acres on the South Coast and 16.9 acres in North County. Within North County 13.4 of the
16.9 acres is within the Santa Maria River. The creek-bank restoration includes 13.3 acres
throughout the Countyis equivalent to 9.14 miles of creek banks being restored. The District
continues to implement restoration to mitigate temporal impacts to native vegetation for the
duration of the Annual Routine Maintenance Program at a 1:1 ratio.
In the past thirty years, outside of the Annual Routine Maintenance Plan, and in association with
other projects, the District has also implemented an additional 30+ acres of riparian restoration
within Santa Barbara County.
The Development Review Section provides development review and plan check review for the
unincorporated areas of Santa Barbara County and, when requested, for the Cities of Santa Maria,
Lompoc, Buellton, Guadalupe, Solvang, Santa Barbara and Carpinteria.
The District Board of Directors is composed of five Board of Supervisor Members who are elected
LAFCO of Santa Barbara County 563
CHAPTER THREE: Q. SANTA BARBARA COUNTY FLOOD CONTROL & WATER CONSERVATION
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
In 1963, the SBCFCWCD executed a water supply contract with the DWR for delivery of up to
57,700 AFY from the from the State Water Project (SWP). In 1979, a bond election for
construction of in-County facilities to convey the water failed to be passed by the voters. As a
result, the County sought financing through agreements with local water purveyors. The
contracts with local water purveyors total 45,486 AFY.
In 1991, the CCWA was formed to construct, manage, and operate Santa Barbara County’s local
facilities for distribution and treatment of State water. Construction of conveyance facilities was
completed in 1997, which include the 102-mile Coastal Branch of the State Aqueduct and the 42-
mile Santa Ynez Extension, which ends at Lake Cachuma.
In March 2021, the Santa Barbara County Flood Control and Water Conservation District
approved extension of the contract from 2035 to through 2085. Factors that affect the State Water
Project's long-term reliability include timing of additional SWP storage facility construction,
ongoing environmental challenges to the SWP, and eventual utilization of full SWP entitlement
by other SWP water contractors.
Construction of the facilities which make up the flood control and drainage system began in 1950
and has continued to the present time. Keeping the underground storm drain pipe system in
operation and repairing or replacing work to damaged facilities is a major ongoing obligation.
Maintenance activities are completed on numerous drainages in the County each summer and fall,
prior to the winter. There are six primary types of activities involved in the program, that include
Selective Brushing, Herbicide Spraying, Channel Shaping and Bank Stabilization, Bank Protection
Repair (Unlined Channels), Maintenance and Repair of Lined Channels, and Channel Desilting.
The average number of drainages maintained each year is 11 and four (4) on the South Coast and
in the North County, respectively. More maintenance work occurs on the South Coast compared
to the North County. There are more drainages near developed areas on the South Coast where
flooding and bank erosion problems could threaten public infrastructure and other public
facilities. More drainages are subject to maintenance work in years following flood events because
there has been damage (usually bank erosion) and deposition of debris (e.g., down trees, wood
and sand debris piles).
The main objectives of the Phase II Drainage Area and General Feasibility Evaluation were to
assess the relative potential benefits from capturing and using (i.e., infiltrating, using as non-
potable water supply, or treating and discharging) the runoff from the project drainage areas, and
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CHAPTER THREE: Q. SANTA BARBARA COUNTY FLOOD CONTROL & WATER CONSERVATION
to identify any major barriers to BMP implementation not already addressed (e.g., major trees,
utilities) for the top rank projects. To combine scores resulting from the project conditions (Phase
I) and drainage area and general feasibility (Phase II) evaluations, the scores from the two phases
were averaged to determine an overall ranking score for each project ranging from 0 to 3. The
overall scores for all the Stormwater Resource Plan (SWRP), prepared by Geosyntec Consultants
with assistance from Dudek in 2019, projects evaluated in Phase II are included as:
• Buellton 137-090-007 & 137-090-006 indirect use; 099-690-034 & 099-550-077 direct use;
• Carpinteria 001-190-098 & 001-180-026 indirect use; 003-230-018, 003-323-001, 004-008-
067 & 004-004-031 direct use;
• County of Santa Barbara 097-371-004, 097-442-021, & 103-530-069 indirect use; 069-060-
020, 065-180-044 & 065-040-017 direct use;
• CVWD 001-190-098, 001-020-029, & 001-180-026 indirect use; 003-230-018, 003-323-001,
001-020-021 & 004-008-067 direct use;
• Goleta 077-130-006, 079-121-011, & 077-351-001 indirect use; 069-322-011, 071-140-064 &
069-413-010 direct use;
• MWD 007-220-001 indirect use; 155-150-013, 155-150-023 & 009-151-006 direct use;
• Solvang 137-360-056, 137-160-062, 137-670-001, & 139-181-014 indirect use; 137-260-021,
139-490-074, 139-300-001 & 139-250-005 direct use;
• Guadalupe 113-070-024 & 113-070-020 direct use;
• UCSB 073-120-014, 073-120-013, 073-090-056 & 073-090-029 direct use.
LAFCO of Santa Barbara County encourages the District and the other agencies to continue to
collaborate managing the needs of stormwater program. Generally, all drainages need to be
maintained each year. Watercourses cross between urban, rural, and natural environments these
waterways should continue to be evaluated under the SWRP project that identifies and ranks
projects through a process in conjunction with the cooperating entities.
Governance Structure Options
The Joint Powers Agreement between the District and various other agencies helps keep services
going for the area residents and businesses. LAFCO staff sees value in local agencies collaborating
and exploring opportunities to improve delivery of municipal services. The opportunities for new
governance structures in SBCFCWCD are small. The District includes all of the County and has
JPAs or MOUs with some Cities. For these reasons, it is unlikely that SBCFCWCD will annex
additional land in the near future. The District has not identified any government structure
options. LAFCO does not see the need for structural governance changes.
Regional Collaboration
SBCFCWCD is a cooperating partner of the Statewide and Countywide Integrated Regional
Water Management Program. It is also a member of the of the State and Central Coast Region of
County Engineers Association of California. The intent of the Integrated Regional Water
LAFCO of Santa Barbara County 565
CHAPTER THREE: Q. SANTA BARBARA COUNTY FLOOD CONTROL & WATER CONSERVATION
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.
SBCFCWCD has JPAs with the Cities of Buellton, Carpinteria, Guadalupe and Solvang for review
of new development in regards flood control.
SBCFCWCD has a JPA with the County of San Luis Obispo to own and maintain a portion of the
Santa Maria River Levee within SLO County.
SBCFCWCD has a contract with the California Department of Water Resources for delivery of
water from the (SWP). SBCFCWCD has transferred financial and operational responsibility for
SWP to the Central Coast Water Authority.
SPHERE OF INFLUENCE & BOUNDARIES
The Sphere of Influence for the Santa Barbara County Flood Control & Water Conservation
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.
SBCFCWCD owns and maintains a portion of the Santa Maria River Levee within the San Luis
Obispo County under a JPA.
BOUNDARIES
Jurisdictional Boundary
Carpinteria/Summerland-Fire
Santa Barbara County Flood Control & Water Conservation’s jurisdictional boundary spans 40
square miles with 97.8% being
existing boundary spans approximately 2,753 square miles in size
unincorporated and under the land
and covers almost two (2) million acres (parcels and including use authority of the County of Santa
Barbara. The remainder of the
public rights-of-ways) of contiguous areas. Nearly 97.8% of the
jurisdictional boundary lies within
jurisdictional service boundary is unincorporated and under the the Cities.
land use authority of the County of Santa Barbara. The remaining
portion of jurisdictional service lands approximately 2.2% 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.
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Santa Barbara County Flood Control & Water Conservation |
Boundary Breakdown By Service Area
Total % of Total Total Number of
Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters
Incorporated Cities 38,502 2.2% 83,249 176,776
Other unincorporated 1.705,725 97.8% 49,649 96,817
Totals 1,744,227 100.0% 132,898 273,593
Santa Barbara County Flood Control & Water Conservation |
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 1.705,725 97.8% 49,649 96,817
Incorporated Cities 38,502 2.2% 83,249 176,776
Totals 1,744,227 100.0% 132,898 273,593
Total assessed value (land and structure) is set at $101.1 billion as of April 2022, and translates to
a per acre value ratio of $57,986. The former amount further represents a per capita value of
$227,680 based on the estimated service population of 444,229. SBCFCWCD “District” receives
$13 million dollars in annual property tax revenue generated within its jurisdictional boundary.
The jurisdictional boundary is currently divided into 132,898 legal
Close to 95% of the
parcels and spans 1.7 million acres. The remaining jurisdictional
jurisdictional boundary is under
acreage consists of public right-of-ways. Approximately 95% of private ownership, and of this
amount approximately one-half
the parcel acreage is under private ownership with 51% 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 3,817 vacant parcels that collectively total 10,007 acres.
Santa Barbara County Flood Control & Water Conservation
Formation, Revenues, Attributes, Types of Service, and Resources
District Formation and Duties
Formation Date 1955
State Legislation in 1955, Water Code, Chapter 74
Legal Authority
Five Supervisors elected to four-year terms through
Board of Directors supervisorial Districts.
Agency Duties Flood control flood protection and to conserve storm, flood and
surface waters
LAFCO of Santa Barbara County 567
CHAPTER THREE: Q. SANTA BARBARA COUNTY FLOOD CONTROL & WATER CONSERVATION
POPULATION AND GROWTH
Population
The U.S. Census Bureau estimated the 2020 population of Santa Barbara County to be 444,229.
Santa Barbara County Association of Governments prepared a Regional Growth Forecast for 2050
in 2019. That report used a conservative trend-base allocation methodology estimating the Cities
population as 317,900 by 2020 and unincorporated areas estimated at 143,000. Between 2010 and
2020, the population of County increased by 22,070 people (5.7 percent or less than 1 percent per
year).
Demographics for the County are based on an age characteristics report prepared by SBCAG in
2017 and American Community Survey. These statistics are cited herein, which identified the
largest age group represented in County as 18 to 64 group at 62.5 percent. Approximately 15.3
percent of the population was in the 65 or older years age group and 22.3 percent in the under the
age of 18 group.
According to the 2020 U.S. Census, approximately 43.9 percent of the total population identified
themselves as non-Hispanic white. The Hispanic population, which is the largest ethnic group in
County, comprised 45.7 percent of the total population.
Projected Growth and Development
The County of Santa Barbara’s General Plan serves as the County’s vision for long-term land use,
development and growth, and provides the Count’s vision within its Planning Area. The County’s
General Plan was adopted in 2016, although the Housing Element is updated every 8 years in
accordance with state regulations and spans the 2023-2031 planning period.
The current County Housing Element (2023-2031) identifies an estimated growth rate of 9.5
percent within the County. The following population projections within the County are based on
the Department of Finance Table E4 estimate and SBCAG regional forecast.
Table Q-2. Population Growth and Projections (2010–2040)
2010 2015 2020 2035* 2040*
Unincorporated 133,413 140,158 143,000 149,100 151,300
Incorporated 290,482 301,805 317,900 352,400 362,000
County 423,895 441,963 460,900 501,500 513,300
* Assumes trend-based land use capacity within the City. SBCAG regional forecast model.
** DOF Table E4 projections.
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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 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Countywide was $78,925 in 2022, which does not qualify the County as a
disadvantaged community. In addition, review of the State DAC Mapping Tool and
CalEnviroScreen 4.0 was used to verify disadvantaged status with other applications of the
definition. CalEnviroScreen is a screening tool used to help identify communities
disproportionately burdened by multiple sources of pollution and with population characteristics
that make them more sensitive to pollution. The County prepared an update to its Integrated
Regional Water Management Plan in 2019. This was in part for the purposes of grants for the
Central Coast Funding Area for which a disadvantaged communities’ assessment was conducted
based on requirements for water and wastewater needs or deficiency within a service area. The
Environmental Protection Agency (EPA) has developed an Environmental Justice Screening and
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 the study of the other cases,
the communities of Casmalia, Cuyama, New Cuyama, Sisquoc, Guadalupe, Garey, Devon,
Lompoc, portions of Goleta, Santa Maria, Santa Barbara, and Isla Vista were identified as
qualifying as disadvantage communities. Therefore, the Santa Barbara County Flood Control &
Water Conservation’s Sphere of Influence does qualify under the definition of disadvantaged
community for the present and probable need for public facilities and services in the areas stated
above, however, these areas are contiguous and being served by the District.
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CHAPTER THREE: Q. SANTA BARBARA COUNTY FLOOD CONTROL & WATER CONSERVATION
Santa Barbara County Flood Control & Water Conservation
Formation, Revenues, Attributes, Types of Service, and Resources
Attributes
District area (est. square miles):
Cities 83
Entire District 2,753
Population (2020 Census):
Cities 305,954
Entire District 444,229
Assessed Valuation (FY 21-22: District portion) $101,142,126,777
Number of Treatment Plants N/A
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire District (FY 20-21) $64
Average Portion of County 1% Property Tax Received .003¢/$1
Ending Total Fund Balance (June 2021) $ 70,368,867
Change in Total Fund Balance (from June 2016 to June 2021) 3.6%
Total Fund Balance/Annual Revenue Total (FY 20-21) 526%
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
SBCFCWCD provides flood protection throughout the County by constructing flood control
facilities; acquiring federal funds and assistance for capital projects; assisting other County
departments regarding flood control issues; regulating development to meet FEMA and District
standards, measuring and recording rainfall, stream flow and reservoir level information and
maintaining capacity in key watercourses to protect public infrastructure, life and property. The
District is staffed by 41 full-time staff. Managers (8), Admin/Acct (5), Maintenance (15) Others
Office (13).
Each year in March and April, District staff inspects all of the County’s maintained drainages. A
total of 67 drainages are specifically inspected (36 on the south coast and 31 in North County) for
a total of approximately 105 miles of inspected drainages. The staff includes the Maintenance
Superintendent, Environmental Manager, Environmental Planner, and Maintenance staff. For
situations needing engineering expertise, engineering staff or consultants may also participate in
the field inspections. The staff discuss maintenance needs and objectives in the field, determines
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what reasonable alternatives exist, and develops avoidance/minimization/compensation
measures for each maintenance task. District environmental staff reviews the sites for sensitive
habitat or special status species and determine if further surveys are warranted.
The District maintains various flood control projects throughout the County that were
constructed and funded by the federal government or the District, including debris basins, flood
control channels and levees, storm drains facilities, and grade control structures. The District also
conducts maintenance of most regional flood control channels and drainage facilities within the
boundaries of the municipalities in the county.
The general revenues come from property taxes on real estate and unsecured property. The
District also receives revenue through benefit assessments. Assessment rates are based upon the
proportionate amount of stormwater runoff. These rates vary from Flood Zone to Flood Zone and
are based on the long-range cost of system operation and maintenance and of the remaining
needed capital improvements for the Zones. In the Primary Election of 1996, the voters approved
an increase in the Benefit Assessment rate in the South Coast Flood Zone. The increase was
requested to enable the District to perform its maintenance functions and to address the list of
much needed capital improvement projects in light of the significant cost increases that had
occurred since the inception of the Benefit Assessment program. In no Zone would the proposed
fiscal year 2021-22 Flood Control Benefit Assessment rate exceed $26.60 per Basic Assessment
Unit (Single Family Residence on a lot of 0.3 acres or less). The District is authorized by County
Ordinance No. 3150 to increase the assessments by a percentage not greater than the percentage
increase in the Consumer Price Index during the preceding year.
A Map of the 10 Flood Zones is provided below:
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CHAPTER THREE: Q. SANTA BARBARA COUNTY FLOOD CONTROL & WATER CONSERVATION
Construction of the facilities which make up the flood control and drainage system began in 1950
and has continued up to the present time. The following summary shows the major facilities
which the District maintains.
DISTRICT MAINTAINED FACILITIES
42 miles of closed conduits
22 miles of lined channels
50 miles of improved earth channels
150 miles of unimproved earth channels
24.5 miles of levees
TOTAL 288.5 MILES OF LEVEES AND CHANNELS
38 retarding and recharge basins
25 debris basins
10 sediment trapping basins
TOTAL 73 SPECIAL FACILITIES
It is estimated that it would cost well over $1 billion to replace this system at today's dollars.
The physical facilities, comprising of storm drains, channels (and levees), dams and debris basins,
is an integral part of the community. Transportation, utility and communication systems have
been installed on the basis that the flood protection system will remain in good working order.
Almost every community whether hillside, valley or flat land is situated with an inherent flood,
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erosion, overflow or debris problem and is habitable only to the extent that the flood protection
system is in good working order. The primary components of the flood control system are:
1. Urban Drainage: The District has constructed numerous underground storm drainpipe systems
in urbanized areas that serve a regional benefit. These systems carry the water safely to a major
channel or the Pacific Ocean. Keeping the underground storm drain pipe system in operation and
repairing or replacing work to damaged facilities is a major ongoing obligation.
2. Major Channels: The 264 miles of major channels perform two functions: they carry the
enormous peak flood runoff from the hills and uplands safely through the developed communities
in the valley and coastal plain; and, to provide an outlet for the extensive urban drainage system
extending throughout urbanized areas.
Maintenance and repair of the channels is a major ongoing obligation. Wherever possible, the
District encourages the preservation of natural creek channels as open space green belts. These
generally require more maintenance than modified channels.
3. Debris Basins: The major channels and the storm drains are effective only if they are clear and
free to carry storm flows. Flood runoff from the hillsides, and particularly from those hillsides
recently denuded by fires, slides or developments, is heavily laden with sand, silt and mud. The
debris basins perform the function of settling out the sand, silt and mud so the clear water can
safely flow through the channels and drains. Keeping these basins cleared and ready for floods is
a major ongoing obligation.
4. Flood Control: The District's dams and retarding basins perform several functions; flood
control, debris control, and water conservation. They require constant attention to assure the
structural stability of the dams and the operational readiness of the mechanical equipment such
as valves and gates.
5. Flood Warning System: Flood Control works are not economically justified on the Santa Ynez
River. In order to give residents along the river time to evacuate themselves, equipment and
livestock when flood is pending, the District operates an elaborate flood warning system. It
includes telemetered rain gages, water level sensors and dam gate position indicators. Data from
the telemetry is fed into a computer which generates flow forecasts. This system requires ongoing
maintenance and operation by expert personnel or it will not function when needed.
LAFCO of Santa Barbara County 573
CHAPTER THREE: Q. SANTA BARBARA COUNTY FLOOD CONTROL & WATER CONSERVATION
Types of Services
Collection -
Treatment -
Disposal -
Recycled -
Other X
Santa Barbara County Flood Control & Water Conservation District
Formation, Revenues, Attributes, Types of Service, and Resources
Flood Zones & Basins (Watershed Management Zones)
Address Acquired/Built Condition Size
Santa Maria Valley 1950s Good 1,845-square-mile
San Antonio Creek Poor 165 square miles
Santa Ynez Fair 900 square miles
South Coast Good 416 square miles
Goleta Slough Watershed 45 square miles
Mission Creek 7,786 acres
Arroyo Burro Creek 6,217 acres
Carpinteria Creek Watershed 9,410 acres
Rincon Creek Watershed 10,219 acres
Santa Maria River Watershed (Including Cuyama River Watershed) Regional Issues –
• Changes in clean water standards may require modification of stormwater and water quality
management
• Over regulation
• Sediment accumulation in Twitchell Reservoir reduces storage capacity and threatens
operability of release works.
• Potential releases from Twitchell Reservoir for fish migration may reduce available water
supply for groundwater recharge.
• Portions of the Santa Maria River Levee are classified as ‘Deficient.’
Santa Ynez River Watershed and San Antonio Creek Watershed) Regional Issues –
• Changes in clean water standards may require modification of stormwater and water quality
management.
• Over regulation
• Scour from gravel mining in Solvang may cause problems for infrastructure such as bridges
and other facilities.
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South Coast Watershed Regional Issues –
• Changes in clean water standards may require modification of stormwater and water quality
management
• Over regulation
• Flooding causes public health and safety risks.
• The infeasibility of improving flood control capacity to a 100-year return storm level due to
urban encroachment and high ROW acquisition costs.
• Debris management and disposal locations
The Operation and Maintenance Program is one of the District's highest priority ongoing
programs. It involves normal operation of the District's basins, channels, and other flood
protection facilities and the routine and emergency maintenance and repair of these facilities.
Maintenance of channels, levees, debris basins, dams and storm drain facilities prevents minor
storm problems from becoming major flood problems. Inoperative facilities or blockage caused by
trash or mud could unnecessarily result in extensive damage to private property. It includes the
routine maintenance and operation of dams, 264 miles of channels and storm drains, 78
retention/recharge/debris basins and many major storm drain systems.
The SBCFCWC District’s channel maintenance program is directed at preserving and
maximizing the flood carrying capacity of existing creeks, channels and rivers. Channels are
managed to remove obstructive vegetation and deposited sediments in order to allow flood waters
to flow within the channels.
In addition, the maintenance program operates and maintains a series of debris basins, retardation
basins, and groundwater recharge basins. Routine maintenance of these facilities is essential to
preserving their operating effectiveness.
Flood control maintenance is accomplished through three basic methods: heavy equipment work,
hand clearing, and herbicide application. Throughout the County, natural and man-made flood
control facilities in the County are subject to damage and loss of capacity through sedimentation,
vegetation growth, bank erosion, and other obstructions by debris. The District uses heavy
equipment to remove sediment, clear obstructive vegetation, and correct minor erosion problems.
In many streams on the South Coast, obstructive vegetation is removed by hand crews using chain
saws and other hand tools. Throughout the County, herbicides are used to inhibit the growth of
obstructive vegetation and to control weed growth on a variety of sites. The Division's
maintenance crews are generally separated into a South Coast crew based in Santa Barbara, and a
North County crew with shops in Santa Maria and Lompoc.
LAFCO of Santa Barbara County 575
CHAPTER THREE: Q. SANTA BARBARA COUNTY FLOOD CONTROL & WATER CONSERVATION
Total Staffing
Personnel Per 1,000
population
Full time Maintenance 15 0.33
Emergency Operators 0 0
Administrative Personnel 5 0.11
Other District Staff 21 0.46
Santa Barbara County Flood Control & Water Conservation District has a total of 41 permanent
employees. In addition to the maintenance crews in the field, the District has three full-time staff
to fulfill the environmental requirements of the District Maintenance operations. These staff
members are responsible for permitting of maintenance activities, monitoring of activities for
compliance, planning/implementing mitigation efforts associated with maintenance work, and
assisting other District and Departmental needs on environmental issues.
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
Director (1) n/a n/a
Managers (8) n/a n/a
Maintenance (15) n/a n/a
Other Office (11) n/a n/a
Operations Permitting (2) n/a n/a
Administrative Personnel (5) n/a n/a
Watercourse Capacity
The SBCFCWCD service area’s
Santa Barbara County Flood Control & Water Conservation
conveyance capacity for
preserves existing conveyance capacity and prevent the maintenance consists of routine
maintenance and mitigations
accumulation of obstructing vegetation and sediments that could
measures to maintain existing
increase existing flood hazards that could then result in damage capacities.
to life, public property, and infrastructure. The extent and
frequency of maintenance are dependent upon many factors including the availability of funds
from individual flood zones, the degree of flood hazard, and the environmental impacts of the
maintenance actions.
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System/Maintenance Demands
Alamo Pintado Creek originates in the San Rafael Mountains and The SBCFCWCD provides routine
maintenance to 67 different
flows southward through pasture, cultivated fields and the channels/basins or drainages
throughout the entire county.
towns of Los Olivos, Ballard and Solvang before flowing into the
Santa Ynez River. Alamo Pintado Creek drains a 19,000-acre watershed along the western
boundary of the Santa Ynez Valley, which is capable of producing 7,400 cfs at Highway 246 during
a 100-year return period precipitation event.
Bradley Canyon Channel begins approximately 0.7 miles upstream (south) of Betteravia Road and
flows northward to the Santa Maria River, a total distance of approximately two (2) miles. This
drainage is confined by a levee on the west side of the 100-foot-wide channel and an earthen slope
on the east side.
Foxenwood 3 Basin collects runoff from the surrounding residential development where it slowly
evaporates over the summer months, rarely going completely dry due to hard pan underlying the
basin. The basin receives runoff even during the summer months from residential landscape
irrigation and urban tailwater. If the basin overflows, the water exits via a concrete spillway and
flows into the large surrounding open space owned by the Airport where it seeps into the ground.
When the valves are in working order, water can be released via a pipe and flows to Getty Basin
where it contributes to groundwater recharge of the Santa Maria Valley.
Green Canyon drainages begins south of the town of Guadalupe and terminates approximately
two (2) miles east of the confluence with Orcutt/Solomon Creek. The Green Canyon system is
divided into three (3) channels: North, Middle, and South. South Green Canyon flows into
Orcutt/Soloman Creek in agricultural fields near Highway 1. North Green Canyon flows into
Middle Green Canyon, which meets Orcutt/Soloman Creek near the Santa Maria River.
The Mission Hills Channel runs along the northeast area of Lompoc, along the east side of the
Mission Hills subdivision. The channel widens into a basin of approximately one (1) acre on the
west side of the channel. The basin provides overflow capacity and sediment capture upstream of
the Mission Hills Community Services District water treatment facility. The Mission Hills
channel and basin are prone to sedimentation and culvert blockage at the basin outlet. These
conditions present a flood hazard adjacent to the Mission Hills Community Services District
treatment facility and the upstream neighborhoods adjacent to the basin.
Orcutt/Solomon Creek originates in the Solomon Hills southeast of Santa Maria and drains a
27,357-acre watershed. The District’s management area includes the semi-urban reach of the
watershed running through the community Orcutt, as well as portions of the creek running near
the Laguna Sanitation Water Treatment Plant and the downstream confluence of Orcutt Creek
and the Santa Maria River.
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CHAPTER THREE: Q. SANTA BARBARA COUNTY FLOOD CONTROL & WATER CONSERVATION
Pine Canyon Creek is a tributary to Solomon Creek and runs through the southern portion of
Orcutt. The sandy substrate in the creek invert held some standing water at the time of the
inspection but the majority of this stretch of creek did not contain flowing water. The creek dries
out during the summer months and only occasionally contains water due to irrigation runoff from
adjacent neighborhoods.
The Rodeo-San Pascual Basin is formed at the confluence of Rodeo Channel (also called La Salle
Canyon) coming from the west and San Pascual Channel (also called Sloan Canyon) from the east.
These two canyons run through the Lompoc Foothills into concrete lined channels, meeting south
of Ocean Avenue, where each tributary flows through a concrete culvert under agricultural access
roads. Rodeo Channel is concrete lined from approximately 2000’ feet upstream of the basin and
San Pasqual Channel is concrete lined from approximately 4600 feet above the basin. At the point
of confluence, the drainages expand into a settling basin, approximately 1 acre in surface area.
Flows into Rodeo-San Pascual Basin are mostly agricultural tailwater during summer months.
The basin remains wet year-round due to natural seepage and irrigation in the watersheds.
San Antonio Creek, located in northwestern Santa Barbara County is near the unincorporated
area of Los Alamos. The area where maintenance will occur is an approximately five (5)-mile
portion of San Antonio Creek. San Antonio Creek through the maintenance area is low gradient,
with sand and gravel substrate, running through low density urban areas of Los Alamos and
agricultural fields downstream.
Airport Channel begins a short distance to the west of the intersection of Skyway Drive and
Lakeview Road northeast of the Santa Maria Airport. The Airport Ditch is a trapezoidal channel
that has been reinforced with hard bank structures (i.e., concrete riprap) in some locations. The
ditch trends northwest along Skyway Drive for approximately one (1) mile. After passing beneath
Skyway Drive, the ditch runs generally westward along the south side of the former Sunset Ridge
Golf Course. Runoff is directed from north and west of the golf course to a weir structure in the
corner of the channel adjacent to the golf course. The weir enables water to be diverted into a
natural, westward-trending channel that leads to Betteravia Lakes. A three-quarter mile segment
of the Airport Ditch between Air Park Lane and the point where Skyway Drive turns north is
concrete lined.
The Santa Maria River originates in the Los Padres National Forest and drains a 1,600 sq. mile
watershed capable of producing 100,000 cfs during a 100-year return period precipitation event.
Two main tributaries, the Sisquoc River and Cuyama River, join east of the City of Santa Maria
and continue westward to the Pacific Ocean. Approximately 26 miles of the River are bounded by
a levee along portions of the north and south banks to protect farms, and the cities of Santa Maria
and Guadalupe. Between the levees, the Santa Maria River is a wide sandy corridor with a series
of active and inactive braided channels.
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The Santa Ynez River is one of the largest rivers in Santa Barbara County. The River is
approximately 78 miles long and drains a watershed of 789 square miles. The River runs from west
to east along the north slopes of the Santa Ynez Mountain Range. The lower watershed is on
federal and private property. The river above the Lompoc Regional Waste Water Treatment
Facility flows intermittently during the wet season, depending on rainfall and releases from the
Bradbury Dam upstream. The river most often dries up during the summer months upstream of
the City of Lompoc. Just below the WWTP, the river is perennial due to outflow from the facility.
Tanglewood Channel begins at the end of Myrtlewood Avenue in the Tanglewood Subdivision.
The channel begins as a storm drain outlet that receives run-off from the subdivision streets.
Along with run-off from the subdivision, the ditch also collects street trash such as papers, soda
cans, bottles, metal debris, and miscellaneous litter. This ditch runs approximately 330 feet to the
south and then takes a 90-degree turn to the west for a distance of 460 feet where it flows under
Black Road and eventually down to some ponded wetlands. The drainage meets with Orcutt
Creek, although surface water is typically only present during the rainy season in the lower 460
feet of the drainage while the upper 330 feet of the drainage retains stagnant water year-round.
West Main Channel is a degraded unlined trapezoidal roadside ditch that runs from just west of
Blosser Road in Santa Maria parallel to West Main Street for a distance of approximately 1.5 miles
where it flows under West Main Street through a culvert and enters Unit II Channel. Unit II
Channel is a constructed trapezoidal channel that trends north from West Main Street to the
Santa Maria River Levee, a distance of about 2 miles, where it enters the Santa Maria River. Unit
II Tailwater Channel is an unlined, trapezoidal channel that carries highly turbid irrigation and
storm water runoff from agricultural fields south of the Santa Maria River. The channel trends
westward for about 1.5 miles parallel to the Santa Maria River Levee and discharges into the river
just east of Bonita School Road. The segment of East Channel that is maintained by the District is
a 2-mile portion of the ditch that runs parallel to the Santa Maria River on the south side of the
levee. The East Channel runs along agricultural fields and drains into Unit II, then through the
levee via culvert.
Zaca Creek is a tributary to the Santa Ynez River and runs through the central portion of the city
of Buellton. The District routinely maintains Zaca Creek from upstream of Highway 101 to the
Santa Ynez River. Zaca Creek drains a 21,000-acre watershed capable of producing 4,600 cfs
during a 100-year return period precipitation event.
Zanja de Cota Creek is a small, intermittent drainage that runs through the community and back
yards of Santa Ynez. The drainage collects mostly stormwater from the residential lots on both
sides of the surrounding watershed. The channel is shallow, generally only a few feet lower than
the adjacent yards.
Arroyo Burro Creek originates in the foothills of the Santa Ynez Mountains and drains a 5,559-
acre watershed capable of producing 5,400 cfs during a 100-year return period precipitation event.
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CHAPTER THREE: Q. SANTA BARBARA COUNTY FLOOD CONTROL & WATER CONSERVATION
Land use adjacent to the creek is residential and open space. There are two sections of Arroyo
Burro Creek, which are owned and in the process of being restored by the City of Santa Barbara.
Due to irrigation installation limiting access and direction from City Staff not to maintain these
areas, the District will no longer maintain the stretches of creek from Calle De Los Amigos to
Torino Drive and from Stonecreek Road to the end of Alan Road.
Arroyo Paredon Creek originates in the foothills of the Santa Ynez Mountains and drains a 2,995-
acre watershed capable of producing 3,500 cfs during a 100-year precipitation event.
Canada de la Pila originates in the foothills of the Santa Ynez Mountains and flows through a 48”
high density polyethylene pipe for approximately 2,700 feet around the west side of the Tajiguas
Landfill. The 48” pipe discharges into a box culvert which discharges into the natural channel
approximately 200 feet south of the maintenance shop. Three litter fences (trash racks) are
present in the natural creek channel to control/collect litter.
Carpinteria Creek originates in the foothills of the Santa Ynez Mountains and drains a 9,680-acre
watershed capable of producing 8,900 cfs during a 100-year return period precipitation event. The
upper watershed was burned during the Thomas Fire and the entire creek was affected by the
January 9, 2018, debris flow. Due to the volume of material moving through the system, a large
amount of vegetation growing within the creek banks was lost. However, the watershed is
beginning to recover and a large amount of willow sprouts are growing throughout the creek
invert.
El Encanto Channel is a mostly channelized tributary to Devereux Creek. A major improvement
project in 2017 was performed by UCSB, converting the Ocean Meadows Golf Course to the North
Campus Open Space. The project reduced flood elevations in the surrounding neighborhoods.
Montecito/Cold Springs/Hot Springs Creek originates in the foothills of the Santa Ynez
Mountains and drains a 3,890-acre watershed (excluding the La Vereda Creek Watershed)
capable of producing 5,700 cfs during a 100-year return period precipitation event.
Maria Ygnacio Creek originates in the foothills of the Santa Ynez Mountains and drains a 4,535-
acre watershed capable of producing 7,200 cfs during a 100-year return period precipitation event.
Mission Creek originates in the foothills of the Santa Ynez Mountains and drains a 7,589-acre
watershed capable of producing between 5,800 and 7,500 cfs during a 100-year return period
precipitation event.
San Jose Creek originates in the foothills of the Santa Ynez Mountains and drains a 5,503-acre
watershed capable of producing 5,300 cfs during a 100-year return period precipitation event.
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San Pedro Creek originates in the foothills of the Santa Ynez Mountains and drains a 4,555-acre
watershed capable of producing 6,200 cfs during a 100-year return period precipitation event.
San Ysidro Creek originates in the foothills of the Santa Ynez Mountains and drains a 2,621-acre
watershed capable of producing 3,500 cfs during a 100-year return period precipitation event.
Tecolotito Creek originates in the foothills of the Santa Ynez Mountains and drains a 3,858-acre
watershed capable of producing 4,600 cfs during a 100-year return period precipitation event.
The above list is not an exhaustive list of all 67 channels and basins, but provides a general
description of some of the channels and basins. A complete list can be view by visiting the County
website.
Service Performance
LAFCO estimates 26.7-acres of
Between 2002 and 2020 the SBCFCWCD has implemented
restoration throughout the County
approximately 26.7 acres of restoration throughout the county directly related to annual routine
maintenance plan.
directly related to the Annual Routine Maintenance Plan. It is
made up of 9.8 acres on the South Coast and 16.9 acres in North County. In the North County,
13.4 of the 16.9 acres are within the Santa Maria River. In the past twenty-eight years, outside of
the Annual Routine Maintenance Plan, and in association with other projects, the District has
also implemented an additional 30+ acres of riparian restoration within Santa Barbara County.
The SBCFCWCD provides water management and
SBCFCWCD Snapshot: FY2022
flood control services to its constituents directly and
Planning Reports Year Updated
plans for them in various planning documents,
Land Use 2016
including the Annual Maintenance Plan, Capital
Joint Powers Agreement 1984
Improvement Plan, Integrated Regional Water Maintenance Plan annually
IRWMP 2019
Management Plan, and Benefit Assessment Report
Capital Improvement Plan 2021
prepared in 2021. The County’s Land Use Element, Benefit Assessment 2021
which was last updated in 2016, contains Land Use, Hydrology Report 2020
Climate Plan 2011 & 2015
Public Facility, and Resource Constraints.
FINANCES
The Flood Control District is a dependent special district governed by the Board of Directors,
which is comprised of the same individuals as the Santa Barbara County Board of Supervisors. For
financial reporting purposes, the County’s basic financial statements include all financial
activities that are controlled by or are dependent upon actions taken by the County’s Board. These
special districts do not issue separate financial statements. The governmental reporting entity
consists of the County and its component units. Component units are legally separate
organizations for which the Board is financially accountable or other organizations whose nature
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CHAPTER THREE: Q. SANTA BARBARA COUNTY FLOOD CONTROL & WATER CONSERVATION
and significant relationship with the County are such that exclusion would cause the County’s
financial statements to be misleading or incomplete.
The District is divided into ten active flood control zones including most of the county
unincorporated area and the seven cities in the County. The district is primarily funded through
property taxes, charges for services, benefit assessments, and federal grants. The District’s budget
is prepared annually prior to the start of each fiscal year. The budget supports routine operations
and maintenance, and its CIP (Capital Improvement Program). Using data from the last three
years, the District received an average annual income of $17.3M from taxes and benefit
assessments, while the average cost of operation and maintenance cost was $13.1M. The District
received over $20M in State and Federal grant funding for debris flow and debris laden flood
mitigation projects coming out of the 19 Debris Flow Emergency. The District does not have a
formal contingency policy; however, the District retains significant fund balances for capital
projects and to hedge against storm related disasters.
District Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Property Taxes $12,631,330 47.1% $13,092,296 45.6%
Licenses, permits, and Franchises $16,939 0.1% $19,659 0.1%
$1,343 0% $562 0%
Fines, Forfeitures, and Penalties
$1,332,583 4.9% $-115,946 -0.4%
Use of Money and Property
Intergovernmental Revenue State, Federal, $7,673,874 28.5% $11,656,088 40.7%
Other
Charges for services $3,909,280 14.5% $4,011,423 14.0%
Miscellaneous $1,258,818 4.9% $5,891 0%
Revenue total $26,817,167 100.0% $28,669,973 100.0%
Source: Santa Barbara County Flood Control & Water Conservation District, Financial Statements, June 30,
2020 and 2021, 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 the Thomas Fire and debris flow. The District’s reserve balances have sufficient
funds to absorb relatively revenue imbalances. The line graph below shows the current financial
trend in millions. These indicators provide a measurement of the agency’s financial condition over
time.
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CHAPTER THREE: Q. SANTA BARBARA COUNTY FLOOD CONTROL & WATER CONSERVATION
SANTA BARBARA COUNTY FLOOD CONTROL & WATER CONSERVATION
Fiscal Trends-SBCFC&WCD
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70
60
50
40
30
20
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2018-19 2019-20 2020-21
Revenue Expenditure Reserve
This indicator addresses the extent to which charges for service
Charges for Services & Property Tax covered expenses. Charges for Services and Property Taxes are
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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
2016 $ 6,785,471 $ 6,438,740 1.0
2017 $ 15,727,360 $ 13,567,656 1.1
0.5
2018 $ 21,609,240 $ 25,231,668 0.8
2019 $ 26,437,418 $ 28,106,390 0.9
0 2020 $ 26,824,167 $ 20,429,222 1.3
2016 2017 2018 2019 2020 2021 2021 $ 28,669,974 $ 29,843,266 0.9
LAFCO of Santa Barbara County 583
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Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2017 2018 2019 2020 Trend
Funded ratio (plan assets as a % of plan liabilities) 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%
2021 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 County provides pension benefits to eligible employees through cost sharing multiple-
employer defined benefit pension plans (pension plans) administered by the Santa Barbara
County Employees’ Retirement System (SBCERS). SBCERS administers six County pension
plans. With the passage of the Public Employees’ Pension Reform Act (PEPRA), the County
established a new pension plan, Plan 8, with two rate tiers – one for safety and one for general
members. As of January 1, 2013, Plan 8 is the only pension plan available to new employees. For
each of the plans, the County’s contractually required contribution rate for the year ended June
30, 2021 was a specified percent of annual payroll, actuarially determined as an amount that, when
combined with employee contributions, is expected to finance the costs of benefits earned by
employees during the year. Additional amounts required to finance any unfunded accrued liability
are the responsibility of the plan sponsors. At June 30, 2021, the County, including its discretely
presented component unit, reported a liability of $981,008 for its proportionate share of the net
pension liability.
SBCERS issues its own Annual Comprehensive Financial Report (ACFR) that may be obtained by writing
to SBCERS at 130 Robin Hill Road, Suite 100, Goleta, CA 93117 or on the SBCERS website at:
http://cosb.countyofsb.org/sbcers
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0.8 0.8
0.6 0.6
0.4 0.4
0.2 0.2
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2016 2017 2018 2019 2020 2021
2016 2017 2018 2019 2020 2021
Agency Assets (other than capital) $0 $0 $0 $0 $0 $0
Net Liabilities (pension & OPEB) $0 $0 $0 $0 $0 $0
CHAPTER THREE: Q. SANTA BARBARA COUNTY FLOOD CONTROL & WATER CONSERVATION
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 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.
Section 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 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.
On March 1, 2016, the County adopted a resolution approving an OPEB (401(h) Account) Funding
Policy. This policy provides funding for the OPEB Plan at 4% of Covered Payroll for the 401(a)
Pension Plan. Employees are not required to contribute to the OPEB Plan.
LAFCO of Santa Barbara County 585
CHAPTER THREE: Q. SANTA BARBARA COUNTY FLOOD CONTROL & WATER CONSERVATION
Funding
The District budget includes operation and maintenance for the district and its ten flood zones.
The following chart reflects the actual cost for the district’s operating and maintenance
expenditures throughout the county.
Asset Maintenance and Repair
The District does not budget for asset maintenance and repairs.
Capital Improvements
The District’s Capital Improvement Plan (CIP) for Fiscal Year 21-26 identifies approximately
$12,992,000 in FY 2021-22, $24,230,000 in FY 2022-23, and $8,345,000 in FY 2023-24. The
following are included;
Culverts & Drainage Structures - $315,000 (FY21-22), $579,000 (FY 22-23), $300,000 (FY 23-24)
Maria Ygnacio Main Debris Basin Modification - $968,000
Maria Ygnacio East Debris Basin Modification - $880,000
Randall Road Debris Basin - $24,292,000
Cold Springs Debris Basin Modification - $2,570,000
Romero Cr Debris Basin Capacity Improvement Project - $2,406,000
San Ysidro Debris Basin Modification - $2,460,000
Santa Monica Debris Basin Modification – $6,766,000
Bradley Channel Improvement Project - $8,780,000
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CHAPTER THREE: Q. SANTA BARBARA COUNTY FLOOD CONTROL & WATER CONSERVATION
Channel - Debris Stockpile Area - $130,000
Channel - Lower Mission Creek Flood Control Proj, (Reach 2b-2 & 3) - $36,204,000
Equipment Replacement Program – Flood Control District - $745,000
Prior Accomplishments include:
Cold Springs Basin expansion, Contract awarded, completed fall 2020.
East Side Storm Drain outlet, this facility drains half the City of SB and the outlet is in a marine
environment and in need of replacement, contract awarded, completed late 2020.
Randall Road Debris basin, Contract awarded, completed summer 2022.
Romero Debris Basin modification, Contract awarded, expected completion fall 2022.
Long-term Liabilities and Debts
The District has no long-term debt associated with capital improvement projects and
infrastructure. There are no current plans to add long-term debt financing.
Opportunities for Shared Facilities
SBCFCWCD has numerous agreements and MOUs for specific flood control improvement
projects with various government agencies and private entities, include most (if not all) the Cities
within the County, the US Army Corps of Engineers, and the Natural Resource Conservation
Service.
Rate Structure
Rates for the District were last updated and adopted by the Board of Directors in June 2021. The
rates are based on a 2021-22 Benefit Assessment Report and undergo periodic review and
adjustment, per District policy. The District is authorized by County Ordinance No. 3150 to
increase the assessments by a percentage not greater than the percentage increase in the
Consumer Price Index during the preceding year.
Benefit Assessment Rates (Effective FY 2021-2022)
A. Assessment per Group
Fiscal Year Assessment Values*
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CHAPTER THREE: Q. SANTA BARBARA COUNTY FLOOD CONTROL & WATER CONSERVATION
GROUP A - Commercial Industrial.
GROUP B - Institutions and Apartments
GROUP C - Single-family residential and small multiple (2 to 4 units), cemeteries.
GROUP D - Irrigated agriculture, golf courses.
GROUP E - Dry farmed agricultural, vacant ground.
Note: A $1.00 per parcel assessment is added per Resolution No. 82-209 pursuant to
Government Code Sections 29304 and 51800.
1Minimum assessment included up to 0.3-acre lot. Any single family "Group C" lot area over 0.3 acres will be
additionally charged in accordance with the schedule for "Group D".
Figure Q-3 shows a rate comparison for four Santa Barbara County, Ventura County, and San Luis
Obispo County. The following charts show the comparison of three County’s Flood Control
Districts. Overall, Santa Barbara County Flood Control & Water Conservation assessment rates
for members are higher than other communities in the San Luis Obispo and Ventura County area.
The charts are based upon an annual assessment levied by Flood Control Districts for FY 2021-22.
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CHAPTER THREE: Q. SANTA BARBARA COUNTY FLOOD CONTROL & WATER CONSERVATION
$70 63.33
$60
$50
36.99
$40
$30
9.06
$20
$10
$0
SLO Ventura SB
ORGANIZATION
Governance
Santa Barbara County Flood Control and Water Conservation District’s governance authority is
established under State Legislation in 1955, Water Code, Chapter 74. This principal act empowers
SBCFCWCD to provide a moderate range of municipal services. A list comparing active and latent
powers follows.
Active Service Powers Latent Service Powers
- Flood Control None
- Storm Water
Governance of Santa Barbara County Flood Control and Water Conservation District 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. SBCFCWCD
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 589
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Assessment Comparision -Annual Values
San Luis Obispo County Ventura County Santa Barbara County
CHAPTER THREE: Q. SANTA BARBARA COUNTY FLOOD CONTROL & WATER CONSERVATION
Santa Barbara County Flood Control & Water Conservation District |
Current Governing Board Roster
Member Position Background Years on District
Das Williams, 1st District Vice-Chair Legislator 6
Laura Capps 2nd District Supervisor Public affairs 2 mo
Joan Hartmann, 3rd District Chair Educator/ government 6
Bob Nelson 4th District Supervisor Educator 2
Steve Lavagnino, 5th District Supervisor Aerospace/ government 12
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.
Santa Barbara County Flood Control & Water Conservation Website Checklist
website accessed 7/25/22 https://www.countyofsb.org/2155/Flood-Control
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?
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CHAPTER THREE: Q. SANTA BARBARA COUNTY FLOOD CONTROL & WATER CONSERVATION
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: SBCFCWCD is a dependent board-governed Special District. Refer to https://www.countyofsb.org/2155/Flood-
Control 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 water, wastewater, and stormwater services met their needs and/or identify any unmet
needs. The questions identify key components recommended by LAFCO staff.
Santa Barbara County Flood Control & Water Conservation Questionnaire
Revenues, Types of Service, and Resources
Santa Barbara County Flood Control & Water Conservation |
Responses by Respondence
Questions Satisfactory Unsatisfactory Undecided
1. Overall, are you satisfied with the level of water, - - -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment - - -
provided with the level of water, wastewater, or
stormwater 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 Santa Barbara County Flood Control & Water
Conservation District at this time.
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CHAPTER THREE: AGENCY PROFILES
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R. County Service Area 12 (Mission Canyon)
Administrative Office: 620 West Foster Road, Santa Maria, CA 93455
Phone: 805/803-8750
Fax: 805/803-8753
Email: pwweb@countyofsb.org
Website: www.countyofsb.org/1163/County-Service-Area-12
Public Works Director: Scott McGolpin
Utilities Manager: Martin Wilder
SUMMARY
The County Service Area 12 (Mission Canyon Sewer District) provides collection of sewage and
inspection of septic tanks for about 2,649 people throughout 1.74 square miles in southern Santa
Barbara County that largely encompasses the Mission Canyon Planning Area and portions of the
City of Santa Barbara. The CSA 12 sewer system serves approximately 804 parcels. Under a JPA
with the City of Santa Barbara, the wastewater is further collected, treated, and discharged.
Sewer service charges for operation and maintenance of the sewer system are assessed on the tax
roll in an amount to cover its costs, which is approximately $317 per year and includes a reserve
to meet future needs. City sewer costs are directly billed by the City on the City water bill. Septic
tank performance tracking is managed by the County Public Health Department. The District’s
boundary is the same as its Sphere of Influence and there are no proposals for expansion, however
Study Areas are considered. The District receives financial support at a rate of approximately $102
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 12 (Mission Canyon) was formed in 1984. It was formed to construct a
sewer system to convey wastewater from failing septic systems in the Mission Canyon area as
well as tracking performance of septic systems that were allowed to remain in use but located on
larger parcels further up the canyon. Wastewater is conveyed to the City of Santa Barbara
collection system and wastewater treatment plant. The Mission Canyon Sewer Assessment was
established in 1985 and retired in 2004 to fund the approximately $6 million cost of the sewer
system construction project, which was completed in November 1986. The sewer system is
regulated by Statewide General Waste Discharge Requirements for Sanitary Sewer Systems
General Order 20O6- 0003 issued by the State Water Resources Control Board. These Orders
implemented a more formal approach to sewer system operation, provided for consistency
statewide, and incorporated an online reporting system. Septic systems are regulated by the
Cpunty Public Health Department Environmental Health Services Office.
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CHAPTER THREE: R. COUNTY SERVICE AREA 12
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CHAPTER THREE: R. COUNTY SERVICE AREA 12
County Service Area 12 overlaps the Santa Barbara Mosqu ito and Vector Control District, Santa
Barbara Metropolitan Transit District, Cachuma RCD, County of Santa Barbara Fire Protection
District, portion of Mission Canyon Lighting District, Cou nty Service 32 (Law Enforcement), and
County Flood Control & Conservation District, and the County Water Agency.
The District estimated it serves a population of 2,649 people. The District anticipates a minimal
growth rate within Mission Canyon area in the coming years. In 2020, it was estimated that the
District serves 804 parcels and 20 connections.
OPERATIONS
County Service Area 12 provides sewage collection services to an unincorporated area of Santa
Barbara County (Mission Canyon area) and is a satellite to the City of Santa Barbara's El Estero
wastewater treatment plant. The CSA 12 sewer system is managed by the County of Santa Barbara
Public Works Department with operational and maintenance services provided by private
contractors. The septic systems in CSA 12 are managed by the County of Santa Barbara
Environmental Health Services office of the Public Health Department. The sewer system is
comprised of 13 miles of gravity sewer lines, 0.40 miles of force main, and two (2) lift stations that
serve eight (8) and ten (10) parcels each.
Most of the District’s general revenues come from rates adopted annually and are collected on the
tax roll as a fixed charge similar to a benefit assessment. Rates are based on administration,
operation and maintenance, and capital reserve costs.
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
In 1978, partially due to the problematic nature of wastewater disposal within the area, the Board
of Supervisors designated Mission Canyon a “Special Problems Area.” In 1983, the Regional Water
Quality Control Board adopted Resolution 83-04 prohibiting the discharge of waste from certain
individual sewage disposal systems and an Environmental Impact Report (EIR) was prepared to
address the environmental impacts of extending sewer service to portions of Mission Canyon. The
City of Santa Barbara expressed concerns related to growth inducement issues, particularly in
terms of potential conflicts with the City’s Charter Amendment adopted in 1982, which states
“…land development shall not exceed its public services and physical and natural resources…”. The City was also
concerned that if it agreed to provide contract sewer services, it would have no control over future
LAFCO of Santa Barbara County 595
CHAPTER THREE: R. COUNTY SERVICE AREA 12
building density. A Supplemental EIR was prepared to respond to the City’s concerns. The
S upplemental EIR concluded that the adoption of a “Specific Plan” could control the rate of
g rowth within the area more effectively than existing regulations. The Specific Plan concept was
approved by the County, a Joint Powers Agreement with the City was adopted that recognized
the City’s provision of sewer service and required approval of both entities for any amendments
to the Specific Plan. A Mission Canyon Area Specific Plan was adopted by both the County and
City in October 1984.
County Service Area 12 currently operates under a JPA with the City of Santa Barbara to provide
sewer collection and treatment. The collection system and lift stations have capacity to add a
greater number of residences to the system and decrease the use of septic systems in Mission
Canyon area consistent with the JPA Agreement. Approximately 85% of the total parcels in
Mission Canyon are developed with a housing unit. Prior to public sewer service in Mission
Canyon, the Plan Area had a long history of problems related to the use of onsite wastewater
treatment and disposal. These problems resulted from a combination of unfavorable soil and
subsoil characteristics, steep slopes, relatively dense residential development in some areas, and a
lack of routine onsite wastewater treatment system maintenance by homeowners.
The City provides wastewater treatment and disposal for all existing and future buildings
requiring sewers in the Service Area as well as receipt, treatment, and disposal of effluent pumped
from onsite wastewater treatment systems located in the Maintenance Area. The County
constructed the sewer facilities and contracts out operation and maintenance activities. Although
not a part of the Joint Powers Agreement, the City also provides potable water to Mission Canyon
residents. The agreement for this service is referenced in the 1984 Specific Plan as originating from
a 1912 Water Services Agreement.
LAFCO of Santa Barbara County encourages CSA 12 and the City of Santa Barbara to continue
operating under the JPA. Capital improvements, infrastructure, and facilities should be planned
for the upper end of the Heights.
Governance Structure Options
Most of CSA 12 boundary is included in the City of Santa Barbara’s Sphere of Influence. While
eighteen properties currently within the City are being served by CSA 12, at some point the City
should be the service provider. Annexation of the area should include conversations with the
residents and capital infrastructure planning put in place 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 12 continues to
discuss partnerships with the City and operate under the existing JPA. 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.
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Regional Collaboration
County Service Area 12 currently operates under a JPA wit h the City of Santa Barbara to provide
sewer collection and treatment. County Environmental Health Department manages the private
septic systems within CSA 12 service boundary.
SPHERE OF INFLUENCE & BOUNDARIES
The Sphere of Influence for the CSA 12 (Mission Canyon Sewer District) boundaries are
coterminous with fire District service area. The District currently has no Sphere of Influence
beyond the boundary it serves. A map of the District’s Sphere of Influence and boundaries can be
seen at the beginning of this profile.
While no significant changes are anticipated to the District boundaries the sewer system is
located south and north of Foothill Road (SR 192) where denser developments on smaller lots
exist. The upper end of the Heights neighborhood is still on septic systems, but within the CSA
12 boundary. Eighteen (18) parcels are located within the City limits of Santa Barbara that are
served by CSA 12, yet outside of the sphere under a prior agreement.
Sphere of Influence Study Areas
For study purposes, LAFCO staff has prepared the following table and map that included one
generally described area to be considered as the Study Areas for the Sphere of Influence. The
Study Areas are used to help analyze and identify which properties should be added or excluded
from the Sphere of Influence. A summary of the Study Areas is listed in the table below:
Table R-1: County Service Area 12 Study Areas
Study Description Acres Existing Prime Constraints
Area Zoning AG Land
Arriba Way Area 7.13
1 Single-Family Residential No None, already connected
023-080-001; 023- for sewer collection by
RU-3LR (RS-15)
080-002; 023-080- CSA 12 and treatment by
003; 023-080-004; City of Santa Barbara.
023-080-005; 023-
080-006; 023-080-
009; 023-080-010;
023-080-011; 023-
080-012; 023-080-
013; 023-080-014;
023-080-015; 023-
080-016; 023-080-
017; 023-080-018;
023-080-019; 023-
080-020
Totals 7.13
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CHAPTER THREE: R. COUNTY SERVICE AREA 12
T he Study Areas are described in more detail below and include: a map that focuses on the
p articular area and the recommendation made by LAFCO Staff. The discussion addresses the size
and location of the area, current zoning and other relevant information. The staff
recommendation for each area is based upon the information in Municipal Service Review and
information provided by the District and City.
SOI Study Area #1 – Arriba Way Area (Located in SB City; Not Within SOI). These 18 parcels
total 7.13 acres located along a southern notch of City limits at Arriba Way. This area along with
the northern neighborhood are within the City of Santa Barbara. However, only the 18 parcels are
connected to CSA 12 sewer collection system. All 18 parcels have an existing single-family
residence that utilizes collection systems that is ultimately treated at the City’s El Estero Plant.
Figure R-2
SOI Study Area #1
Study Area
Existing SOI
District Line
7.13 acres 1
Residential
APNs 023-080-001, 023-080-002, 023-
080-003, 023-080-004, 023-080-005,
023-080-006, 023-080-009, 023-080-
010, 023-080-011, 023-080-012, 023-080-
013, 023-080-014, 023-080-015, 023-080-
016, 023-080-017, 023-080-018, 023-080-
019, & 023-080-020
LAFCO Staff Recommendation. The SOI should exclude Study Area One. Staff recommendation
is to exclude these 18 parcels from CSA 12 Sphere of Influence. The area is largely buildout with
existing single-family residences. The area is already within the City of Santa Barbara for all other
services. The City and CSA 12 (via County of Santa Barbara) have a Joint Powers Agreement for
wastewater collection and treatment for the entire Mission Canyon boundary. Under the JPA the
County provides for all operational and maintenance activities and only collects sewer charges to
cover its costs. The Mission Canyon CSA 12 boundary currently resides within the City of Santa
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CHAPTER THREE: R. COUNTY SERVICE AREA 12
Barbara’s Sphere of Influence, as well, this indicates at some point the area would be best served
by the City in the future.
BOUNDARIES
Jurisdictional Boundary
Carpinteria/Summerland-Fire
County Service Area 12’s existing boundary spans approximately jurisdictional boundary spans 1.74
square miles with 99.5% being
1.74 square miles in size and covers 1,115 acres (parcels and public
unincorporated and under the land
rights-of-ways) of contiguous areas with slightly less than five- use authority of the County of Santa
Barbara. The remainder of the
one hundreds in City of Santa Barbara. Nearly 99.5% of the
jurisdictional boundary lies within
jurisdictional service boundary is unincorporated and under the the City of Santa Barbara.
land use authority of the County of Santa Barbara. The remaining
portion of jurisdictional service lands approximately 0.5% of the total is incorporated and under
the land use authority of the City of Santa Barbara. Overall, there are undetermined number of
registered voters within the jurisdictional boundary.
CSA 12 (Mission Canyon) |
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 2.0 0.1% 2 TBD
CSA 12 1,050 99.5% 1,134 TBD
APN list Served by CSA 7.13 0.4% 19 N/A
12 within City Limits:
023-250-052; 023-080-
001; 023-080-002; 023-
080-003; 023-080-004;
023-080-005; 023-080-
006; 023-080-009; 023-
080-010; 023-080-011;
023-080-012; 023-080-
013; 023-080-014; 023-
080-015; 023-080-016;
023-080-017; 023-080-
018; 023-080-019; 023-
080-020
Totals 1,057 100.0% 1,134 TBD
CSA 12 (Mission Canyon) |
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 1,050 99.5% 1,134 TBD
City of Santa Barbara 7.13 0.5% 18 TBD
Totals 1,057 100.0% 1,152 TBD
Total assessed value (land and structure) is set at $1.0 billion as of April 2022, and translates to a
per acre value ratio of $963,987. The former amount further represents a per capita value of
LAFCO of Santa Barbara County 599
CHAPTER THREE: R. COUNTY SERVICE AREA 12
$382,283 based on the estimated service population of 2,649. County Service Area 12 receives
$ 271,403 in annual sewer charges billed on the tax roll in revenue generated within its
j urisdictional boundary.
The jurisdictional boundary is currently divided into 1,134 legal
Close to 90% of the
parcels and spans 1,115 acres including jurisdictional acreage
jurisdictional boundary is under
consists of public right-of-ways. Approximately 90% 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 100 vacant parcels that collectively total 204 acres.
County Service Area 12 (Mission Canyon)
Formation, Revenues, Attributes, Types of Service, and Resources
District Formation and Duties
Formation Date 1984
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 Wastewater collection and septic maintenance.
POPULATION AND GROWTH
Population
The U.S. Census Bureau estimated the 2020 population of Mission Canyon 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 Mission Canyon at buildout is approximately 2,731 persons.
Mission Canyon’s current population is estimated at 2,649 persons. Between 2010 and 2020, the
population of CSA 12 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 12 are based on an age characteristic report American Community
Survey. Mission Canyon statistics are cited herein, which identified the largest age group
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represented in CSA 12 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 un der the age of 18 group.
According 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
group in Mission Canyon, 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 Mission Canyon 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 HE and Community Plan does not anticipate
significant growth in the Mission Canyon Area. A total of 195 potential new units although a
theoretical buildout of 1,172 are documented, with the following statement, “the number of additional
potential units is very likely overestimated because there are many constraints not considered such as access issues,
onsite wastewater treatment system installation challenges, and biological resources.”
The current City of Santa Barbara Housing Element (2023-2031) identifies an estimated growth
rate of less than one (1) percent within the City. The County’s Housing Element, covering the
same period estimates less than one percent growth in the surrounding unincorporated Mission
Canyon area. The following population projections within the area are based on the Department
of Finance Table E4 estimate and SBCAG regional forecast.
Table R-2. Population Growth and Projections (2010–2040)
2010 2015 2020 2035* 2040*
County Service Area 12 2,381 2,515 2,649 2,731 2,802
City of Santa Barbara 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 2022, the statewide MHI was $80,440, 80 percent of that is
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CHAPTER THREE: R. COUNTY SERVICE AREA 12
$64,352. The MHI for Mission Canyon was $150,924 in 2022, which does not qualify the
c ommunity as a disadvantaged community. In addition, review of the State DAC Mapping Tool
a nd 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 County Service
Area 12 (Mission Canyon Sewer 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.
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County Service Area 12 (Mission Canyon Sewer District)
Formation, Revenues, Attributes, Types of Service, and Resources
Attributes
District area (est. square miles):
City of Santa Barbara 0.002
Entire District 1.74
Population (2020 Census):
40
City of Santa Barbara
Entire District 2,649
Assessed Valuation (FY 21-22: District portion) $1,012,669,136
Number of Treatment Plants None,
conveyed to SB
El Estero plant
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire District (FY 20-21) $102
Average Portion of County 1% Property Tax Received N/A
Ending Total Fund Balance (June 2021) $1,716,493
Change in Total Fund Balance (from June 2015 to June 2021) 97%
Total Fund Balance/Annual Revenue Total (FY 20-21) 158%
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
County Service Area 12 (Mission Canyon Sewer District) provides wastewater collection to the
Mission Canyon area. The system consists of approximately 13 miles of pipeline and two lift
stations. The sewer system is regulated by the California State Water Resources Control Board.
Wastewater is further collected, treated, and disposed of by the City of Santa Barbara at the El
Estero wastewater treatment plant pursuant to a Joint Powers Agreement, updated in 2015. The
user charge for fiscal year (FY) 2021-22 (July 1, 2021, through June 30, 2022) is $316.82 per year for
operation and maintenance. A one-time capacity charge is paid for the connection of new
development and is $5,633 per residential unit for FY 2021-22. The City of Santa Barbara issues a
separate bill to these customers for water and sewer services and collects its own connection
charges. Administration of CSA 12 sewer operations performed by three (3) staff in the County
Public Works Department. Septic system performance is administered by the County Public
Health Department primarily through the submission of septic tank pumping records.
LAFCO of Santa Barbara County 603
CHAPTER THREE: R. COUNTY SERVICE AREA 12
WASTEWATER INFRASTRUCTURE AND PUBLIC FACILITIES
C ollection System
The Sanitation system is comprised of approximately 13 miles of gravity sewer lines, 0.40 miles of
force main, and two (2) lift stations. The sewer mains vary in sizes 4", 6", 8" and 10". The two lift
stations are located on Vista Elevada and Andante Road. A third force main is located on Palomino
Road, which consists of a low-pressure system and individual private grinder pumps. The
majority of the sewer system was installed in 1986 in response to a septic tank prohibition in the
Mission Canyon area adopted per Regional Water Control Board Resolution 83-04. The Santa
Barbara Botanic Garden project installed 0.24 mile of 8" sewer main in 2014 and a private
developer installed a portion of the Palomino Road low pressure system in 2016. Approximately
75% of the system is located in roadways, while the other 25% of the system is located in
easements on private property. A map of the collection system is provided below.
CSA 12 Sewer System Collection
Figure R-3
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CHAPTER THREE: R. COUNTY SERVICE AREA 12
Treatment System
The City of Santa Barbara’s El Estero Wastewater Treatment Plant provides wastewater
treatment for city residents, as well as for the Mission C anyon Service Area pursuant to the
original 1984 Joint Powers Agreement. The design capacity of the El Estero Wastewater
Treatment Plant is 11 million gallons per day (MGD), and currently operates at 73% capacity,
treating approximately eight (8) MGD of wastewater. Future development under the Plan Santa
Barbara General Plan Update is projected to increase wastewater service to approximately 8.55
MGD.
An onsite individual wastewater treatment system is used for the disposal of wastewater from
structures that do not have access to a public wastewater treatment facility. As of 2013, there are
238 parcels using onsite wastewater treatment systems. Nearly all of the lots, with onsite
wastewater treatment systems (in the upper Plan Area) are greater than one-half acre in size, and
nearly 60% are larger than one acre
Disposal
Disposal is provided by the City of Santa Barbara.
Types of Services
Collection X
Treatment -
Disposal -
Recycled -
Other -
County Service Area 12 (Mission Canyon)
Formation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant & Booster Stations
Address Acquired/Built Condition Size
960 Andante Road 1986 Good 1,000 gal
7.5 hr 3hp
2826 Vista Elevada 1986 Good 1,100 gal
7.5 hr 3hp
According to the 2017 Sewer Collection System Hydraulic Model prepared by County Public
Works Department staff, the two lift stations within the CSA 12 are located at Vista Elevada and
LAFCO of Santa Barbara County 605
CHAPTER THREE: R. COUNTY SERVICE AREA 12
Andante Road. They serve ten (10) and eight (8) connections respectively, and have a wet well to
a force main configuration before discharging back to gravity sewer. The pump was simulated to
g ive an output of approximately 50 gallons per minute when turned on, which closely matches
the installed pump specifications.
As of the date of this report, the 1100 Palomino Road property was the only property connected
to the Palomino Road force main. This system has been designed to accommodate future
development (exceeding 40 connections, each with individual grinder pumps).
The CSA 12 sewer collection system drains all of its flow to the City of Santa Barbara, through ten
(10) unique connections to the City. The original Joint Powers Agreement with the City of Santa
Barbara (City), circa 1984, determined how to calculate the average annual wastewater flow of
CSA 12. The method involves comparing City to CSA 12 populations and refers to the City’s
wastewater treatment plant influent flow values, among other factors. CSA 12’s annual
wastewater flow was approximately 48 million gallons in one year. In order to estimate a sanitary
hydraulic loading for each equivalent dwelling unit (EDU) connection, the total flow was divided
by the number of CSA 12 connections, resulting in 160 gallons per day (gpd).
Connections
Type # of Acct % of Total
Single-Family 2,176 99.8%
Multi-Family 0 0%
Commercial 4 0.2%
0 0%
Industrial
Agricultural 0 0%
The residential single-family connections are equivalent to 865.1 units on
804 parcels. Four commercial connections are equivalent to 16.1 single-
family units.
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CHAPTER THREE: R. COUNTY SERVICE AREA 12
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 0 n/a
CSA 12 (Mission Canyon Sewer District) wastewater collection is
managed by Public Works Department. Public Health Department EHS
manages septic system performance. Operations work is performed by
contractors.
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
Wastewater Capacity
The County Service Area 12 service
CSA 12 (Mission Canyon Sewer District) delivers wastewater to area’s maximum daily capacity to
convey wastewater to the
City of Santa Barbara treatment facility with a capacity of 11 mgd.
Treatment Facility for treatment
County Service Area 12 service area’s maximum daily capacity is and disposal is 160 gallons per day
per SFR.
160 gallons per day per Single-Family Residence.
System Demands
The estimated average annual
CSA 12 (Mission Canyon Sewer District) service area’s average wastewater flows generated during
annual wastewater collection demand generated approximately the report period among CSA 12
users in the service area has been
0.003 million gallons per day. It also translates over the report 0.003 million gallons per day.
period to an estimated 160 gallons per day for each occupied
housing unit; it also translates to 160 gallons for every service connection. The 2017 Sewer
Collection System Hydraulic Model updated build-out scenarios comparing hydraulic loadings
for all scenarios were assigned a base rate of 160 gpd per one EDU connection. Future build-out
sanitary hydraulic loading adds build-out factors from the 1984 Mission Canyon Area Specific Plan to
the existing sanitary hydraulic loading. The Specific Plan listed “probable”, “worst case”, and
“worst case with granny units” build-out scenarios. In addition to the 1984 Specific Plan, a
conceptual design study, dated 2009 and authored by Penfield and Smith (now Stantec), studied
the feasibility of 49 single family dwelling units connecting to public sewer for a Tunnel Road
sewer extension.
LAFCO of Santa Barbara County 607
CHAPTER THREE: R. COUNTY SERVICE AREA 12
Service Performance
LAFCO estimates Laguna
CSA 12 (Mission Canyon Sewer District) service area’s average
Sanitation along with the City of
annual wastewater collection demand, generated for subsequent Santa Barbara is presently operating
at 73% capacity within the
treatment and disposal at the Treatment Plant Facility, has been
combined service area. (This
approximately 0.003 million gallons a day, plus City of Santa estimate includes service
agreements outside of its service
Barbara demand totaling 8 mgd. Of this amount, it is estimated
boundary.
by LAFCO this represents 73% of permitted capacity. The City
generally has adequate capacity for anticipated future District needs.
Based on design criteria (Qmax/Qfull ≥ 0.5), there are no capacity deficient pipes. However,
Qmax/Qfull slightly exceeds 0.50 for P070 if both Andante and Vista Elevada Lift Stations are
simulated to discharge throughout the model period during the future build-out case 2 scenario.
The recommendation from the 2017 Hydraulic Study included; some pipes have velocities that are
less than one (1) foot per second, for the identified low velocity pipes, monitoring during routine
hydro jetting maintenance and video inspection, and noting any observed irregular settled solids.
If needed, the pipe’s hydro jetting maintenance frequency can be increased. To improve the sewer
model, flow monitoring studies on key manholes could be done. Surveys could be done to validate
the slopes of the pipes in the model.
A typical onsite wastewater system includes tanks for retention and initial treatment and leach
fields or drywells for disposal. Leach fields must be relatively shallow (less than five feet in depth)
to allow for evapotranspiration and provide maximum separation from the groundwater table.
Drywells involve vertical disposal of wastewater effluent and are only allowed in areas where
leach fields are determined to be infeasible. Drywells are more likely to be used higher up in the
Plan Area where soil profiles are too shallow for leach fields. Most leach fields eventually fail,
when the ability of the soil to percolate is impaired over time from buildup of bacterial growth in
the absorptive surfaces of the soil. When wastewater from a treatment tank can no longer
percolate downward, it will rise to the surface of the ground, a phenomenon called “daylighting.”
Poorly maintained systems are more likely to fail than systems that are inspected regularly and
pumped out as required. It is generally recommended that systems be inspected annually and
pumped out every three to five years. System failure is not only expensive for the homeowner but
can also lead to public health risks, including pollution of groundwater and creeks. Mission
Canyon received a Medium-High Problem rating in the 2003 Septic System Sanitary Survey for Santa
Barbara County due to the combination of very difficult soil-geologic conditions in many areas,
the large number of older systems, the moderate number of failures and problems reported, and
the proximity to Mission Creek.
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County Service Area 12 (Mission Canyon)
Formation, Revenues, Attributes, Types of Service, and Resources
Total Collection Inspected, Repaired, Added -CSA 12
9
8
7
6
5
4
3
2
1
0
FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21
Inspected Cleaned Replaced Added
Source: CSA Data.
Note: Information is for the entire District. Also, this table tabulates miles of lines cleaned, replaced, added,
and videoed. Additional upgrades preformed regarding lift stations and treatment plant.
Upgrades or Repairs Completed -CSA 12
FY -2020-2021
7
78.6%
6
5
4
3
2 21.4%
1
0% 0% 0% 0% 0%
0
Inspected Cleaned Replaced Added Video Booster Treatment
Stations Plant
Upgrades/Repairs
Source: CSA Data.
Note: Information is for the entire District.
LAFCO of Santa Barbara County 609
seliM
latoT
CHAPTER THREE: R. COUNTY SERVICE AREA 12
The County Service Area 12 provides wastewater
c ollection and septic system maintenance services to its CSA 12 Snapshot: FY2022
c onstituents directly and plans for them in various Planning Reports Year Updated
planning documents, including the Sewer System Community Plan 2014
Joint Powers Agreement 2015
Management Plan, Capital Improvement Plan, and
Sewer System Mgmt. Plan 2021
Collection System Hydraulic Model Study of capacity Capacity Study 2017
Capital Improvement Plan annually
prepared in 2017. The County’s Mission Canyon
Rate Study N/A
Community Plan, which was last updated in 2014,
Climate Plan N/A
contains Land Use, Public Facility, and Resource
Constraints.
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
2019-2020 2020-2021
Amount % of Total Amount % of Total
Use of Money and Property $31,415 10.1% -$2,344 -0.8%
$0 0% $0 0%
Aid from Other Government Agencies
Charges for services $258,181 82.9% $273,747 100.8%
Miscellaneous $21,640 7% $0 0%
Revenue total $311,236 100.0% $271,403 100.0%
Source: CSA 12 (Mission Canyon), Budget Report, 19-20 and 20-21, 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 the Thomas Fire. The District’s reserve balances have sufficient funds to absorb
relatively small revenue imbalances. The line graph below shows the current financial trend in
millions. These indicators provide a measurement of the agency’s financial condition over time.
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CSA 12 (MISSION CANYON SEWER)
Fiscal Trends-CSA 12
2
1.5
1
0.5
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
Charges for Services This indicator addresses the extent to which charges for
service covered expenses. Charges for Services is the primary
0.28 funding source for Sanitary services. Represented below a
ratio of one or higher indicates that the service is self-
supporting
0.27
0.26
0.25
0.24
0.23
2016-17 2017-18 2018-19 2019-20 2020-21
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 Year Operating Operating
2
Revenues Expenditures Ratio
1.5
2016 $ 710,340 $ 561,170 1.2
1 2017 $ 251,759 $ 300,587 0.8
2018 $ 260,113 $ 138,897 1.8
0.5
2019 $ 308,868 $ 182,638 1.6
0 2020 $ 311,236 $ 144,575 2.1
2016 2017 2018 2019 2020 2021 2021 $ 271,403 $ 191,450 1.4
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Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2017 2018 2019 2020 Trend
Funded ratio (plan assets as a % of plan liabilities) 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%
2021 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 12 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 12 is not separated from the other County pension liabilities; therefore, CSA 12 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 12, Laguna County Sanitation
District, etc. Staff time for CSA 12 work is billed to CSA 12.
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.
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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) $0 $0 $0 $0 $0 $0
Net Liabilities (pension & OPEB) $0 $0 $0 $0 $0 $0
$ $ $ $ $
CHAPTER THREE: R. COUNTY SERVICE AREA 12
The 457 deferred compensation plan is not available to em ployees 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.
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 wastewater services for Fund #2185. In FY 2020/2021, the District’s
actual budget expense was $191,450 and increased that to $232,400 for FY 2021/2022. The
following chart shows a six-year trend. The graph below shows the current financial trend in
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CHAPTER THREE: R. COUNTY SERVICE AREA 12
millions. This indicator provides a measurement of the agency’s expenditure over time.
Wastewater-Expenditure
0.6 120
0.5 100% 100
99%
0.4 80
67%
59%
0.3 53% 45% 60
Sewer
0.2 40
FB
0.1 20
0 0
2016 2017 2018 2019 2020 2021
Asset Maintenance and Repair
The District’s budget includes improvement budgeting through its finance uses #2185. In FY
2020/2021, the District budgeted $207,900 and increased that to $232,400 for FY 2021/2022 and
in FY 22-23 total expenditures for financing uses were $196,000. The Districts operation and
maintenance activities include cleaning the gravity system twice in five years and a CCTV
inspection once in five years. The current vendor contract for these services is in effect from July
1, 2020, through June 30, 2025. Biannual cleaning of certain pipes in the system is included in
addition to periodic cleaning and inspection of the two lift stations. Manhole level sensors with
alarm capabilities (5 units) were installed at key locations in 2016. Repair and replacement of
deficient sections of pipelines, primarily located in off-road sewer easements is done as needed. A
new effort to assess repair needs is planned during the next the five-year CCTV inspection effort.
The Andante Road lift station was rehabilitated in 2007. A similar rehabilitation is completed for
the Vista Elevada lift station in 2016.
Capital Improvements
The County adopts the County Service Area 12 Mission Canyon Sewer District Collection System
Capital Improvement Program (CIP Master Plan as a long-term tool for budgeting and reserve
balance purposes. CSA 12 completed annual improvements over the last 3-years from 2018 to 2020
as shown in the table below:
FYE Completed CIP
2018 $ 71,253
2019 $ 93,603
2020 $ 43,000
Total $ 207,856
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CHAPTER THREE: R. COUNTY SERVICE AREA 12
Long-term Liabilities and Debts
The District has no long-term debt. The original construct ion bond was retired in 2003.
Opportunities for Shared Facilities
The District through the City of Santa Barbara is connected to the El Estero Wastewater
Treatment Plant in the area, which is owned and operated by the City. Use of the treatment plant
is through a joint use agreement for treatment and disposal. 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.
Rate Structure
Sewer rates for CSA 12 were last updated and adopted by the Board of Supervisors in May 2022.
The rates are adopted annually and are collected on the tax roll as a fixed charge similar to a benefit
assessment. Rates are based on administration, operation and maintenance, and capital reserve
costs.
Wastewater Fees (Effective July 1, 2021)
A. Connection Fees (represents share of capital costs)
Residential –from $5,633 per SFR equivalent.
B. User Fee per Month
Residential Flat or Base Rates*
Single-family $26.40
Commercial $26.40
Flat monthly charge per unit
Figures R-3 show a rate comparison for six South County Communities. The following charts
show the comparison of one City, four sanitary Districts, and one CSA. Overall, CSA 12 (Mission
Canyon Sewer District) sewer rates for residential customers are lower than other communities
in the South County area. The charts are based upon a sample billing using “1 unit” as a basis. CSA
12 rate structure is based on a flat rate for single-family residence.
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CHAPTER THREE: R. COUNTY SERVICE AREA 12
$120
90.36 98.09
$100
$80
60.96
44.20 59.82
$60
$40 21.83
$20
$0
CSA 12 Goleta West Goleta San City of SB Summerland Carpinteria
San San
ORGANIZATION
Governance
County Service Area 12’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 12 to
provide a range of municipal services. A list comparing active and latent powers follows.
Active Service Powers Latent Service Powers
- Wastewater Collection All other powers listed under (25212 - 25213)
- Septic System Maintenance
Governance of CSA 12 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 12 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.
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sralloD
Bill Comparision -Monthly Residential Sewer -1 Unit
1 unit = varies per each agency
South County Communities
CHAPTER THREE: R. COUNTY SERVICE AREA 12
County Service Area 12 |
Current Governing Board Roster
Member Position Background Years on District
Das Williams, 1st District Vice-Chair Legislator 6
Laura Capps 2nd District Supervisor Public affairs 2 mo
Joan Hartmann, 3rd District Chair Educator/ government 6
Bob Nelson 4th District Supervisor Educator 2
Steve Lavagnino, 5th District Supervisor Aerospace/ government 12
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 12 (Mission Canyon) District Website Checklist
website accessed 7/25/22 https://www.countyofsb.org/1163/County-Service-Area-12
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?
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CHAPTER THREE: R. COUNTY SERVICE AREA 12
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 12 is a dependent governed District. Refer to https://www.countyofsb.org/1163/County-
Service-Area-12 for the required checklist items.
Survey Results
The table below includes a list of questions asked of area residents to assess if satisfactory
wastewater services met their needs and/or identify any unmet needs. The questions identify key
components recommended by LAFCO staff.
County Service Area 12 (Mission Canyon) Questionnaire
Revenues, Types of Service, and Resources
CSA 12 (Mission Canyon) |
Responses by Respondence
Questions Satisfactory Unsatisfactory Undecided
1. Overall, are you satisfied with the level of water, - - -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment - - -
provided with the level of water, wastewater, or
stormwater 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 12 (Mission Canyon
Sewer District) at this time.
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S. Casmalia Community Services District
Administrative Office: 3325 Point Sal Road, Casmalia, CA 93429
Phone: 805/937-6151
Fax: 805/937-6391
Email: Terri2@ix.netcom.com
Website: none
General Manager: Luis Meza
Utilities Manager: Fluid Resources Management, Jeff Cedillos
SUMMARY
The Casmalia Community Services District provides water services to the community of Casmalia
to approximately 150 people throughout 0.2 square miles in northern Santa Barbara County that
is 1.5 miles north of Vandenberg Space Force Base. 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 $554 per resident and does maintain a fund balance to meet
future needs. The District has filed annual audits. The District has difficulties keeping a full Board.
The District has consistently had 3 board members for the past 22 years.
BACKGROUND
The Casmalia Community Services District was formed in 1981. It was formed as a sub-unit of the
School District. Its geographic boundaries were that of the Casmalia School District, which no
longer exist as it was taken over by the Orcutt Unified School District a few years ago. The town
is perhaps best known for the Hitching Post Restaurant. The District in 2009 replaced portions
of the water system that were in poor condition and/or that have exhibited poor reliability. The
project included providing a replacement storage tank with a capacity of 200,000 gallons, repair
of the tank access road and adjacent piping, and replacement of plastic service laterals. An increase
in tank size was needed to meet fire code requirements.
The Casmalia Community Services District overlaps the Santa Barbara County Fire Protection
District, North County Lighting District, County Service Areas 32 (Law Enforcement), Santa
Barbara Mosquito and Vector Control District, Santa Maria Public Airport District, Cachuma
RCD, and County Flood Control & Water Agency.
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CHAPTER THREE: S. CASMALIA COMMUNITY SERVICES DISTRICT
The District estimated it serves a populatio n of 150 people. The District does not anticipate a
growth rate in the coming years. In 2020, it was estimated that the District serves 55 parcels,
serving 52 residential and two (2) commercia l water connections.
OPERATIONS
Casmalia Community Services District is composed of three (3) members, in addition to a General
Manager and Secretary. The District hired Fluid Resources Management to maintain operations.
Casmalia gets its water from the Casmite Water Corp., owned by Chevron.
Most of the District’s general revenues come from water service charges.
The District Board of Directors is composed of three members who are elected at-large to four-
year terms. The board is currently seeking to fill the two (2) vacant seats. The Board meets the
second Thursday of every month at Casmalia School located at 3491 Point Sal Road, Casmalia at
5:00 pm. The District does not maintain a website.
OPPORTUNITIES & CHALLENGES
The Casmalia Resources Superfund Site is an inactive, 252-acre commercial hazardous waste
treatment, storage and disposal facility in Northern Santa Barbara County, CA. The site was
formerly called the Casmalia Hazardous Waste Management Facility. The former facility’s
operations caused contamination of soil, soil vapor, surface water, sediment and groundwater
with hazardous chemicals. The Casmalia Resources Superfund Site is separate from the town of
Casmalia. The District has always purchased water from Casmite, a subsidiary of Chevron
(formerly Unocal) since the early 1920’s.
In the early 1990’s EPA response teams used Superfund authorities to take early actions to protect
human health and the environment. Under EPA oversight, the site investigations, cleanup work,
physical improvements, and long-term operations and maintenance (O&M) have been ongoing.
As background, EPA approved the site’s Remedial Investigation (RI) Report in April 2011. The RI
explains the nature and extent of contamination at the site. EPA approved a Final Feasibility
Study (FS) Report in April 2016. In November 2017, EPA issued a Proposed Plan that presented
a final cleanup and closure approach (remediation) and ways to manage contamination at the site.
Approximately 400 monitoring wells and probes have been installed at the site. Remedial site
investigations included extensive sampling of soils, surface water, groundwater, pond sediments,
and soil vapor. Routine environmental monitoring continues with comprehensive sampling
events conducted two times per year.
The District should fill the two (2) vacant seats to maintain a full Board of Directors as a typically
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CHAPTER THREE: S. CASMALIA COMMUNITY SERVICES DISTRICT
Community Services District. The District states it manages to have a quorum for meetings
approximately 50% of the time. However, being such a small district, the District business gets
completed. A limited population and interest on serving on the Board could make it difficult to
meet all requirements of a public agency. The District does not maintain a website, but does hold
regular meetings, prepare annual budgets and audits.
Governance Structure Options
The opportunities for new governance structures in Casmalia CSD are small. One governmental
structural option is to dissolve the District as an independent agency. It could be replaced by a
dependent agency such as a County Service Area, governed by the Board of Supervisors, or the
community could be annexed to another local Special District, such as the Vandenberg Village
CSD. Under either option, an agency with a professional staff could, for a fee, manage the water
facilities and billing accounts. The Community has not expressed interested in a change of
government structure.
Regional Collaboration
The District 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.
SPHERE OF INFLUENCE & BOUNDARIES
The Sphere of Influence for the Casmalia Community Services District’s boundaries are
coterminous with fire District service area. The District currently has no Sphere of Influence
beyond the boundary it serves. A map of the District’s Sphere of Influence and boundaries can be
seen at the beginning of this profile.
BOUNDARIES
Jurisdictional Boundary
Casmalia CSD jurisdictional
Casmalia Community Services District’s existing boundary spans boundary spans 0.2 square miles
with 100% being unincorporated
approximately 0.2 square miles in size and covers 56 acres
and under the land use authority of
(parcels and excluding public rights-of-ways) of contiguous the County of Santa Barbara.
areas with 100% within County of Santa Barbara. One hundred
percent (100%) of the jurisdictional service boundary is unincorporated and under the land use
authority of the County of Santa Barbara. Overall, there are 85 registered voters within the
jurisdictional boundary.
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CHAPTER THREE: S. CASMALIA COMMUNITY SERVICES DISTRICT
Casmalia 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
Casmalia CSD 56 100.0% 67 85
Totals 56 100.0% 67 85
Casmalia 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 56 100.0% 67 85
Totals 56 100.0% 67 85
Total assessed value (land and structure) is set at $7.7 million as of April 2022, and translates to a
per acre value ratio of $137,860. The former amount further represents a per capita value of $51,468
based on the estimated service population of 150. Casmalia Community Services District receives
$83 thousand dollars in annual water service charge revenue generated within its jurisdictional
boundary.
The jurisdictional boundary is currently divided into 67 legal
Close to 93% of the
parcels and spans 56 acres the remaining jurisdictional acreage
jurisdictional boundary is under
consists of public right-of-ways. Approximately 93% of the parcel private ownership, and of this
amount approximately 21% has
acreage is under private ownership with 21% 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 12 vacant parcels that collectively total 36 acres.
Casmalia Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
District Formation and Duties
Formation Date 1981
Community Services District Act, Government Code,
Legal Authority
section 61000 et seq.
Five Directors elected to four-year terms through at-large
Board of Directors elections.
Agency Duties Retail water distribution.
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POPULATION AND GROWTH
Population
The U.S. Census Bureau estimated the 2020 population of Casmalia to be 88. 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 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). In contrast, the County’s population increased by 5.7 percent
between 2010 and 2020.
Demographics for Casmalia are based on an age characteristic report American Community
Survey. The largest age group represented in Casmalia as 65 or older at 67.1 percent.
Approximately 33 percent of the population was in the years age group 18 to 64 and 0 percent in
under the age of 18 group.
According to the 2020 U.S. Census, approximately 85.2 percent of the total population identified
themselves as Hispanic. The black population, which is the second largest ethnic group in
Casmalia, comprised 14.8 percent of the total population. White ethic group was 0 percent.
Projected Growth and Development
The County of Santa Barbara’s General Plan serves as the Community vision for long-term land
use, development and growth, and provides the vision within its Santa Maria Valley Planning
Area. The County’s General Plan was adopted in 1980 and last updated in 2016, although the
Housing Element is updated every 8 years in accordance with state regulations and spans the
2023-2031 planning period.
The current, 2023-2031 County Housing Element identifies an estimated growth rate of zero (0)
percent within the Casmalia area. The County’s Housing Element, has identified several
constraints. The following population projections within the Casmalia are based on the
Department of Finance Table E4 estimate and SBCAG regional forecast.
Table S-2. Population Growth and Projections (2010–2040)
2010 2015 2020 2035* 2040*
Casmalia CSD 138 130 88 140 200
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.
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CHAPTER THREE: S. CASMALIA COMMUNITY SERVICES DISTRICT
Disadvantaged Unincorporated Communities
Senate Bill (SB) 244 of 2011 requires L AFCO 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 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Casmalia was not available but the per capita income was $26,330 in 2022,
which does qualify the community as a disadvantaged community. In addition, review of the State
DAC Mapping Tool and CalEnviroScreen 4.0 was used to verify disadvantaged status with other
applications of the definition. CalEnviroScreen is a screening tool used to help identify
communities disproportionately burdened by multiple sources of pollution and with population
characteristics that make them more sensitive to pollution. The County prepared an update to its
Integrated Regional Water Management Plan in 2019. This was in part for the purposes of grants
for the Central Coast Funding Area for which a disadvantaged communities’ assessment was
conducted based on requirements for water and wastewater needs or deficiency within a service
area. The Environmental Protection Agency (EPA) has developed an Environmental Justice
Screening and Mapping Tool Version 2.0 (EJScreen) that provides nationally consistent data
combining environmental and demographic data related to the protection of public health and the
environment. This Mapping Tool was evaluated for indicators to assist in identifying a
disadvantaged community. Lastly, EPA has also developed an EnviroAtlas Interactive Map Tool
in collaboration with EJScreen that overlays geospatial data and other resources related to
ecosystem services, their chemical and non-chemical stressors, and human health to better
understand human health and well-being, since these are closely tied to the environment,
which provides benefits such as clean water, clean air, and protection from natural hazards. In
combination a stronger representation of underserved communities can be identified that may be
a leading indicator to health and well-being or precursor to DUC. In all cases, the Casmalia
Community Services District’s Sphere of Influence qualifies under the definition of disadvantaged
community for the present and probable need for public facilities and services any areas
contiguous to the Sphere of Influence qualify as a disadvantaged community.
LAFCO
of Santa Barbara County 625
CHAPTER THREE: S. CASMALIA COMMUNITY SERVICES DISTRICT
Casmalia Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
Attributes
District area (est. square miles):
Entire District 0.2
Population (2020 Census):
Entire District 150
Assessed Valuation (FY 21-22: District portion) $7,720,204
Number of Treatment Plants None
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire District (FY 20-21) $554
Average Portion of County 1% Property Tax Received N/A
Ending Total Fund Balance (June 2021) $866,127
Change in Total Fund Balance (from June 2020 to June 2021) 4.5%
Total Fund Balance/Annual Revenue Total (FY 20-21) 1,042%
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
Casmalia Community Services District (CCSD) provides water services to the town of Casmalia.
The District is staffed by two (2) part-time staff.
Casmite is a totally owned subsidiary of the Chevron Corporation providing water service to 12
service connections and seven customers in an area located near Santa Maria in or near Casmalia
in Santa Barbara County. One customer has two service connections and one customer has five
service connections which include two service connections that have water provided at no charge
pursuant to a 1912 Grant Deed. One customer is the Casmalia Community Services District
(CCSD) with 52 residential and two commercial customers. Casmite is regulated by the
California Public Utilities Commission.
626 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: S. CASMALIA COMMUNITY SERVICES DISTRICT
WATER & WASTEWATER INFRASTRUCTURE AND PUBLIC
FACILITIES
Water Supply
The Santa Maria Groundwater Basin is the sole water supply. The system once received water
from one well, now inactive. Water is currently provided by Casmite. Casmite reported the last
three years of water usage by the Casmalia CSD: 2021 = 4,264 CCF (9.7 afy); 2020 = 3,944 CCF
(9.0 afy); and 2019 = 3,931 CCF (9.0 afy).
Casmite has two water wells, but currently is only using well #2 (which is the newer well). Well
#2 has a pumping capacity of 200 gpm, with a depth to water of 133 feet. The completed well
depth is 400 feet, with a 30 HP pump at 480v.
Treatment System
The well site has no treatment system.
Distribution
The system receives water from one well with a capacity of 200 gallons per minute. The water
from the well goes into two 10,000-gallon capacity holding tanks. A chlorination system has been
installed near the well site for injection into the line between the well and the holding tanks. With
an in-line 75 horsepower (at 3600 rpm) booster pump, the water is pumped approximately 7,400
feet to a 48,000-gallon storage tank on top of a hill. A pressure of 480 to 500 pounds per square
inch (psi) is required to pump the water from the holding tanks to the storage tank. Two water
pressure reducers have been installed between the storage tank and Casmites customers. The
distance from the storage tank to CCSD is approximately 15,250 feet. The transmission lines are
4-inch steel, polyethylene, and cast iron.
Types of Services
Collection -
Treatment -
Disposal -
Recycled -
Other X
LAFCO
of Santa Barbara County 627
CHAPTER THREE: S. CASMALIA COMMUNITY SERVICES DISTRICT
Casmalia Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant, Booster, & Lift Stations
Address Acquired/Built Condition Size
None
Connections
# of Accts % of Total
Single-Family 52 96.3%
0 0%
Multi-Family
Commercial 2 3.7%
0 0%
Industrial
0 0%
Agricultural
Total Staffing
Personnel Per 1,000
population
Full time Operators 1 6.6
Emergency Operators 1 6.6
Administrative Personnel 0 0
Other District Staff 4 0.6
Casmalia Community Services has a total of five (5) part-time employees.
Fluid Resources Management operates and maintains the Districts water
system.
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CHAPTER THREE: S. CASMALIA COMMUNITY SERVICES DISTRICT
Staffing Exp erience/Tenure (average)
Years in Industry Year w/ District
General Manager (1) n/a n/a
Operator Supervisor (0) n/a n/a
Operator III (0) n/a n/a
Operator II (0) n/a n/a
Operator I (0) n/a n/a
Administrative Personnel (1) n/a n/a
Water Capacity
The Casmalia service area’s
Casmalia Community Services District receives water from maximum daily capacity to store
Casmite Corporation with a capacity of 322 acre-feet per year. water is 180 thousand gallons.
District storage capacity is approximately 180,000-gallon tank.
System Demands
Casmalia Community Services service area’s average annual The estimated average annual water
demand generated during the report
water demand is ~11 afy. It also translates over the report period
period among Casmalia users in the
to an estimated 182 gallons per day of water for single-family service area has been 11 acre-feet per
year.
residential; it also translates to 168 gallons for every service
connection.
Service Performance
LAFCO estimates Casmalia CSD is
Casmalia Community Services service area’s average annual
presently operating at 3% capacity
water demand generated during the report period has been in water service capacity in service
area for Casmite.
approximately 11 afy. Of this amount, it is estimated by LAFCO
this represents 3% of permitted supplies.
LAFCO
of Santa Barbara County 629
CHAPTER THREE: S. CASMALIA COMMUNITY SERVICES DISTRICT
Casmalia Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
Total Distribution Inspected, Repaired, Added -Casmalia CSD
1
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
TBD
Source: CCSD Data.
Note: Information is for the entire District. Also, this table tabulates miles of lines cleaned, replaced, added,
and videoed. Additional upgrades preformed regarding pump stations and treatment plant.
Upgrades or Repairs Completed -Casmalia CSD
FY -2020-2021
1
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0% 0% 0% 0% 0% 0% 0%
0
Inspected Cleaned Replaced Added Video Booster Treatment
Stations Plant
Upgrades/Repairs
Source: CCSD Data.
Note: Information is for the entire District.
630 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: S. CASMALIA COMMUNITY SERVICES DISTRICT
The Casmalia CSD provides water services to its
constituents under agreement with Casm ite Corp. CCSD Snapshot: FY2022
Unfortunately, no planning documents were submitted Planning Reports Year Updated
or available for this service. Community Plan none
Capital Improvement Plan none
Water Studies none
Rate Study N/A
Climate Plan 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.
District Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Water sales $76,079 97.0% $83,057 99.8%
Connection fees $350 0.4% $65 0.1%
Miscellaneous $1,911 2.5% $0 0%
Investment $122 0.1% $77 0.1%
Revenue total $78,462 100.0% $83,199 100.0%
Source: Casmalia Community Services, Financial Statements, June 30, 2020 and 2021, 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 services and supplies. 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.
LAFCO
of Santa Barbara County 631
CHAPTER THREE: S. CASMALIA COMMUNITY SERVICES DISTRICT
CASMALIA COMMUNITY SERVICES
Fiscal Trends-Casmalia CSD
0.16
0.14
0.12
0.1
0.08
0.06
0.04
0.02
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
This indicator addresses the extent to which charges for service
Charges for Services covered expenses. Charges for Services is the primary funding source
for Enterprise Districts. Represented below a ratio of one or higher
0.1 indicates that the service is self-supporting.
0.08
0.06
0.04
0.02
0
2016-17 2017-18 2018-19 2019-20 2020-21
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 ExpendituresR atio
1
2016 $ 0 $ 0 0
2017 $ 0 $ 0 0
0.5
2018 $ 0 $ 0 0
2019 $ 81,763 $ 78,296 1.0
0 2020 $ 78,462 $ 120,620 0.6
2016 2017 2018 2019 2020 2021 2021 $ 83,199 $ 122,551 0.6
632 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: S. CASMALIA COMMUNITY SERVICES DISTRICT
Post- Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2018 2019 2020 2021 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%
2021 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 budget includes water services for contract services. In FY 2020/2021, the District’s
budget expenses are estimated to total $122,551. The following chart will be updated to shows a
six-year trend when available, three years are shown. This indicator provides a measurement of
the agency’s expenditure over time.
LAFCO
of Santa Barbara County 633
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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) $0 $0 $0 $0 $0 $0
Net Liabilities (pension & OPEB) $0 $0 $0 $0 $0 $0
CHAPTER THREE: S. CASMALIA COMMUNITY SERVICES DISTRICT
Water-Expenditure
Water
0.06 0.6
0.53%
0.04 0.5
0.44%
0.02 0.4
0.34%
0 0.3
2016 2017 2018 2019 2020 2021
-0.02 0.2
-0.04 0.1
FB
-0.06 0% 0% 0% 0
Asset Maintenance and Repair.
The District’s budget includes improvement budgeting through its Repair & Maintenance Fund
#6300. In FY 2019/2020, the District budgeted $9,000 and maintained that for FY 2020/2021 and
in FY 21-22 total expenditures for repair and maintenance were $6,000.
Capital Improvements
The District does not have a Capital Improvement Plan (CIP) at this time.
Long-term Liabilities and Debts
The District does not have any long-term debt. Part of the District's water system is located on
land that is subject to a license agreement with the United States Department of the Air Force
(the Grantor). The license provides the District rights to utilize the Grantor's land for five-year
terms. The current term remains in effect until April 30, 2018; however, the license may be
terminated at will. by the Grantor. Furthermore, upon termination, the license terms and
conditions require the District to remove all property and restore the lands to their original
condition. As 2021 the date of the audit report, the easement has not been terminated or renewed
by the Grantor. The District has continued to pay yearly easement fees to continue the use of the
easement.
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.
634 ADOPTED 2022 WATER, W ASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: S. CASMALIA COMMUNITY SERVICES DISTRICT
Rate Structure
Water rates for the District are passed on from Casmite Corp. Casmite rates are approved by the
California Public Utilities Commission. The Casmalia CSD has a two-inch meter.
Water Fees (Effective Jan 1, 2022)
A. Connection Fees (represents share of capital costs)
Residential – unknown at this time
B. Service Charge per Month
Residential Base Rates*
Water
2-inch meter $1,206.82
For all water used, per 100 cu. ft. $9.508
Figures S-3 show a rate comparison for five North County Communities. The following charts
show the comparison of one City and four Community Service Districts. Overall, Casmalia
Community Services water rates for residential customers are higher than other communities in
the North County area. The charts are based upon a sample billing using “10 units” as a basis.
$160
134.35
$140
95.07
$120
$100 75.67
$80 68.12
$60
34.17
$40
$20
$0
VVCSD Casmalia CSD City of SM MHCSD Loa Alamos CSD
LAFCO
of Santa Barbara County 635
sralloD
Bill Comparision -Monthly Residential Water -10 units
1 unit = 100 Cubic Feet of Water
North County Communities
CHAPTER THREE: S. CASMALIA COMMUNITY SERVICES DISTRICT
ORGANIZATION
Governance
Casmalia 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 Casmalia CSD to provide a moderate range of municipal
services. A list comparing active and latent powers follows.
Active Service Powers Latent Service Powers
- Water All others listed in G.C. 61000
Governance of Casmalia Community Services District is independently provided through its
three-member Board of Directors that are elected at-large to staggered four-year terms The two
(2) vacant seats are for 2-year terms. Casmalia Community Services District holds meetings on
the second Thursday of the month. The meetings are held in the Casmalia School at 3491 Point
Sal Road, Casmalia at 5:00 p.m. A current listing of Board of Directors along with respective
backgrounds follows.
Casmalia Community Services |
Current Governing Board Roster
Member Position Background Years on District
Virgil Veglia President Commercial 15
Refrigeration Specialist
Bill Ostini Director Restaurant Owner 22
Phil Meza Director Chef 8
Vacant Director TBD 0
Vacant Director TBD 0
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.
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CHAPTER THREE: S. CASMALIA COMMUNITY SERVICES DISTRICT
Casmalia Community Services District does not maintain a website.
Casmalia Community Se rvices District Website Checklist
website accessed 7/25/22 None Available
Required
Yes No
Government Code Agency maintains a website with current contact
§53087.8 information? (required for independent Special Districts by 1/1/2020) X
Government Code Agency has created an Enterprise System Catalog and
X
§6270.5 posted it to website?
Government Code Agency has current agenda posted to website
§54954.2 homepage and is accessible through a prominent, X
direct link?
Government Code Agency’s website provides information on compensation of
§53908 elected officials, officers and
X
employees or has link to State Controller’s Government
Compensation website?
The following criteria are recommended for agency websites by a number of
governance associations and organizations.
Yes No
Description of services? X
Service area map? X
Board meeting schedule? X
Budgets (past 3 years)? X
Audits (past 3 years)? X
List of elected officials and terms of office? X
List of key agency staff with contact information? X
Meeting agendas/minutes (last six months)? X
Notes: Casmalia CSD is an independent board-governed District. Refer to None Available for the required checklist items.
LAFCO
of Santa Barbara County 637
CHAPTER THREE: S. CASMALIA COMMUNITY SERVICES DISTRICT
Survey Results
The table below includes a list of questions asked of area residents by LAFCO to assess if
satisfactory water, wastewater, and stormwater services met their needs and/or identify any unmet
needs. The questions identify key components recommended by LAFCO staff.
Casmalia Community Services District Questionnaire
Revenues, Types of Service, and Resources
Casmalia Community Services |
Responses by Respondence
Questions Satisfactory Unsatisfactory Undecided
1. Overall, are you satisfied with the level of water, - - -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment - - -
provided with the level of water, wastewater, or
stormwater 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 Casmalia Community Services District at this
time.
638 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
T. Cuyama Community Services District
Administrative Office: 4853 Primero Street, New Cuyama, CA 93254
Mailing Address: P.O. Box 368, New Cuyama, CA 93254-0368
Phone: 661/766-2780
Fax: 661/766-2632
Email: cuyamacsd@gmail.com
Website: www.cuyamacsd.specialDistrict.org
General Manager: Vivian Vickery
SUMMARY
The Cuyama Community Services District provides water service, wastewater collection and
treatment for the New Cuyama area to approximately 550 people throughout 0.6 square miles in
eastern Santa Barbara County that runs along Highway 166. The District id located forty-seven
miles east of Santa Maria in northern Santa Barbara County, with its northeast border 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 $797 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 Community Services District was formed in 1977. 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. New Cuyama is
where the Community Services District is located.
The Cuyama Community Services District overlaps the Cachuma Resource Conservation District,
Cuyama Valley Recreation & Park 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 639
CHAPTER THREE: T. CUYAMA COMMUNITY SERVICES DISTRICT
640 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: T. CUYAMA COMMUNITY SERVICES DISTRICT
The District estimated it serves a population o f 550 people. The District anticipates a growth rate
of less than one percent a year within its boundaries in the coming years. In 2020, it was estimated
that the District serves 355 parcels, serving 254 water and 197 wastewater connections.
OPERATIONS
Cuyama Community Services District is composed of four (4) employees, including a General
Manager, two part-time Lead Field and Assistant Field Operations/Maintenance Worker, part-
time time Office Assistant. Part time employees are called in when needed to complete specific
projects. The District provides water, wastewater, and streetlighting services. This District
contracts for Chief Water Distribution Operator D3 and Water Treatment Operator T3, (same
operator) and Assistant Water Distribution Operator D3 Water Treatment Operator T2, (same
operator).
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 4853
Primero Street, New Cuyama at 6:00 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 Cuyama Community Services District (CCSD) performs monitoring on its two production
wells, one of which has been retired. The CCSD wells are just south of the CCSD. The District
currently only has a single well to serve its customers, and no redundancy in its system. CCSD has
documented challenges with their water supply systems, including lack of redundancy, wells that
do not adequately meet domestic water supply requirements, and limited capacity.
Salinity (measured as TDS), arsenic, and nitrates have all been identified by local stakeholders as
potentially being of concern for water quality in the Basin. In the case of arsenic, the high
concentration measurements have been taken either at CCSD Well 2, which is no longer in
operation, or at groundwater depths of greater than 700 feet, which is outside of the range of
pumping for drinking water. Because arsenic occurs in the subsurface at different elevations and
densities throughout the Basin, arsenic issues are localized and different at each well location.
Identified within the Cuyama Basin Groundwater Sustainability Plan the potential opportunity
of a CCSD Replacement Well could be a future capital project for the GSA who would drill a new
well in CCSD’s service area to replace Well 2, which has been abandoned due to an electrical
failure that damaged the well and pumping equipment and subsequent damage incurred when an
attempt was made to remove the pump. A replacement well for Well 2 was attempted, but found
LAFCO of Santa Barbara County 641
CHAPTER THREE: T. CUYAMA COMMUNITY SERVICES DISTRICT
to produce water that was unsuitable for potable use due to the design and construction of the
w ell. Construction of the new well would include:
• Drilling, installing, and testing a new well
• Installing a well head, submersible well pump, and electrical panel
• Construction of an 8-inch pipeline to connect the new well to CCSD’s system
As planned, up to 460 gallons per minute could be made available to CCSD. Benefits of this project
would be measured by the volume of water produced by the new improved well and reduction in
the number of days system failures threaten access to water supplies. CCSD’s 2018 Engineering
Report for Well 4 estimated project costs of $489,800 for drilling and $485,280 for equipping, for
a total cost of $975,080.
LAFCO of Santa Barbara County encourages the District and the Groundwater Sustainability
Agency to consider options for well replacement. Generally, Cuyama Groundwater users could
benefit from adequate and safe water supply. The District’s new well should be added to the
monitoring system for metered use and condition of the groundwater.
Governance Structure Options
The opportunities for new governance structures in Cuyama CSD 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
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 District 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
642 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: T. CUYAMA COMMUNITY SERVICES DISTRICT
promote and practice integrated regional water management strategies to ensure sustainable
water uses, reliable water supplies, better w ater quality, environmental stewardship, efficient
urban development, protection of agricultural and watershed awareness.
SPHERE OF INFLUENCE & BOUNDARIES
The Sphere of Influence for the Cuyama Community Services District’s boundaries are
coterminous with the District’s service area. The District currently has no Sphere of Influence
beyond the boundary it serves. A map of the District’s Sphere of Influence and boundaries can be
seen at the beginning of this profile.
BOUNDARIES
Jurisdictional Boundary
Cuyama CSD jurisdictional
Cuyama CSD’s existing boundary spans approximately 0.6 boundary spans 0.6 square miles
square miles in size and covers 334 acres (parcels and excluding with 100% being unincorporated
and under the land use authority of
public rights-of-ways) of contiguous areas. All 100% of the 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 275 registered voters within
the jurisdictional boundary.
Cuyama 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
Cuyama CSD 334 77.0% 355 275
OASA- 1220 Perkins Rd 100 23.0% 1 0
Totals 434 100.0% 356 275
Cuyama 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 334 100.0% 355 275
Totals 334 100.0% 355 275
Total assessed value (land and structure) is set at $25.7 million as of April 2022, and translates to
a per acre value ratio of $77,231. The former amount further represents a per capita value of
$46,900 based on the estimated service population of 550. Cuyama Community Services 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.
LAFCO of Santa Barbara County 643
CHAPTER THREE: T. CUYAMA COMMUNITY SERVICES DISTRICT
T he jurisdictional boundary is currently divided into 355 legal
Close to three-fourths of the
p arcels and spans 334 acres the remaining jurisdictional acreage
jurisdictional boundary is under
consists of public right-of-ways. Approximately 77% of the parcel private ownership, and of this
amount approximately 32% has
acreage is under private ownership with 32% 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 71 vacant parcels that collectively total 16 acres.
Cuyama Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
District Formation and Duties
Formation Date 1977
Community Services District Act, Government Code,
Legal Authority
section 61000 et seq.
Five Directors elected to four-year terms through at-large
Board of Directors elections.
Agency Duties Retail water service along with collection of wastewater and
treatment, and streetlighting 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.
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According to the 2020 U.S. Census, approximately 54.7 percent of the total population identified
themselves as non-Hispanic white. The Hispa nic population, which is the second largest ethnic
group 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 T-2. Population Growth and Projections (2010–2040)
2010 2015 2020 2035* 2040*
Cuyama CSD 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 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Cuyama was $46,719 in 2022, 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
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CHAPTER THREE: T. CUYAMA COMMUNITY SERVICES DISTRICT
Mapping Tool Version 2.0 (EJScreen) that provides nationally consistent data combining
e nvironmental and demographic data related to the protection of public health and the
e nvironment. 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 Cuyama
Community Services 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 Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
Attributes
District area (est. square miles):
Entire District 0.6
Population (2020 Census):
Entire District 550
Assessed Valuation (FY 21-22: District portion) $25,795,182
Number of Treatment Plants 1
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire District (FY209-21) $797
Average Portion of County 1% Property Tax Received N/A
Ending Total Fund Balance (June 2021) $362,174
Change in Total Fund Balance (from June 2018 to June 2021) 42.3%
Total Fund Balance/Annual Revenue Total (FY 20-21) 82.6%
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.
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CHAPTER THREE: T. CUYAMA COMMUNITY SERVICES DISTRICT
SERVICES
Overview
Cuyama Community Services District (CCSD) provides water, wastewater collection, treatment
and disposal, and streetlighting services. The District is staffed by three (3) part-time staff and a
full-time General Manager. CCSD currently operates one production well for residential
distribution in the Basin with as estimated 162 AFY water demand.
GROUNDWATER MANAGEMENT
Groundwater Sustainability Agency
In accordance with SGMA, the Cuyama Basin Groundwater Sustainability Agency (CBGSA) was
formed in 2017. The 11-member Board of Directors includes representatives from the four counties
that intersect the Basin (Kern, Santa Barbara, San Luis Obispo, and Ventura), the Cuyama
Community Services District, the Cuyama Basin Water District, and the Santa Barbara County
Water Agency.
Groundwater Sustainability Plans
The Cuyama Basin Groundwater Sustainability Plan covers the Cuyama Valley managed by the
Cuyama Basin GSA. The GSP describes the physical setting of the Basin; quantifies historical,
present, and future water budgets, develops quantifiable management objectives that account for
the interests of the Basin’s beneficial groundwater uses and users, and identifies a group of
projects and management actions that will allow the Basin to achieve sustainability within the
20-year plan adoption. The goal of the GSP is to sustainably manage the groundwater resources
of the Basin for current and future beneficial uses of groundwater, include the following interests:
Holders of overlying groundwater rights, including agricultural users and domestic well
owners. There are approximately 475 agricultural and domestic wells identified to date in the
Basin.
Public water systems/municipal well operators are CCSD, the Cuyama Mutual Water
Company, and the Ventucopa Water Supply Company.
Disadvantaged communities; there are three disadvantaged and severely disadvantaged
communities in the Cuyama Basin: Cuyama, New Cuyama, and Ventucopa. The census block
groups for the Santa Barbara and San Luis Obispo county portions of the Basin which are
considered disadvantaged.
Local land use planning agencies are San Luis Obispo, Santa Barbara, Ventura, and Kern
counties.
Entities that monitor and report groundwater elevations are CCSD, San Luis Obispo County,
SBCWA, and Ventura County.
Environmental users of groundwater, including groundwater dependent ecosystems (GDEs)
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CHAPTER THREE: T. CUYAMA COMMUNITY SERVICES DISTRICT
Potential interests (listed in California Water Code Section 10723.2) that are not present in the
C uyama Basin include the following:
Surface water users, if there is a hydrologic connection between surface and groundwater
bodies
Federal government, including, the military and managers of federal lands
California Native American tribes
Data Management
SGMA Law requires a Data Management System (DMS), a tool to organize and maintain data as
part of GSP preparation and implementation. To achieve the goals identified by SGMA, the DMS
will be a central source for groundwater data, specifically for the Cuyama Basin. The DMS
contains information about the existing wells in the basin including groundwater level data, well
construction information, well logs, geophysical data, pumping test data, water quality data, and
pumping data. In addition, the DMS houses data related to land subsidence, surface water flows,
and total water use in the management areas. The plan for the DMS is that a user’s primary mode
of interaction will be to open and interact with a web application. The Cuyama Basin DMS uses
the Opti platform, utilizes Google maps and other charting tools for analysis and visualization.
The site may be accessed at http://opti.woodardcurran.com/cuyama.
WATER & WASTEWATER INFRASTRUCTURE AND PUBLIC
FACILITIES
Water Supply
Presently the only drinking water source available to the District is groundwater from the
Cuyama Groundwater Basin. The existing operating system consists of one operating well. The
Cuyama Aquifer is large (230 sq. mi), but is currently being over drafted and drawn down. Total
consumption from the aquifer is about 65,000 acre-feet/per year (1 acre-foot equals 326,000
gallons). The customers of the CCSD use about 162 acre-feet (less than 1%).
Treatment System
The water quality from existing Well No. Rehoboth #1 exceeds the arsenic levels set by national
and state requirements. CCSD operates and maintains a filtration treatment facility for arsenic
removal with disinfection using ferric chloride and sodium hypochlorite. Rehoboth #2 Water
Well was abandoned in November 2016. California Division of Drinking Water regulations, a
minimum of two wells is required for community water systems using only groundwater such as
the District, which is currently in the process of replacing its second well. The projected schedule
for completion of construction of Well No. 4 Project is the end of February 2025.
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CHAPTER THREE: T. CUYAMA COMMUNITY SERVICES DISTRICT
Distribution & Storage
The distribution system is classified as a D1 a nd T2 water system. Storage consists of 365,000-
gallon tanks. The well water is routed to CCSD’s four 80,000-gallon raw water storage tanks. The
treated water is pumped to finished water storage reservoir. A finished water booster pump
station is maintained to pump water from the storage reservoir through the distribution system.
Collection System
The wastewater collection system is comprised of 3.6 miles of 6-inch to 12-inch pipes made of cast
iron with three main gravity sewer lines. The collection system is entirely gravity flow and does
not include any pump/lift stations or force mains. The entire collection system is cleaned on a
periodic basis and the last cleaning was performed more than 10 years ago. Manholes are inspected
every 5 years. In 2011 the entire collection system was inspected by CCTV.
Treatment System
The Wastewater Treatment System for the town of New Cuyama is comprised of a 66-acre
extended aeration, activated sludge plant located approximately 1/4-mile northwest of the town
with a design capacity (dry weather flows) of 150,000 gallons per day. The CCSD is currently
operating flows average approximately 30,600 gallons per day at 20% of its capacity. The WWTP
Effluent Removal Remediation Project was completed in January 2018; the project involved
constructing evaporation ponds lined with on-site clay or HDPE to dispose of the Cuyama CSD
treated wastewater. A concrete effluent basin, duplex pump station, and valve and meter vault
were constructed. A pump station and 6-inch pipeline were constructed to facilitate recycled
water use by the adjacent landowner for non-food, root stock crops.
Disposal
The plant's reclamation method currently uses discharged to evaporation ponds or land applied
on adjacent property for irrigation of non-food crops.
Types of Services
Collection X
Treatment X
Disposal X
Recycled -
Other X
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CHAPTER THREE: T. CUYAMA COMMUNITY SERVICES DISTRICT
Cuyama Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant, Booster, & Lift Stations
Address Acquired/Built Condition Size
WWTP 5033 Highway 166 2000 Good 66.18-acres
150,000 gpd
Booster pump 2011 Good 20 hp
700 gpm
Intake booster pump 1999 Good 5 hp
Connections
Water Wastewater
Single-Family 212 197
0 0
Multi-Family
22 0
Commercial
0 0
Industrial
0 0
Agricultural
20 0
Other (Landscape)
Total Staffing
Personnel Per 1,000
population
Full time Operators 2 4
Emergency Operators 2 4
Administrative Personnel 1 2
Other District Staff 1 2
Cuyama Community Services has a total of four (4) employees. Contract services for Water/Sewer
Operators, two part time Filed maintenance workers, and a part time Office Assistant
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CHAPTER THREE: T. CUYAMA COMMUNITY SERVICES DISTRICT
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
General Manager/CPO (1) n/a 27
Lead Field Operations (1) n/a 29
Assistant Field Operations (1) n/a 5
Administrative Personnel (1) n/a 1
Water Capacity
The Cuyama CSD service area’s
Cuyama Community Services receives water from the Cuyama maximum daily capacity to store
water is 0.4 million gallons. The
Groundwater Basin. Total consumption from the aquifer is about
maximum daily capacity to convey
65,000 acre-feet/per year (1 acre-foot equals 326,000 gallons). The wastewater to the Treatment
Facility for treatment and disposal
customers of the CCSD use about 162 acre-feet. CCSD would be
is 1.5 million gallons.
provided allocations based on historical water use, and would not
be required to reduce pumping over time. It would be limited in how much pumping could
increase in the future, with an allowance for changes in population in the CCSD service area.
System Demands
The estimated annual water
Cuyama Community Services service area’s average annual water demand is 162 afy and wastewater
flows generated during the report
demand is ~0.14 MGD, or 162 afy. Annual wastewater collection
period among Cuyama users in the
demand generated approximately ~0.03 MGD. It also translates service area has been 0.03 million
gallons per day.
over the report period to an estimated 327 gallons per day of
water for single-family residential; it also translates to 569 gallons for every service connection.
Service Performance
LAFCO estimates Cuyama CSD is
Cuyama Community Services service area’s average annual water
presently operating at 1% capacity
demand generated during the report period for subsequent in water service and 20% capacity in
wastewater within its service area
treatment and distribution has been approximately 162 afy. Of
in Cuyama.
this amount, it is estimated by LAFCO this represents 1% of
permitted supplies. Average annual wastewater collection demand generated for subsequent
treatment and disposal at the Treatment Plant Facility has been approximately 0.03 million
gallons a day. Of this amount, it is estimated by LAFCO this represents 20% of permitted
capacity. The District generally has adequate capacity for anticipated future needs.
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CHAPTER THREE: T. CUYAMA COMMUNITY SERVICES DISTRICT
Cuyama Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
Total Distribution Inspected, Repaired, Added -Cuyama CSD
1
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Water Sewer
Source: CCSD Data.
Note: Information is for the entire District. Also, this table tabulates miles of lines cleaned, replaced, added,
and videoed. Additional upgrades preformed regarding lift stations and treatment plant.
Upgrades or Repairs Completed -Cuyama CSD
FY -2020-2021
1
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0% 0% 0% 0% 0% 0% 0%
0
Inspected Cleaned Replaced Added Video Booster Treatment
Stations Plant
Upgrades/Repairs
Source: CCSD Data.
Note: Information is for the entire District.
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CHAPTER THREE: T. CUYAMA COMMUNITY SERVICES DISTRICT
The Cuyama CSD provides water and wastewater
collection and transport services to its con stituents CCSD Snapshot: FY2022
directly and plans for them in various planning Planning Reports Year Updated
Community Map 2014
documents. Unfortunately, no planning documents
Sewer System Mgmt. Plan 2014
were submitted or available for this service. The
Master Plan 2019
County adopted the Cuyama Valley Area Map, which Capital Improvement Plan none
Rate Study 2020
was last updated in 2014.
Climate Plan 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
2017-2018 2018-2019
Amount % of Total Amount % of Total
Water sales $237,928 58.5% $248,014 59.5%
Sewer services $156,166 38.4% $158,502 38.0%
Investment income $8,017 2.0% $10,289 2.4%
Other revenue $4,353 1.1% $332 0.1%
Revenue total $406,464 100.0% $417,137 100.0%
Source: Cuyama Community Services, Financial Statements, June 30, 2018 and 2019, 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.
LAFCO of Santa Barbara County 653
CHAPTER THREE: T. CUYAMA COMMUNITY SERVICES DISTRICT
CUYAMA COMMUNITY SERVICES
Fiscal Trends-Cuyama CSD
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
2017-18 2018-19 2019-20
Revenue Expenditure Reserve
This indicator addresses the extent to which charges for service
Charges for Services covered expenses. Charges for Services is the primary funding source
for CSD Districts. Represented below a ratio of one or higher
0.5 indicates that the service is self-supporting.
0.4
0.3
0.2
0.1
0
2017-18 2018-19 2019-20 2020-21
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
2016 $ unk $ unk TBD
2017 $ unk $ unk TBD
0.5
2018 $ 406,464 $ 526,019 0.7
2019 $ 417,137 $ 802,196 0.5
0 2020 $ unk $ unk TBD
2016 2017 2018 2019 2020 2021 2021 $ 438,448 $ 407,347 1.0
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CHAPTER THREE: T. CUYAMA COMMUNITY SERVICES DISTRICT
Post-E mployment Liabilities
The two charts below identify the funding status and a sset coverage of the pension and OPEB plans.
Pension 2018 2019 2020 2021 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%
2021 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. The District does have a plan for its full-time
employees where it contributes an amount equal to 5% of employees' gross annual wages into an
IRA account held in the employees' name at JP Morgan Chase Bank.
OPEB Obligations and Payments
The District does not have any post-employment obligations.
Enterprise Funding
The District budget includes water and sewer services. In FY 2017/2018, the District’s actual
budget expense was $48,516 and increased that to $87,214 for FY 2018/2019. 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 655
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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) $0 $0 $0 $0 $0 $0
Net Liabilities (pension & OPEB) $0 $0 $0 $0 $0 $0
CHAPTER THREE: T. CUYAMA COMMUNITY SERVICES DISTRICT
Water & Wastewater-Expenditure
1 0.25
0.23%
0.9
0.8 0.2
0.7
0.6 0.15
Water & Sewer
0.5
0.11%
0.4 0.1 0.092%
0.3
0.2 0.05
0.1
0% 0%
0 0% 0
2016 2017 2018 2019 2020 2021
Asset Maintenance and Repair
The District’s budget includes improvement budgeting through its Parts/Repair Fund. In FY
2017/2018, the District budgeted $9,419 and reduced that to $8,883 for FY 2018/2019 and in FY
20-21 total expenditures for equipment repairs were $1,100.
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.
Long-term Liabilities and Debts
On November 30, 1999, the District issued $205,500 in Certificates of Participation to the United
States Department of Agriculture under the Rural Utilities Service Financial Assistance Program.
The purpose of the certificates of participation was to provide funds for the Sewer Treatment
Facility Project. The certificates were issued at an interest rate of 3.25% and are payable in semi-
annual installments until the fiscal year 2040.
On November 10, 1999, the District entered into a loan agreement for $42,600 with the Rural
Utilities Service Financial Assistance Program. The purpose of the loan was to improve the Sewer
System Treatment Facility Plant. The loan carries a 3.25% interest rate and is payable in annual
installments of $1,918, including principal and interest until the fiscal year 2040.
On April 7, 2005, the District entered into a loan agreement for X230,980 with the Rural Utilities
Service Financial Assistance Program. The loan carries a 4.25% Interest rate and is payable in
annual Installments of $12,108, which includes principal and interest until the fiscal year 2045.
656 ADOPTED 2022 WATER, W ASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: T. CUYAMA COMMUNITY SERVICES DISTRICT
Opportunities for Shared Facilities
The District does not currently share facilit ies 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.
Rate Structure
Water and Sewer rates for the District were last updated and adopted by the Board of Directors
in August 2020. The rates are based on a 2021 Rates and Fees Schedule that undergo periodic
review and adjustment, per District policy.
Water and Sewer Fees (Effective Jan 1, 2021)
A. Connection Fees (represents share of capital costs)
Residential Water –$1,500 per meter. Residential Wastewater - $1,400 per unit. Non-
Residential $900 per 1-4 fixtures each additional $100. Industrial – same per 1-6 fixtures.
B. User Fee per Month
Residential Base Rates*
Water Wastewater
Single-family/condo $85.50 $66.00
Multi-family $62.70
¾” meter $86.10
Apartments $56.10
1” meter $88.50
Commercial (2” meter) $95.50 $66.00
Overage charge > 2,000 cu. ft. $0.79 per 100 cu. ft. $0.09 per 100 cu. ft.
3” meter $109.50 -
4” meter $120.50 -
6” meter $147.50 -
Construction Use
Per month service charge $150.00 -
Per gallon (metered delivery) $0.0175 -
Figures T-3 and T-4 show a rate comparison of four North County Communities. The following
charts show the comparison of one City and three Community Service Districts. Overall, Cuyama
Community Services sewer rates for residential customers are average with other communities in
the North County area. The charts are based upon a sample billing using “10 units” as a basis.
LAFCO of Santa Barbara County 657
CHAPTER THREE: T. CUYAMA COMMUNITY SERVICES DISTRICT
95.07
93.40
$100
87.01
$80
$60
34.17
$40
$20
$0
Cuyama SYRWCD ID#1 City of SM Los Alamos
658 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
sralloD
Bill Comparision -Monthly Residential Water -10 Units
1 unit = 100 Cubic Feet of Water
North County Communities
76.67
$90
$80 66.00 70.08
$70
$60
$50
$40
27.01
$30
$20
$10
$0
Cuyama SYCSD City of SM Los Alamos
sralloD
Bill Comparision -Monthly Residential Sewer -10 units
1 unit = 100 Cubic Feet of Water
North County Communities
163.68
159.40
$180
$160 122.08
$140
104.25
$120
$100
$80
$60
$40
$20
$0
Cuyama SY Valley City of SM Los Alamos
sralloD
Total Comparision -Monthly Residential Water & Sewer -10 units
1 unit = 100 Cubic Feet of Water
North County Communities
CHAPTER THREE: T. CUYAMA COMMUNITY SERVICES DISTRICT
ORGANIZATION
Governance
Cuyama 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 Cuyama 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 - Parks and Rec
- Wastewater - Transportation
- Street Lighting - All others listed in Principal Act
Governance of Cuyama 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 second Wednesday of every month at District
Office located at 4853 Primero Street, New Cuyama at 6:00 pm. A current listing of Board of
Directors along with respective backgrounds follows.
Cuyama Community Services |
Current Governing Board Roster
Member Position Background Years on District
Paul Chounet Chair Educator 7
Malcolm Ricci Vice Chair Ag/Food (Bolthouse) 30
Deborah Williams Secretary Military/IT 7
Terri Cox Director Educator 3
Karen Adams Director Paralegal 5 mo
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
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CHAPTER THREE: T. CUYAMA COMMUNITY SERVICES DISTRICT
w ebsite checklist. However, agencies should address these criteria to comply with current
website requirements.
Cuyama Community Services District Website Checklist
website accessed 7/25/22 https://cuyamacsd.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 CSD is an independent board-governed District. Refer to https://cuyamacsd.specialDistrict.org for the
required checklist items.
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CHAPTER THREE: T. CUYAMA COMMUNITY SERVICES DISTRICT
Survey Results
The table below includes a list of question s asked of area residents by LAFCO to assess if
satisfactory water, wastewater, and stormwater services met their needs and/or identify any unmet
needs. The questions identify key components recommended by LAFCO staff.
Cuyama Community Services District Questionnaire
Revenues, Types of Service, and Resources
Cuyama Community Services |
Responses by Respondence
Questions Satisfactory Unsatisfactory Undecided
1. Overall, are you satisfied with the level of water, - - -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment - - -
provided with the level of water, wastewater, or
stormwater 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 Community Services District at this
time.
LAFCO of Santa Barbara County 661
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662 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
U. 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: cclark@losalamoscsd.com
Website: www.losalamoscsd.com
General Manager/: Juan Gomez
Plant Operator: 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 miles 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 $935 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 663
CHAPTER THREE: U. LOS ALAMOS COMMUNITY SERVICES DISTRICT
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CHAPTER THREE: U. 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 8.5 miles of water distribution system, four groundwater wells
#3A, #4, #5 & #6, one steel 200,000-gallon tank, one 500,000-gallon underground concrete
reservoir, one one-million-gallon steel tank and a single pressure zone distribution network of
water mains.
The District also operates 8.5 miles of wastewater collection system, with two pumping lift
stations, a force main, and 137 manholes. The Wastewater Treatment System for the town of Los
Alamos is comprised of a 3.1-acre facultative pond treatment facility and 47.6 acres of an effluent
disposal system (spray irrigation fields), including five (5)-retention basins for a total of 66.18
acres that are maintained by District. The treatment capacity is rated at 400,000 gpd. The LACSD
is currently operating at 55% of its capacity. The historic average of sewer flow per residential
dwelling unit ranges from 157 to 209 gpd. The projected buildout average daily flow is 253,083
gpd.
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 assesses impact fees on sewer connections to offset costs related to the
construction of new physical capital improvements, while monthly fees are used to cover costs
associated with daily operation and maintenance of the plant and administration services. The
cost of the connection fees is calculated based on the District’s existing and projected
infrastructure demands. The one-time connection fee is based on the type of development
proposed and whether the proposed project is located within the existing LACSD boundaries or
requires annexation into the District.
The rising cost for services, coupled with regulatory requirements cumulatively, create a
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CHAPTER THREE: U. LOS ALAMOS COMMUNITY SERVICES DISTRICT
s ignificant disincentive to development. The LACSD contracted with Raftelis Financial
C onsultants, Inc. (RFC) to prepare its 2016 Water and Wastewater Capacity Fee Study. The
a nalysis 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.
The District's water and wastewater systems both have some capacity within the existing system
to serve future growth; however, there are also specific growth-related capital projects necessary
for growth to occur. Therefore, the Hybrid approach was used to determine the Capacity Fees for
both the water and wastewater utilities. In conjunction with adopting updated Capacity Fees,
RFC recommends that the District apply the Engineering News Record Construction Cost Index
20-Cities Average to adjust the fees in subsequent years to keep pace with inflation. The District
should also conduct a comprehensive review of the capacity fees every three to five years to ensure
appropriate funding of capital projects and equity among customers. A Water, Wastewater Rate
Study, along with a Capacity Fee Study will be initiated in January 2023.
LAFCO 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.
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
Santa Barbara County Water Agency established in partnership with eighteen 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
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CHAPTER THREE: U. LOS ALAMOS COMMUNITY SERVICES DISTRICT
of Guadalupe, La Cumbre Mutual Water Company, City of Lompoc, Los Alamos Community
Services District, Mission Hills Communi ty 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 Los Alamos Community Services District collaborates with the San Antonio Basin Water
District through the San Antonio Basin Groundwater Sustainability Agency.
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 380 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
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 380 100.0% 742 1,130
Totals 380 100.0% 742 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 380 100.0% 742 1,130
Totals 380 100.0% 742 1,130
Total assessed value (land and structure) is set at $293.5 million as of April 2022, and translates
to a per acre value ratio of $772,422. The former amount further represents a per capita value of
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CHAPTER THREE: U. LOS ALAMOS COMMUNITY SERVICES DISTRICT
$ 179,633 based on the estimated service population of 1,634. Los Alamos Community Services
D istrict receives $0.1 million dollars in annual property tax revenue and mostly operates using
e nterprise funding through $0.5 million dollars in annual services charges generated within its
jurisdictional boundary.
The jurisdictional boundary is currently divided into 742 legal
Close to 79% of the
parcels and spans 380 acres. The remaining jurisdictional acreage
jurisdictional boundary is under
consists of public right-of-ways. Approximately 79% of the parcel private ownership, and of this
amount approximately 78% has
acreage is under private ownership with 78% 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 64 vacant parcels that collectively total 49 acres.
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
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CHAPTER THREE: U. LOS ALAMOS COMMUNITY SERVICES DISTRICT
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.
The current County of Santa Barbara Housing Element (2023-2031) identifies an estimated
growth rate of less than one (1) percent within Los Alamos Community Plan area. The following
population projections are based on the Department of Finance Table E4 estimate and SBCAG
regional forecast as a percentage of Solvang-Santa Ynez unincorporated projections.
Table U-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 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Los Alamos was $72,688 in 2022, 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
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CHAPTER THREE: U. LOS ALAMOS COMMUNITY SERVICES DISTRICT
R egional Water Management Plan in 2019. This was in part for the purposes of grants for the
C entral Coast Funding Area for which a disadvantaged communities’ assessment was conducted
b ased 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 Los Alamos
Community Services 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.
Los Alamos Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
Attributes
District area (est. square miles):
Entire District 1.0
Population (2020 Census):
Entire District 1,634
Assessed Valuation (FY 21-22: District portion) $293,520,404
Number of Treatment Plants 1
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire District (FY 20-21) $935
Average Portion of County 1% Property Tax Received 4¢/$1
Ending Total Fund Balance (June 2021) $6,850,780
Change in Total Fund Balance (from June 2017 to June 2021) 5.3%
Total Fund Balance/Annual Revenue Total (FY 20-21) 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.
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CHAPTER THREE: U. LOS ALAMOS COMMUNITY SERVICES DISTRICT
SERVICES
Overview
Los Alamos Community Services District (LACSD) provides water, wastewater, and parks
services. The District is staffed by six (6) full-time and one (1) part-time staff.
GROUNDWATER MANAGEMENT
In accordance with SGMA, the San Antonio Basin Groundwater Sustainability Agency (SABGSA)
was formed in 2017 for the purpose of sustainably managing groundwater and developing a
Groundwater Sustainability Plan (GSP) for the San Antonio Creek Valley Groundwater Basin.
The eight (8)-member Board of Directors includes representatives from the Los Alamos
Community Services District and the San Antonio Basin Water District. Although not a member
agency, Santa Barbara County has land use planning authority in the Basin and participates in
SGMA implementation through its representation on the Groundwater Sustainability Plan
Committee.
Groundwater Sustainability Plans
The GSP describes the physical setting of the Basin; quantifies historical, present, and future
water budgets; develops quantifiable management objectives that account for the interests of the
Basin’s beneficial groundwater uses and users and identifies a group of projects and management
actions that will allow the Basin to achieve sustainability within 20 years of plan adoption. The
goal of the GSP is to sustainably manage the groundwater resources of the Basin for current and
future beneficial uses of groundwater, including Barka Slough, through an adaptive management
approach that builds on best available science and monitoring and considers economic, social, and
other objectives of Basin stakeholders.
The Basin consists of an elongated bowl-shaped structure that is oriented east-west and was
formed by compressional forces. Two relatively thick geologic units fill the Basin; the Paso Robles
Formation and the Careaga Sand. Both have been identified as principal aquifers. The alluvium in
the Basin may be water bearing, particularly in the lower reaches of San Antonio Creek, because
it receives recharge from San Antonio Creek. However, it is not considered a principal aquifer
because there are no known wells completed in this unit and it does not produce sufficient
quantities of water to support agricultural operations.
The water budgets presented in the GSP provide an accounting and assessment of the total annual
volume of surface water and groundwater entering and leaving the Basin, including historical,
current, and projected water budget conditions, and the change in the volume of groundwater in
storage. Groundwater from the Basin’s two identified principal aquifers, the Paso Robles
Formation and the Careaga Sand, supplied all the groundwater pumped and used in the Basin
over the historical water budget period (water years 1981–2018) or historical period. The historical
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CHAPTER THREE: U. LOS ALAMOS COMMUNITY SERVICES DISTRICT
g roundwater budget includes a summary of the estimated groundwater inflows, groundwater
o utflows, and change in groundwater in storage. The results of the water budget indicate that
a verage annual outflows from the Basin (28,100 AFY) have exceeded average annual inflows to the
Basin (17,500 AFY) throughout the historical period, resulting in a deficit of groundwater in
storage of approximately 10,600 AFY from year to year.
The historical basin yield was calculated by summing the average annual groundwater in storage
decrease of 10,600 AFY with the estimated total average annual amount of groundwater pumping,
of 19,500 AFY, for the historical period. This results in a historical basin yield of about 8,900 AFY.
This estimated value reflects historical climate, hydrologic, and pumping conditions and provides
insight into the amount of groundwater pumping that could be sustained in the Basin to maintain
a balance between groundwater inflows and outflows. It is anticipated that this value may
fluctuate in the future as conditions change or as more data are obtained.
Data Management
Basin yield, or safe yield, of a groundwater basin is defined by SGMA as the maximum quantity of
water that can be continuously withdrawn from a groundwater basin without adverse effect (e.g.,
chronic and continued lowering of groundwater levels and the volume of groundwater in storage).
Basin yield is not a fixed constant value but a dynamic value that fluctuates over time as the
balance of the groundwater inputs and outputs change. Thus, the calculated basin yield will be
estimated and likely modified with each future update of this GSP. Basin yield is not the same as
sustainable yield. Sustainable yield is defined in SGMA as “the maximum quantity of water,
calculated over a period representative of long-term conditions in the basin and including any
temporary surplus that can be withdrawn annually from a groundwater supply without causing an
undesirable result” (emphasis added). Calculating the basin yield provides a starting point for later
establishing sustainable yield by considering the sustainability indicators.
There are currently 50 wells included in the groundwater level monitoring network used as a
proxy for the groundwater storage monitoring network. All but six wells in the groundwater level
monitoring network are monitored by the GSA. Four of the six wells are monitored by the Los
Alamos Community Services District. Static water levels are provided to the GSA on a quarterly
basis. The remaining two wells are monitored by Santa Barbara County and data are provided
semiannually. The monitoring network will enable the collection of data to assess sustainability
indicators, evaluate the effectiveness of management actions and projects that are designed to
achieve sustainability, and evaluate adherence to minimum thresholds and measurable objectives
for each applicable sustainability indicator.
There are currently 89 wells included in the groundwater quality monitoring network. The
groundwater quality monitoring network includes eight municipal drinking water supply wells
and 81 wells monitored as part of the state Irrigated Lands Regulatory Program (ILRP). Of the
ILRP wells, 21 were determined to be domestic supply wells, and 60 wells were determined to be
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agricultural supply wells. Groundwater quality data do not indicate a need for additional
monitoring locations. Current programs p rovide adequate spatial and temporal coverage for the
purposes for the GSP.
SGMA-related data for the Basin is being incorporated into the Data Management System (DMS)
(currently under development). The GSA and entities that collect and report data within the
Basin will have access to the DMS and authorization to upload data into the DMS. The data and
information stored in the DMS will be checked for quality. The DMS will manage and present the
data in a centralized environment to enable utilization by the SABGSA Board and GSP consultant.
The data will be used to support GSP development, demonstrate progress towards Basin
sustainability, and to communicate with basin stakeholders and the state. The data that will be
housed in the DMS are listed below.
WATER & WASTEWATER INFRASTRUCTURE AND PUBLIC
FACILITIES
Water Supply
Presently the only drinking water source available to the District is groundwater from the San
Antonio Groundwater Basin. The existing operating system consists of four operating wells
(Wells No. 3A, 4, 5 and 6), one steel 200,000-gallon tank, one 500,000-gallon underground
concrete reservoir partially buried storage reservoir, one one-million-gallon steel tank and a single
pressure zone distribution network of water mains.
Treatment System
The water quality from existing Wells No. 3A, 4, 5 and 6 meets all national and state requirements
using sodium hypochlorite, for disinfection and liquid sodium hydroxide for corrosion control.
The aquifer and pumping equipment at well #3A (completed in December 2010) is 500' deep, 12"
diameter PVC casing and currently capable of supplying 430 gpm. Well #4 is capable of supplying
220 gpm. Well #5 is approximately 1000' deep, 12" diameter stainless steel casing and currently
capable of supplying 750 gpm to the system. Well #6 is approximately 960' deep, 12" diameter
PVC casing and currently capable of supplying 600 gpm to the system.
Distribution & Storage
Three reservoirs, located in the hills west of the District provide storage and pressure for the water
distribution system. The existing water storage facilities total nearly 1.5 million gallons of storage.
Although the existing steel 200,000-gallon reservoir has been epoxy coated, it provides back-up
emergency to provide adequate fire flows. Due to the lower high-water elevation of the 200,000-
gallon tank compared to the other two reservoirs, this tank can only be used by manually
operating the valve. This emergency storage tank is operated once a week to maintain the quality
of the water. The existing 500,000-gallon reservoir is an underground concrete reservoir
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CHAPTER THREE: U. LOS ALAMOS COMMUNITY SERVICES DISTRICT
c onnected to the distribution system by a 12-inch distribution main. The wood roof needs
s tructural repair and the District should consider the possibility of replacing the 500,000-gallon
r eservoir within the next 10 years. The installation of a new one (1) MG welded steel tank was
constructed in 2004 next to the 500,000-gallon reservoir. The site for the tank was graded to
provide for a future one (1)-million-gallon tank recommended to offset the replacement of the
500,000-gallon tank and to provide for additional development. The steel tanks are lower than
the high-water elevation for the underground reservoir, thus sacrificing some volume in the
500,000-gallon reservoir.
The distribution system throughout Los Alamos is comprised of 6 and 8-inch diameter
distribution mains. The original distribution mains are asbestos-cement piping with PVC piping
being installed since the 1980's. At this time, all future mains installed will be PVC. A 12-inch
transmission main connects the one-million-gallon, 500,000-gallon and 200,000-gallon reservoirs
to the distribution system near the turnout to the 200,000-gallon tank by the park. Wells #3A,
#4 and #5 are connected to the distribution system within the 6 and 8-inch diameter distribution
mains that lead to the 12" diameter transmission main with one pressure zone. A bypass line and
valves were installed in May 2009 at the junction of the 12" transmission main and the 8"
distribution mains heading north and east into town from the tanks to provide the ability to serve
the town with the 200,000-gallon tank during maintenance operations on the larger tanks.
Collection System
The wastewater collection system is comprised of 44,750 linear feet or 8.5 miles of all plastic pipes,
two sewer lift stations (one with two additional wet wells), and one-half mile of forced sewer
main. The sewer mains are a minimum of 6-inches in diameter. With the exception of one
developed residential property located on Augusta Street, north of San Antonio Creek, all
development within the Los Alamos Community Services District gravity flows to the main lift
station on Bell Street.
The sewer trunk for the town of Los Alamos consists of 10-inch diameter line is rated at 450-gpm
peak hourly flow that runs west along Main Street connecting the east side of Highway 101 to the
western edge of the town. A 12-inch sewer trunk is rated at 615-gpm peak hourly flow then
continues from Main Street north on Den Street, west on Waite Street, then north again along the
westerly edge of town to Bell Street. The 12" trunk continues westerly on Bell Street to the primary
Bell Street lift station.
Treatment System
The Wastewater Treatment System for the town of Los Alamos is comprised of a 3.1-acre
facultative pond treatment facility and 47.6 acres of an effluent disposal system (spray irrigation
fields), including five (5)-retention basins for a total of 66.18 acres that are maintained by District
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personnel. The treatment capacity is rated at 400,000 gpd. The LACSD is currently operating at
55% of its capacity. The wastewater treatm ent facilities include headworks consisting of a grinder
(comminutor) with a permitted capacity of 225,000 gpd, a 2-inch bypass bar screen and piping to
the aeration treatment ponds and two partial mix facultative ponds with a capacity of 1.4 million
gallons each. The two ponds are aerated approximately 18 feet of depth and have an average
detention time of 7 days each.
Disposal
The plant's reclamation method currently uses 47 .6 acres of spray irrigation fields (12 acres with
Phase I, 17.6 acres with Phase II and 18 acres with Phase III). The reclamation area for Phases I and
II is formed by the natural watershed of a small bowl-shaped valley bisected by Bell Street. The
two-Phase II basins are linked, such that the Upper Basin drains to the Lower Basin, and can be
drained into the Master Basin to be pumped back into the treatment ponds for irrigation. Phase
III WWTP expansion added 18 acres of irrigation between Highway 101 and Bell Street just south
of the Phase II expansion. The reclamation area for Phase III is sloped to the southwest corner
next to Bell Street.
Types of Services
Collection X
Treatment X
Disposal X
Recycled -
Other X
Los Alamos Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant, Booster, & Lift Stations
Address Acquired/Built Condition Size
WWTP 1988 Good 66.18-acres
Bell Street, LS 1988 Good X2 -7.5 hp-270 gpm
140 Augusta Street, LS 1988 Good 0.5 hp-88 gpm
The treatment facilities are comprised of the head works and treatment ponds.
The Bell Street lift station is the main lift station serving the community of Los Alamos. Everything
within the sewer collection system is gravity fed to this lift station. The crucial components to the
LAFCO of Santa Barbara County 675
CHAPTER THREE: U. LOS ALAMOS COMMUNITY SERVICES DISTRICT
l ift station are two 7.5 horsepower pumps operating at 270 gpm each that transfers the town’s
s ewage the last half mile to the Wastewater Treatment Plant. The Bell Street lift station is
e quipped through telemetry with a high- and low-level alarm that are tied into an automated
control dialer that will call the on-call operator in the event of a high- or low-level situation at the
lift station. The auto dialer also notifies the on-call operator in the event of a power outage to the
lift station or treatment plant. The alarms are tested weekly at the lift station and the District has
a consultant available at all times in the event that repairs/replacement of equipment is necessary
to the telemetry system.
The Augusta Street lift station is the smaller of the Districts two lift stations that currently serves
1-home. The crucial components to the lift station are 2-inch sump pump is used to transfer
sewage from one side of San Antonio Creek to the other and into the collection system.
Two additional holding tanks with a capacity of 3000 gallons each were added to allow for
additional capacity in the event of lift station pump failure. As a safeguard, the District, as part of
Wastewater Treatment Plant Phase III Expansion Project completed in October of 2006, added
two additional wet wells that are interconnected with the primary wet well. The two new wet
wells have a capacity of 3000 gallons each and have improved the lift station operation by reducing
pump cycles and have increased storage capacity in the event of lift station pump failure. An
earthen dyke surrounds the lift station for added protection.
Connections
Water Wastewater
Single-Family 472 466
Multi-Family 83 83
Commercial 31 31
Industrial 0 0
Agricultural 0 0
Other 28 28
676 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: U. LOS ALAMOS COMMUNITY SERVICES DISTRICT
T otal Staffing
Personnel Per 1,000
population
Full time Operators 5 3.0
Emergency Operators 5 3.0
Administrative Personnel 2 1.22
Other District Staff 0 n/a
Los Alamos Community Services has a total of six (6) permanent
employees.
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
General Manager/CPO (1) 19 17.5
Office Manager/Treasurer (1) 26 26
Operator II (1) 25 25
Operator I (1) 5-6 months 5-6 months
Operator I (1) 3 3
Administrative Personnel (1) 3 3
Water & Wastewater Capacity
The Los Alamos CSD service area’s
Los Alamos Community Services District storage capacity is maximum daily capacity to store
approximately 1.5 mgd. The District has a permitted wastewater water is 1.5 million gallons. The
maximum daily capacity to convey
treatment capacity of 0.4 mgd. wastewater to the Treatment
Facility for treatment and disposal
is 0.4 million gallons.
System Demands
Los Alamos Community Services service area’s average annual
The estimated average annual water
water demand is ~93.5 MGD, or 16 afy. Annual wastewater demand is 93.5 mgd and wastewater
flows generated during the report
collection demand generated approximately ~0.2 MGD. It also
period among Los Alamos CSD
translates over the report period to an estimated 360 gallons per users in the service area has been 0.2
million gallons per day.
day of water for single-family residential, 200 gpd for multi-
family, 90 gallons/1000 SF of commercial, or 180 gpd of
wastewater for each single-family dwelling unit, 100 gpd for multi-family, and 60 gpd/1000 SF of
commercial; it also translates to 325 gallons for every service connection.
LAFCO of Santa Barbara County 677
CHAPTER THREE: U. LOS ALAMOS COMMUNITY SERVICES DISTRICT
S ervice Performance
L os Alamos Community Services area average annual water
demand generated during the report period for subsequent
treatment and distribution has been approximately 16.5 afy. Of
this amount, it is estimated by LAFCO this represents 55% of
permitted supplies. Average annual wastewater collection demand generated for subsequent
treatment and disposal at the Treatment Plant Facility has been approximately 0.2 million gallons
a day. Of this amount, it is estimated by LAFCO this represents 50% of permitted capacity. The
District generally has adequate capacity for anticipated future needs.
The wastewater collection system is expandable by way of main line extensions, including
laterals. The Capacity is limited only to the pipe sizing and the related ability of the connected lift
stations. The wastewater treatment plant was also constructed to far exceed full build-out of the
town. As the demand on the collection system increases, evaluation needs to be given to the
District’s current permitted capacity of the effluent spray irrigation and related infrastructure
improvements that will be needed. As part of the District’s Wastewater Discharge Permit, No.
R3-2005-0133, when the District reaches 75% of its permitted capacity, the District will start the
process of evaluating the need to expand the spray irrigation fields and related infrastructure to
increase our permitted capacity with the RWQCB.
Los Alamos Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
Total Distribution Inspected, Repaired, Added -Los Alamos CSD
1
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Water Sewer
Source: LACSD Data.
Note: Information is for the entire District. Also, this table tabulates miles of lines cleaned, replaced, added,
and videoed. The District indicated no maintenance was performed on the systems over the past five years.
678 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
seliM
latoT
LAFCO estimates Los Alamos CSD
is presently operating at 55%
capacity in water service and 50%
capacity in wastewater within its
service area in Los Alamos.
CHAPTER THREE: U. LOS ALAMOS COMMUNITY SERVICES DISTRICT
Upgrades or Repai rs Completed -Los Alamos CSD
F Y -2020-2021
1
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0% 0% 0% 0% 0% 0% 0%
0
Inspected Cleaned Replaced Added Video Booster Treatment
Stations Plant
Upgrades/Repairs
Source: LACSD Data.
Note: Information is for the entire District.
The Los Alamos CSD provides water and wastewater
LACSD Snapshot: FY2022
collection and transport services to its constituents
Planning Reports Year Updated
directly and plans for them in various planning
Community Plan 2011
documents, including the Sewer System Management Joint Powers Agreement 2022
Plan, Capital Improvement Plan, and Water & Sewer System Mgmt. Plan 2022
Water Facility Study 2022
Wastewater Facility Studies prepared in 2011, updates
Capital Improvement Plan annually
are pending. The County’s Los Alamos Community Wastewater Collection & 2022
Plan, which was last updated in 2011, contains a Land Treatment Study
Rate Study To begin in
Use, Public Facility, and Resource Constraints.
2023
Climate Plan 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.
LAFCO of Santa Barbara County 679
CHAPTER THREE: U. LOS ALAMOS COMMUNITY SERVICES DISTRICT
District Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Property taxes $85,786 6.2% $89,824 5.9%
Investment income $2,344 0.2% $1,662 0.1%
Charges for services $1,301,462 93.6% $1,401,368 91.7%
Contributions & grants $0 0% $34,974 2.3%
Revenue total $1,389,592 100.0% $1,527,828 100.0%
Source: Los Alamos Community Services, Financial Statements, June 30, 2020 and 2021 (draft), 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.
LOS ALAMOS COMMUNITY SERVICES
Fiscal Trends-Los Alamos CSD
1.8
1.6
1.4
1.2
1
0.8
0.6
0.4
0.2
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
680 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: U. LOS ALAMOS COMMUNITY SERVICES DISTRICT
This indicator addresses the extent to which charges for service
Charges for Services covered expenses. Charges for Services is the primary funding source
for Water & Sewer services. Represented below a ratio of one or
1.6 higher indicates that the service is self-supporting.
1.4
1.2
1
0.8
0.6
0.4
0.2
0
2016-17 2017-18 2018-19 2019-20 2020-21
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
2016 $ N/A $ N/A 1.0
2017 $ 1,051,000 $ N/A 1.0
0.5
2018 $ 1,317,956 $ 1,045,520 1.2
2019 $ 1,290,904 $ 1,298,499 0.9
0 2020 $ 1,389,592 $ 1,530,093 0.9
2016 2017 2018 2019 2020 2021 2021 $ 1,527,828 $ 1,349,324 1.1
Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2018 2019 2020 2021 Trend
Funded ratio (plan assets as a % of plan liabilities) 73% 75% 75% 75%
Net liability, pension (plan liabilities - plan assets) $ 301,830 $ 280,133 $ 303,707 $ 328,471
Other Post-Employment Benefits (OPEB)
Funded ratio (plan assets as a % of 0%
2021 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 681
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8 0.25
0.2
6
0.15
4
0.1
2
0.05
0 0
2015 2016 2017 2018 2019 2020
2016 2017 2018 2019 2020 2021
Agency Assets (other than capital) $4,805,721 $5,571,131 $5,177,234 $6,839,207 $1,315,808 $1,559,963
Net Liabilities (pension & OPEB) $192,330 $259,383 $301,830 $280,133 $303,707 $328,471
CHAPTER THREE: U. LOS ALAMOS COMMUNITY SERVICES DISTRICT
Pension Obligations and Payments
T he 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 $55,414
outstanding contributions to the pension plan as of June 30, 2019.
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.
Enterprise Funding
The District budget includes water and wastewater services for Fund #501. In FY 2019/2020, the
District’s actual budget expense was $2,204,361 and increased to $2,364,720 for FY 2020/2021.
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.
Water & Wastewater-Expenditure
2.5 21.5
21% 21
2
Water 20.5
1.5 20% 20
19.5
1
19% 19% 19%
19% 19
0.5
Sewer 18.5
0 18
2015 2016 2017 2018 2019 2020
682 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: U. LOS ALAMOS COMMUNITY SERVICES DISTRICT
Asset Maintenance and Repair
The District’s budget includes Renewal a nd 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 2021-2022
the following projects were listed:
Projects Budgeted or Estimated 2021 to 2022
5-Year Facilities Planning Studies Water/Sewer $30,000
Ongoing Water Valve Replacement $50,000
Painting the outside of the District Office $5,200
Replacing Backhoe $ 75,000
Inspection/Cleaning @ One Million Tank $9,750
Reservoir/Tank 3 $3,250
Sludge Maintenance $17,300
Storage Return Pump $ 16,821
WWTP Asphalt Overlay $56,000
Office Parking Asphalt Overlay $18,000
WWTP 25-A Flail Mower Attachment $6,500
40 x 20 Concrete Slab/Lean-to cover for Utility Equipment $12,000
Office Outside Lighting, Electrical & Security Camera's $8,000
Water Well 3A Equipment Replacement & Video Inspection $30,000
Covid-19 Shield Covers for Front Office Counter $5,000
Ongoing Water Valve Replacement $50,000
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.
LAFCO of Santa Barbara County 683
CHAPTER THREE: U. LOS ALAMOS COMMUNITY SERVICES DISTRICT
R ate Structure
W ater and Sewer rates for the District were last updated and adopted by the Board of Directors
in May 2016. The rates are based on a 2016 Water and Wastewater Rate Study prepared by
Raftelis Financial Consultants, Inc. and undergo periodic review and adjustment, per District
policy.
Water and Sewer Fees (Effective July 1, 2020)
A. Connection Fees (represents share of capital costs) Effective November 1, 2022
Water – ranges from $10,339 per ¾” meter to $448,073 6” meter. Sewer – ranges from $10,024 ¾”
meter to $434,361 per 6” meter.
B. User Fee per Month
Meter Size*
Water
3/4'' or less $34.17
1" $45.09
1 1/2" $72.41
2" $105.21
3" $209.01
4" $361.99
6" $728.03
Volume Charge (per 100 af) $3.90
* The District adopted drought rates for when conditions are met.
Wastewater Rates
Customer Class Monthly Charge
Single-Family $70.08
Multi-family $61.27
Non-Residential $43.64
One Dwelling Unit Equivalent $70.08
Variable Charges (per 100 af) $3.47
Figures U-3 and U-4 show a rate comparison for four North County Communities. The following
charts show the comparison of two Cities and two CSD’s. Overall, Los Alamos Community
Services sewer rates for residential customers are lower than other communities in the North
684 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: U. LOS ALAMOS COMMUNITY SERVICES DISTRICT
County area. The charts are based upon a sample billing using “10 units” as a basis.
$140
115.88
$120 95.07
$100 87.01
$80
$60
34.17
$40
$20
$0
City of Solvang SYRWCD ID#1 City of SM Los Alamos
LAFCO of Santa Barbara County 685
sralloD
Bill Comparision -Monthly Residential Water -10 Units
1 unit = 100 Cubic Feet of Water
North County Communities
76.67
$90
$80 70.08
$70
$60
$50
34.65
$40
27.01
$30
$20
$10
$0
City of Solvang SYCSD City of SM Los Alamos
sralloD
Bill Comparision -Monthly Residential Sewer -10 units
1 unit = 100 Cubic Feet of Water
North County Communities
165.76 163.68
$180
$160 122.08
$140
104.25
$120
$100
$80
$60
$40
$20
$0
City of Solvang SY Valley City of SM Los Alamos
sralloD
Total Comparision -Monthly Residential Water & Sewer -10 units
1 unit = 100 Cubic Feet of Water
North County Communities
CHAPTER THREE: U. LOS ALAMOS COMMUNITY SERVICES DISTRICT
O RGANIZATION
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.
Los Alamos Community Services |
Current Governing Board Roster
Member Position Background Years on District
Leonard Bileti President Fed Manager/Finance 10
Brad Vidro Vice President Retired City Manager 2
Charles Gonzales Director Restaurant Owner 1.5
Susan Gregg Director Human Resources 9
Vacant Director TBD 0
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
686 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: U. LOS ALAMOS COMMUNITY SERVICES DISTRICT
of the difficulty for LAFCO staff to verify this information, these criteria are not included in the
website checklist. However, agencies should address these criteria to comply with current
website requirements.
Los Alamos Community Services District Website Checklist
website accessed 7/25/22 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?
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.
LAFCO of Santa Barbara County 687
CHAPTER THREE: U. LOS ALAMOS COMMUNITY SERVICES DISTRICT
S urvey Results
T he table below includes a list of questions asked of area residents by LAFCO to assess if
satisfactory water, wastewater, and stormwater 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 water, 1 - -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment 1 - -
provided with the level of water, wastewater, or
stormwater 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 questions, 1 - -
and were informative?
A total of 1 response was provided by staff and 0 responses by the community that answered the
survey questions. The staff rated 100% satisfactory. No additional comments were provided.
688 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
V. Los Olivos Community Services District
Mailing Address: P.O. Box 345, Los Olivos, CA 93441
Phone: 805/500-4098
Fax: none
Email: gm.locsd@gmail.com
Website: www.losolivoscsd.com
General Manager: Guy Savage
SUMMARY
The Los Olivos Community Services District is authorized to provide collection, treatment, and
disposal of wastewater, recycled water, and storm water facilities in Los Olivos area to
approximately 1,000 people throughout 0.4 square miles in the central part of Santa Ynez Valley.
Los Olivos receives drinking water from the Santa Ynez River Water Conservation District,
Improvement District No.1 (ID#1). 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 $312 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 Olivos Community Services District was formed in 2018. It was formed to provide a
funding mechanism for the building and operation of facilities needed to collect, treat, and dispose
of sewage, wastewater, recycled water, and storm water in Los Olivos. In October, 2021, the
District Board authorized Stantec Engineering to move forward with the concept and preliminary
design of a project. On February 2, 2022, Stantec provided the Board with the Basis of Design
report, which is the first step in the preliminary design process for the project.
The District estimated it serves a population of 1,000 people. The District anticipates a growth rate
of less than one (1) percent a year within its boundaries in the coming years. The District is
estimated to conduct its Proposition 218 benefit assessment election to fund the completion and
operation of the wastewater collection and treatment system by end of 2022.
The Los Olivos Community Services District overlaps the County of Santa Barbara Fire Protection
District, Santa Ynez River WCD, Cachuma RCD, Santa Ynez River WCD Improvement District
No. 1, Santa Barbara Mosquito and Vector Control District, County Service Areas 32 (Law
Enforcement), County Flood Control & Water Agency, and the Oak Hill Cemetery District.
LAFCO
of Santa Barbara County 689
CHAPTER THREE: V. LOS OLIVOS COMMUNITY SERVICES DISTRICT
690 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: V. LOS OLIVOS COMMUNITY SERVICES DISTRICT
O PERATIONS
Los Olivos Community Services District contracts for all services, including General Manager.
The District is still designing a WWTP. It is estimated at full implementation to serve
100,000 gpd, peak (at 20-year build-out estimate) of 385,000 gpd facility.
In 2015, the state and county began requiring Los Olivos to comply with the state's septic-to-
sewer conversion program. On August 14, 2019, the LOCSD adopted Resolution 2019-04 and
approved the Los Olivos Community Wastewater Program Project Description. The purpose of
the Los Olivos Wastewater Reclamation Program Project Description is to define a strategy to
provide economically viable wastewater treatment and reclamation solutions to the residents and
property owners within the District that meets public health needs and the regulatory
requirements of the Regional Water Quality Board (RWQCB).
The Los Olivos Wastewater Reclamation Program is comprised of four distinct components, each
being interdependent and implemented concurrently:
1. Development of Residential Onsite Wastewater Treatment System (OWTS) Requirements
2. Financial Outreach and Assistance for Program Development, Construction and Operation
3. Implementation of a Local Groundwater Monitoring Program; and
4. Phased Collection and Treatment
Most of the District’s general revenues will come from Assessment taxes. The District will also
seek all available grants and additional sources to augment revenue through public-private
partnerships. Revenue from assessments is anticipated to total $188,887, or 28% of the budget
total. In FY 2021-2022 revenues available to the District totaled $676,257.
The District Board of Directors is composed of five Members who are elected at-large to four- year
terms. The Board meets Wednesday after the 2nd Tuesday of the month located at St. Mark’s in
the Valley Episcopal Church, Stacy Hall 2901 Nojoqui, Ave., Los Olivos at 6:00 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 Los Olivos Special Problems Area designation was established in 1974. The County prepared
a Los Olivos Wastewater Management Plan (LOWWMP) in 2010 that established a goal to
protect public health and safety by recommending a process to mitigate the negative effects of
LAFCO
of Santa Barbara County 691
CHAPTER THREE: V. LOS OLIVOS COMMUNITY SERVICES DISTRICT
existing onsite wastewater treatment systems (OWTS) on groundwater quality under and
a round Los Olivos. Onsite Wastewater Treatment System (OWTS) in Los Olivos are governed by
the Santa Barbara County Public Health Department’s (County EHS) Local Area Management
Plan (LAMP).
Like much of the Valley, the Special Problem Area is over both a perched, or shallow groundwater
that is tapped by private wells generally between 25 and 180 feet deep and deeper aquifer which
is tapped by wells between 250 and 600 feet deep. In the Los Olivos area, 32 private wells tested
demonstrate similar levels of nitrate in both shallow and deep aquifers as defined. However,
outside the immediate area, deeper wells sampled show considerably less nitrates. Indicating that
shallow wells in and around the problem area, as well as deeper wells immediately under or
adjacent to the problem area are most influenced by the nitrate contamination.
The District continues to pursue information on potential wastewater treatment package plant
siting locations so that an accurate Assessment Engineer’s Report and Financial Plan can be
prepared. The initial site evaluation process is intended to determine a realistic range of expected
costs for budgeting purposes, and to see if there are any potential “acquisition opportunities of
convenience”, meaning potential sites that may include excess right-of-way, or private land that
may be offered for sale. To that end, the District secured an easement agreement with the County
of Santa Barbara in 2019 for a .25-acre parcel located adjacent to the southern border of Mattei’s
Tavern that could potentially be used in the overall system design and siting process.
Last fall in 2021, the Board directed Stantec Engineering to perform a 3rd party assessment of the
18 potential package plant sites first identified in the June 2021 Urban Planning Concepts’
Desktop Siting Analysis. Stantec has developed a matrix to rate the sites based on a technical,
engineering, and environmental perspective that works best for system operations and the
community. The results of the study were provided to the Board at its February 2, 2022 meeting.
The Board recently executed funding agreements for the State Grant which will provide up to
$150,000 in matching funds for the preliminary design of the septic to sewer conversion
project. The District is also working with Santa Barbara County and are beneficiaries of a
$180,000 funding for preliminary studies. They are working with others, including the Integrated
Regional Water Management (IRWM) group, and non-profit Heal the Ocean, to develop funding
partnerships.
The District will seek every potential source of funds to minimize any eventual Fee Assessment
that must be established in accordance with State Law (Proposition 218), and as required by the
Local Agency Formation Commission (LAFCO) conditions.
LAFCO of Santa Barbara County encourages the District to identify a construction site and
finalize a facility design. Completing these steps will allow the District to complete the
Proposition 218 process and meet their conditions. The Districts, and the surrounding
communities should consider options for public sanitary services. Generally, the Special Problem
692 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: V. LOS OLIVOS COMMUNITY SERVICES DISTRICT
Areas will need to work together to resolve the water quality concerns.
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 Santa Ynez Valley based local agencies may result in greater overall economy or efficiency
in providing services to the community. Pending the success of Los Olivos CSD compliance with
LAFCO conditions potential alternatives could be 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 other local service
provider 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.
Regional Collaboration
The District 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.
SPHERE OF INFLUENCE & BOUNDARIES
The Sphere of Influence for the Los Olivos 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.
The Board directed Stantec Engineering to perform a 3rd party assessment of the 18 potential
package plant sites first identified in the June 2021 Urban Planning Concepts’ Desktop Siting
Analysis. Stantec has developed a matrix to rate the sites based on a technical, engineering, and
environmental perspective that works best for system operations and the community. The results
of the study were provided to the Board at its February 2, 2022 meeting. The Board has yet to
select a site. Consideration and LAFCO action may be required depending on the location
selected. At this time, no additional study areas are identified for study purposes. Any future
proposal will be under review and consideration as a separate action and application and will not
be evaluated under this service review.
LAFCO
of Santa Barbara County 693
CHAPTER THREE: V. LOS OLIVOS COMMUNITY SERVICES DISTRICT
BOUNDARIES
Jurisdictional Boundary
Los Olivos CSD jurisdictional
Los Olivos CSD’s existing boundary spans approximately 0.4 boundary spans 0.4 square miles
with 100% being unincorporated
square miles in size and covers 306 acres (parcels and including
and under the land use authority of
public rights-of-ways) of contiguous areas. All 100% of the 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 585 registered voters within
the jurisdictional boundary.
Los Olivos 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 Olivos CSD 257 100.0% 384 585
Totals 257 100.0% 384 585
Los Olivos 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 306 100.0% 2,682 585
Totals 306 100.0% 7,787 585
Total assessed value (land and structure) is set at $298.1 million as of April 2022, and translates
to a per acre value ratio of $1.1 million. The former amount further represents a per capita value of
$298,155 based on the estimated service population of 1,000. Los Olivos Community Services
District receives $0.6 million dollars in annual assessment tax revenue generated within its
jurisdictional boundary.
The jurisdictional boundary is currently divided into 384 legal
Close to 96% of the
parcels and spans 257 acres excluding public right-of-ways.
jurisdictional boundary is under
Approximately 96% of the parcel acreage is under private private ownership, and of this
amount approximately 86% has
ownership with 86% having already been 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 17
vacant parcels that collectively total 29 acres.
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CHAPTER THREE: V. LOS OLIVOS COMMUNITY SERVICES DISTRICT
Los Olivos Community Services District
Formation, Revenues, Attrib utes, Types of Service, and Resources
District Formation and Duties
Formation Date 2018
Community Services District Act, Government Code,
Legal Authority
section 61000 et seq.
Five Directors elected to four-year terms through at-large
Board of Directors elections.
Agency Duties Collect, treatment, and disposal of wastewater. Additional
services include recycled water, and storm water
POPULATION AND GROWTH
Population
The U.S. Census Bureau estimated the 2020 population of Los Olivos to be 838. 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 Olivos 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 Olivos as 18 to 64 group at 50 percent. Approximately 32.9
percent of the population was in the 65 or older years age group and 17.1 percent in the under the
age of 18 group.
According to the 2020 U.S. Census, approximately 83.8 percent of the total population identified
themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic
group in Los Olivos, comprised 16.2 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 2009, although the Housing Element is updated every 8 years in
accordance with state regulations and spans the 2023-2031 planning period.
LAFCO
of Santa Barbara County 695
CHAPTER THREE: V. LOS OLIVOS COMMUNITY SERVICES DISTRICT
The current County of Santa Barbara Housing Element (2023-2031) identifies an estimated
g rowth rate of less than one (1) percent within (Los Olivos unincorporated area). The County’s
General Plan covers the Santa Ynez Valley Planning Area. The following population projections
within the area are based on the Department of Finance Table E4 estimate and SBCAG regional
forecast as a percentage of Solvang-Santa Ynez unincorporated projections.
Table V-2. Population Growth and Projections (2010–2040)
2010 2015 2020 2035* 2040*
Los Olivos 1,733 1,166 1,000 1,286 1,286
County 423,895 441,963 451,840 501,500 513,300
* Based on a constant growth rate model prepared by AECOM in 2016.
** 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 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Los Olivos was $102,589 in 2022, 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
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CHAPTER THREE: V. LOS OLIVOS COMMUNITY SERVICES DISTRICT
a leading indicator to health and well-being or precursor to DUC. In all cases, the Los Olivos
Community Services 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.
Los Olivos Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
Attributes
District area (est. square miles):
Entire District 0.4
Population (2020 Census):
Entire District 1,000
Assessed Valuation (FY 21-22: District portion) $298,155,053
Number of Treatment Plants Proposing
1
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire District (FY 20-21) $312
Average Portion of County 1% Property Tax Received N/A
Ending Total Fund Balance (June 2021) $108,493
Change in Total Fund Balance (from June 2018 to June 2021) 100%
Total Fund Balance/Annual Revenue Total (FY 20-21) 16%
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 Olivos Community Services District (LOCSD) is authorized to provide collection, treatment,
and disposal of wastewater, recycled water, and storm water facilities. The District is staffed by
three (3) contract staff.
Location and siting of the facility remains under examination. Given the above siting factors, the
District prefers that the location be within District boundaries and south of State Route 154.
Currently, potential locations include:
• County parcels
• County Right of Ways
LAFCO
of Santa Barbara County 697
CHAPTER THREE: V. LOS OLIVOS COMMUNITY SERVICES DISTRICT
• Institutional parcels including churches and schools
• Commercial parcels, and
• Private land Construction
WASTEWATER INFRASTRUCTURE AND PUBLIC FACILITIES
Collection System
The Sanitation system has not been fully designed yet. The collection system is anticipated to
include a subsurface wastewater collection structure consisting of gravity pipelines, lift stations
as required, and effluent handling facilities returning drinking water, quality reclaimed water, to
customers or the groundwater basin for beneficial reuse. The collection system “backbone” will
consist of underground gravity sewer pipe that will be strategically placed under community
streets and alleys to allow for the closest possible connection to parcels in the high-density water
use areas of the downtown C-2 Commercial Core and small-lot residential parcels near the
downtown core. Maintenance holes and an “end of the line” lift station will be provided, with an
associated force-main (pressure main) to move the wastewater to the MBR package plant for
treatment, as necessary. Structures will be connected to the District-owned collection system via
privately owned laterals. Existing septic systems and leach fields will be abandoned as required
by local codes. Certain laterals may be successfully connected with gravity flow while many may
require small private grinder pumps to move the sewage into the collection system. District
participation in lateral grinder pump and septic abandonment costs would depend on grant and
funding sources. Potential expansion of the collection system, as with the treatment system, will
be determined based on results of the groundwater monitoring and in coordination with the
RWQCB.
Treatment System
The proposed Treatment Facility will be consistent with the polices and development standards
of the Santa Barbara County Comprehensive Plan, including the Santa Ynez Valley Community
Plan and the Santa Barbara County Land Use and Development Code. The system will be designed
for potential future expansion and to provide treatment that improves wastewater quality before
it is reused, recycled or discharged into the environment. Reclaimed wastewater would be treated
to levels compliant with California Code of Regulations (CCR), Title 22 discharge requirements
to allow for:
• Beneficial reuse through underground infiltration
• Groundwater recharge
• Strategic flushing of existing nitrate/contaminates
• Local irrigation as site conditions allows
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CHAPTER THREE: V. LOS OLIVOS COMMUNITY SERVICES DISTRICT
Because the project will generate in excess of 10,000 gallons per day, which is the per day County
EHS limit, it will be under the jurisdiction of the Central Coast Regional Wastewater Quality
Control Board, who would be the lead regulator agency, review the system and issue all
appropriate permits. The treatment facility will be comprised of a high-efficiency, low odor,
expandable Membrane Bioreactor (MBR) package plant sized to serve Phase I needs and sited to
accommodate modular expansion should further study warrant a facility expansion. The facility
will be operated by a California licensed and properly trained wastewater treatment plant
operator, who will be responsible for ensuring proper operation and maintenance of plant
equipment as well as required reporting.
Disposal
The District is still designing the system. Groundwater degradation is a major concern for the Los
Olivos SPA. The RWQCB policies would require the addition of disinfection for this disposal
method if seasonal groundwater levels are within five feet of the infiltration surface. Therefore,
the distance to the nearest well, depth to groundwater, and mounding potential must be
considered in addition to water quality. Sizing and siting requirements for the percolation ponds
will depend on the types of soils, and the results percolation testing.
Types of Services
Collection X
Treatment X
Disposal X
Recycled X
Other X
Los Olivos Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant, Booster, & Lift Stations
Address Acquired/Built Condition Size
None at this time TBD New Unk
LAFCO
of Santa Barbara County 699
CHAPTER THREE: V. LOS OLIVOS COMMUNITY SERVICES DISTRICT
Connections
Type # of Acct % of Total
Single-Family* 340 86.7%
Multi-Family 0 0%
Commercial* 52 13.3%
0 0%
Industrial
Institutional 0 0%
Agricultural 0 0%
* Designing for approximate
Total Staffing
Personnel Per 1,000
population
Full time Operators 0 0
Emergency Operators 0 0
Administrative Personnel 0 0
Other District Staff 1 n/a
Los Olivos Community Services has a total of three (3) contract
employees.
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
General Manager (1) n/a n/a
Engineers (2) n/a n/a
Operator Supervisor (0) n/a n/a
Operator I (0) n/a n/a
Operator II (0) n/a n/a
Operator III (0) n/a n/a
Administrative Personnel (0) n/a n/a
700 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: V. LOS OLIVOS COMMUNITY SERVICES DISTRICT
Wastewater Capacity
Los Olivos Community Services is design ing a package plant
sized to serve Phase I needs and sited to accommodate modular
expansion should further study warrant a facility expansion. It is
estimated the service area will generate in excess of 100,000
gallons per day.
System Demands
Los Olivos Community Services service area’s currently uses on-
site wastewater treatment systems. It is estimated the service
area will generate in excess of 100,000 gallons per day. At full
build-out it is estimated to generate 385,000 gallons per day.
Service Performance
Los Olivos Community Services service area’s estimated average
annual wastewater collection demand generated during for
subsequent treatment and disposal at the Treatment Plant
Facility has been approximately 0.7 million gallons a day. Of this
amount, it is estimated by LAFCO this represents 72% of permitted capacity.
Los Olivos Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
Total Distribution Inspected, Repaired, Added -Los Olivos CSD
1
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
TBD
Source: LOCSD Data.
Note: Information is for the entire District. Also, this table tabulates miles of lines cleaned, replaced, added,
LAFCO
of Santa Barbara County 701
seliM
latoT
The Los Olivos service area’s
maximum daily capacity to convey
wastewater to the Treatment
Facility for treatment and disposal
is estimated at 0.1 million gallons.
The estimated average annual
wastewater flows generated in the
Phase I service area is 0.07 million
gallons per day.
LAFCO estimates Carpinteria
Sanitary is expected to operate at
72% capacity within its service area.
CHAPTER THREE: V. LOS OLIVOS COMMUNITY SERVICES DISTRICT
and videoed. Additional upgrades preformed regarding lift stations and treatment plant.
Upgrades or Repairs Completed -Los Olivos CSD
FY -2020-2021
1
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0% 0% 0% 0% 0% 0% 0%
0
Inspected Cleaned Replaced Added Video Booster Treatment
Stations Plant
Upgrades/Repairs
Source: LOCSD Data.
Note: Information is for the entire District.
The Los Olivos CSD will provide wastewater collection
LOCSD Snapshot: FY2022
and treatment services to its constituents directly and
Planning Reports Year Updated
plans for them in various planning documents,
Community Plan 2009
including the pending Design Capacity Study. The
Capacity Study pending
County’s Santa Ynez Valley Planning Area, which was Capital Improvement Plan annually
Rate Study N/A
last updated in 2009, contains Land Use, Public
Climate Plan N/A
Facility, and Resource Constraints.
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.
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CHAPTER THREE: V. LOS OLIVOS COMMUNITY SERVICES DISTRICT
Dis trict Revenues
2020-2021 2021-2022
Amount % of Total Amount % of Total
Special Tax Assessment $188,887 60.4% $196,253 28.7%
$124,000 39.6% $274,000 40.1%
Grant Revenue
Investment income $0 0% $0 0%
Other Revenue $0 0% $213,370 31.2%
Revenue total $312,887 100.0% $683,623 100.0%
Source: Los Olivos Community Services, Adopted Budget, 2020 and 2021, 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 consistent with its revenues. The increase in expenditures was
primarily due to technical studies, plant design, cost estimating, permitting and approval activities.
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.
LOS OLIVOS COMMUNITY SERVICES
Fiscal Trends-Los Olivos CSD
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
LAFCO
of Santa Barbara County 703
snoilliM
ni
tnuomA
CHAPTER THREE: V. LOS OLIVOS COMMUNITY SERVICES DISTRICT
This indicator addresses the extent to which assessment charges for
Assessment Charges service covered expenses. Assessment is the primary funding source
for the District. Represented below a ratio of one or higher indicates
0.25 that the service is self-supporting.
0.2
0.15
0.1
0.05
0
2016-17 2017-18 2018-19 2019-20 2020-21
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.
6
Fiscal Year Operating Operating
Revenues Expenditures Ratio
4
2016 $ 0 $ 0 0
2017 $ 0 $ 0 0
2
2018 $ 0 $ 0 0
2019 $ 188,887 $ 118,406 1.5
0 2020 $ 312,887 $ 169,998 1.8
2016 2017 2018 2019 2020 2021 2021 $ 683,623 $ 575,130 1.1
Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2017 2018 2019 2020 Trend
Funded ratio (plan assets as a % of plan liabilities) 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%
2021 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.
704 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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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: V. LOS OLIVOS COMMUNITY SERVICES DISTRICT
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 budget includes wastewater services for contract services. In FY 2020/2021, the
District’s budget expenses are estimated to total $565,130. The bulk of the expenditures, 78% of
the budget, will be for technical studies, plant design, cost estimating, permitting and approval
activities required to achieve a green light for the project. Administrative costs are minimized and
are less than 25% of total expenditures. The following chart will be updated to shows a six-year
trend when available. The graph below will show the current financial trend in millions. This
indicator will provide a measurement of the agency’s expenditure over time.
Wastewater-Expenditure
1 1
0.9 0.9
0.8 0.8
0.7 0.7
0.6 0.6
0.5 0.5
0.4 0.4
0.3 0.3
0.2 0.2
0.1
Sewer FB
0.1
0% 0% 0%
0 0% 0% 0% 0
2016 2017 2018 2019 2020 2021
Asset Maintenance and Repair
The District’s budget currently includes expenditures for technical studies, plant design, cost
estimating, permitting and approval activities. Once a plant is constructed future budget
expenses will document the improvement projects.
LAFCO
of Santa Barbara County 705
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CHAPTER THREE: V. LOS OLIVOS COMMUNITY SERVICES DISTRICT
Capital Improvements
The District does not have a capital improvement plan (CIP) at this time. Once the District has
completed the design and construction of a treatment plant and disposal process, future capital
improvements would regularly be identified and prioritize improvements and costs.
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 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 District’s consideration of shared wastewater facilities
and service with nearby communities including Ballard, and Janin Acres. It is unlikely that such a
proposal would be feasible in the near future.
Rate Structure
Sewer rates for the District have not been adopted by the Board of Directors as of Jan 2022. The
rates will be based on a Cost of Services Study and undergo periodic review and adjustment, per
District policy.
Wastewater Fees (Effective TBD)
A. Connection Fees (represents share of capital costs)
Residential – These will be evaluated and determined on a Study
B. User Fee per Month
Residential Flat or Base Rates*
Wastewater
Single-family/duplex TBD
Multi-family TBD
Commercial TBD
Figures V-3 show a rate comparison for four north County Communities. The following charts
show the comparison of two Cities, one CSD, and one Sanitation District. Overall, Los Olivos
Community Services sewer rates will still need to be determined. The charts are based upon a
706 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: V. LOS OLIVOS COMMUNITY SERVICES DISTRICT
sample billing using “10 units” as a basis.
90.72
$100
76.67
$80
$60 49.88
30.45
$40
$20
TBD
$0
Laguna County Los Olivos CSD City of Buellton City of Solvang Santa Ynez CSD
ORGANIZATION
Governance
Los Olivos 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 Olivos CSD to provide a moderate range of municipal
services. A list comparing active and latent powers follows.
Active Service Powers Latent Service Powers
- Wastewater collection Water
- Treatment & Disposal All others listed in G.C. 61000
- Recycled Water
- Stormwater
Governance of Los Olivos Community Services District is independently provided through its
five-member Board of Directors that are elected at-large to staggered four-year terms. Los Olivos
Community Services District holds meetings on Wednesday after the 2nd Tuesday of the month
located at St. Mark’s in the Valley Episcopal Church, Stacy Hall 2901 Nojoqui, Ave., Los Olivos at
6:00 pm. A current listing of Board of Directors along with respective backgrounds follows.
LAFCO
of Santa Barbara County 707
sralloD
Bill Comparision -Monthly Residential Water -10 units
1 unit = 100 Cubic Feet of Water
North County Communities
CHAPTER THREE: V. LOS OLIVOS COMMUNITY SERVICES DISTRICT
Los Olivos Community Services |
Current Governing Board Roster
Member Position Background Years on District
Tom Fayrum President Civil Engineer 2
Brad Ross Vice President Mechanical Engineer 2
Lisa Palmer Director Communications 4
Mike Arme Director Utility Contractor 4
Julie Kennedy Director TBD 2 mo
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.
Los Olivos Community Services District Website Checklist
website accessed 7/25/22 https://www.losolivoscsd.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?
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CHAPTER THREE: V. LOS OLIVOS COMMUNITY SERVICES DISTRICT
The following criteria are recommended for agency websites by a number of
governance associ ations 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 Olivos CSD is an independent board-governed District. Refer to https://www.losolivoscsd.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 water, wastewater, and stormwater services met their needs and/or identify any unmet
needs. The questions identify key components recommended by LAFCO staff.
Los Olivos Community Services District Questionnaire
Revenues, Types of Service, and Resources
Los Olivos Community Services |
Responses by Respondence
Questions Satisfactory Unsatisfactory Undecided
1. Overall, are you satisfied with the level of water, 1 - -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment 1 - -
provided with the level of water, wastewater, or
stormwater 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 questions, 1 - -
and were informative?
A total of 1 response was provided by the community that answered the survey questions. The
community rated the agency with all satisfactory. Additional comments were provided.
LAFCO
of Santa Barbara County 709
CHAPTER THREE: AGENCY PROFILES
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W. Mission Hills Community Services District
Administrative Office: 1550 East Burton Mesa Blvd, Lompoc, CA 93436
Phone: 805/733-4366
Fax: 805/733-4188
Email: hagemann.associates@gmail.com
Website: www.mhcsd.org
General Manager: Brad Hagerman
Plant Operator: Javier Rodriguez
SUMMARY
The Mission Hills Community Services District provides retail water service, wastewater
collection and treatment and street sweeping to approximately 3,571 people throughout 1.3 square
miles in midwestern Santa Barbara County on State Highway 1 adjacent to the City of Lompoc.
The District’s Sphere of Influence boundary is slightly larger than its services area and there are
no proposals for expansion. The District receives financial support from rate payers at a rate of
approximately $798 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 Mission Hills Community Services District was formed in 1979. The CSD is part of the
unincorporated communities within the Lompoc Valley. This area also includes the City of
Lompoc and the unincorporated communities of Vandenberg Village and Mesa Oaks. Located in
the midwestern portion of the county, near Vandenberg Space Force Base, and is separated from
the rest of the county by the Purisima, Santa Rita, Santa Rosa, and White Hills. The Santa Ynez
River also traverses the Lompoc Valley in a westerly direction and eventually drains into the
Pacific Ocean.
The Mission Hills Community Services District overlaps the City of Lompoc, County of Santa
Barbara Fire Protection District, Cachuma RCD, County Service Areas 4 (Open Space
Maintenance) and 32 (Law Enforcement), North County Lighting District, Santa Ynez River
WCD, Santa Barbara Mosquito and Vector Control District, Lompoc Health Care District,
County Flood Control & Water Agency, and Lompoc Cemetery District.
LAFCO of Santa Barbara County 711
CHAPTER THREE: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
712 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
The District estimated it serves a popula tion of 3,571 people. The District anticipates a growth rate
of less than one percent a year within its boundaries in the coming years. In 2022, it was estimated
that the District contains 1,373 parcels, a nd serving 1,314 water and 1,250 wastewater connections.
OPERATIONS
Mission Hills Community Services District provides retail water service, the collection, treatment
and disposal of wastewater, and street sweeping. The water operations is responsible for the
installation of new water service, well head and service meter repairs and readings, water
treatment and testing, production tracking, well levels measurements, and other related
functions. The wastewater operations are responsible for the collection, treatment of and disposal
of wastewater, wastewater treatment and testing, tracking and measuring pond levels, and other
related functions.
The water and wastewater operations group consist of four licensed staff members trained to
ensure the safe and health of the system. All employees are licensed with the State and obtain
continuing education to maintain their State licenses. There is always at least one qualified
operator on call to respond to community water and wastewater emergencies.
Most of the District’s revenues come from water and sewer service charges. The District also
receives revenue through nonoperating revenues such as investments. The District has adopted
policies for cash reserves, operating reserves, and capital reserves. On June 30, 2021, these funds
are estimated to contain $661,269.
The District Board of Directors is composed of five members who are elected at-large to four- year
staggered terms. The Board meets the third Wednesday of every month at District Office located
at 1550 East Burton Mesa Boulevard, Lompoc at 4:30 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 Mission Hills Community Services District currently is trying to resolve a lawsuit filed by the
City of Lompoc regarding providing water and sewer service to the proposed Burton Ranch
housing project within the City of Lompoc. A prior agreement had expired in 2014 and a new
agreement has not been reached. The City in 2019 granted an extension to the Specific Plan and
subdivision approvals until 2024. The Burton Ranch project will require significant infrastructure
upgrades to have the capacity to serve the development by the Mission Hills CSD system. The
Burton Ranch Reorganization was approved by LAFCO in 2006 that included an annexation
agreement between the District and City that mutually agreed the CSD will have jurisdiction over
water and sewer services.
LAFCO of Santa Barbara County 713
CHAPTER THREE: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
LAFCO of Santa Barbara County encourages the District, City, and Developer to settle the lawsuit
and reach a reasonable agreement so future improvement to the CSD system can be completed
and the 150-acre site can be developed in a logical and orderly manner.
Governance Structure Options
The opportunities for new governance structures in Mission Hills CSD (MHCSD) are small. The
District is largely surrounded on three sides by the protected Burton Mesa Ecological Reserve
(owned by the State of California and leased to the Department of Fish and Wildlife) and adjacent
to Vandenberg Space Force Base and the City of Lompoc on the fourth side. For these reasons, it
is unlikely that MHCSD will annex additional land in the near future with the exception of
territory already within its Sphere. The Vandenberg Village CSD and City of Lompoc are the
nearest communities along the southern and western border of the District. 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, also encompassing Mission Hills CSD and VVCSD.
Regional Collaboration
There is an interconnection between Mission Hills Community Services District and the City of
Lompoc to supply water in the event of a water supply emergency. The District owns and maintains
a dedicated mobile pump that can be used to pump water from the City distribution system to the
District system.
The District is part of the California Water/Wastewater Agency Response Network (CalWARN)
which is a mutual aid agreement between California water and wastewater agencies to provide
personnel, equipment, and facility assistance in an emergency.
The District is a member of Association of California Water Agencies/Joint Powers Insurance
Authority (ACWA/JPIA) which provides insurance coverage for member public agencies
pursuant to the provisions of California Government Code Section 990, 990.4, 990.8 and 6500 et.
Seq.
Santa Barbara County Water Agency established in partnership with eighteen local water
purveyors the Regional Water Efficiency Program (RWEP) for which the District participates in.
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
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CHAPTER THREE: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
Conservation District ID #1, City of Solvang, Vandenberg Space Force Base, Vandenberg Village
Community Services District.
The District is a member of the Western Management Area (WMA) of the Santa Ynez River
Valley Groundwater Basin. It consists of the Lompoc Plain, Lompoc Terrace, and Lompoc Upland.
The Santa Ynez River Water Conservation District, the City of Lompoc, the Mission Hills CSD,
the Vandenberg Village CSD, and the Santa Barbara County Water Agency formed the WMA
GSA. These are the only public agencies eligible to form a GSA as designated by the Sustainable
Groundwater Management Act (SGMA). The Santa Barbara County Water Agency has “de
minimis” groundwater production and constitutes a trivial percentage of the total WMA.
Therefore, the Santa Barbara County Water Agency is not a voting member of the WMA GSA
Committee.
SPHERE OF INFLUENCE & BOUNDARIES
The Sphere of Influence for the Mission Hills Community Services District’s boundaries are
slightly larger than the District service area. The District’s Sphere of Influence includes the areas
beyond the boundary it serves in the southeast west of Rucker Road and southwest north of
Purisima Road. A map of the District’s Sphere of Influence and boundaries can be seen at the
beginning of this profile.
BOUNDARIES
Jurisdictional Boundary
Mission Hills CSD jurisdictional
Mission Hills Community Services District’s existing boundary boundary spans 1.3 square miles
with 80% being unincorporated and
spans approximately 1.3 square miles in size and covers 773 acres
under the land use authority of the
(parcels and excluding public rights-of-ways) of contiguous County of Santa Barbara. The
remainder of the jurisdictional
areas with slightly more than 20% overlapping the City of
boundary lies within the City of
Lompoc. Nearly 80% of the jurisdictional service boundary is Lompoc.
unincorporated and under the land use authority of the County
of Santa Barbara. The remaining portion of jurisdictional service lands approximately 20.5% of
the total is incorporated and under the land use authority of the City of Lompoc. Overall, there
are 2,767 registered voters within the jurisdictional boundary.
Mission Hills 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
Mission Hills CSD 733 100% 1,373 2,767
City of Lompoc (158) 20.5% (58) TBD
Totals 733 100.0% 1,373 2,767
LAFCO of Santa Barbara County 715
CHAPTER THREE: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
Mission Hills 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 773 79.5% 1,314 2,767
City of Lompoc (158) 20.5% 58 TBD
Totals 733 100.0% 1,373 2,767
Total assessed value (land and structure) is set at $474.4 million as of April 2022, and translates
to a per acre value ratio of $613,761. The former amount further represents a per capita value of
$132,858 based on the estimated service population of 3,571. Mission Hills Community Services
District collects approximately $2.2 million dollars in annual water and sewer service revenue
generated within its jurisdictional boundary.
The jurisdictional boundary is currently divided into 1,373 legal
Close to 93% of the
parcels and spans 773 acres, with the remaining jurisdictional
jurisdictional boundary is under
acreage consists of public right-of-ways. Approximately 93% of the private ownership, and of this
amount approximately 61% has
parcel acreage is under private ownership with 61% having already
been developed.
been developed and/or improved to date, albeit not necessarily at
the highest density as allowed under zoning. The remainder of private acreage is entirely
undeveloped and consists of 12 vacant parcels that collectively total 29 acres.
Mission Hills Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
District Formation and Duties
Formation Date 1979
Community Services District Act, Government Code,
Legal Authority
section 61000 et seq.
Five Directors elected to four-year terms through at-large
Board of Directors
elections.
Agency Duties Retail water sales and distribution and collection, treatment and
disposal of wastewater, and street sweeping.
POPULATION AND GROWTH
Population
The U.S. Census Bureau estimated the 2020 population of Mission Hills to be 3,509. In 2012, the
Santa Barbara County Association of Governments prepared a Regional Growth Forecast for
years between 2010-2040. The Forecast for 2050 completed in 2019 was for the Cities while the
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CHAPTER THREE: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
2012 report included unincorporated communities by sub regions. That report used a conservative
trend-base allocation methodology est imating the Lompoc unincorporated population to be
15,652 by 2020. This includes the communities of Vandenberg Village, Mission Hills, and Mesa
Oaks. The projected population of Mission Hills CSD service area at buildout is approximately
4,900 persons. Between 2010 and 2020, the population of Mission Hills decreased by 5 people. In
contrast, the County’s population increased by 5.7 percent between 2010 and 2020. Overall,
Lompoc Valley represents about 13 percent of the County’s population.
Demographics for the Mission Hills CSD 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 Mission Hills as 18 to 64 group at 64.8 percent.
Approximately 16.7 percent of the population was in the 65 or older years age group and 18.5
percent in the under the age of 18 group.
According to the 2020 U.S. Census, approximately 54.4 percent of the total population identified
themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic
group in Mission Hills, comprised 31.5 percent of the total population.
Projected Growth and Development
The County of Santa Barbara General Plan and Lompoc Area Guidelines serves as the area’s vision
for long-term land use, development and growth, and provides the vision within Mission Canyon
area. The County’s General Plan and Guidelines were adopted in 2016 and 1999, although the
Housing Element is updated every 8 years in accordance with state regulations and spans the
2023-2031 planning period.
The current County of Santa Barbara Housing Element (2023-2031) identifies an estimated
growth rate of less than one percent within the Mission Hills CSD. The County’s General Plan
covers the Mesa Oaks and surrounding areas. The following population projections within the
District are based on the Department of Finance Table E4 estimate and SBCAG regional forecast.
Table W-1. Population Growth and Projections (2010–2040)
2010 2015 2020 2035* 2040*
Mission Hills CSD 3,576 3,679 3,571 4,900 4,900
City of Lompoc 13,044 13,557 13,335 14,500 14,600
County 423,895 441,963 451,840 501,500 513,300
* Assumes trend-based land use capacity within the City. SBCAG regional forecast model.
** DOF Table E4 projections.
LAFCO of Santa Barbara County 717
CHAPTER THREE: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
Disadvantaged Unincorporated Communities
Senate Bill (SB) 244 of 2011 requires LAFCO to identify and consider disadvantaged
unincorporated communities (DUCs) when preparing MSRs and Sphere updates for Cities and
Special Districts that provide sewer, water, or structural fire protection services. A DUC is defined
by the Water Code as one in which the median annual household income (MHI) is 80 percent of
the statewide average. Incorporated communities also are defined as disadvantaged when the
MHI falls below 80 percent. In 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Mission Hills CSD was $85,268 in 2022, 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 all cases, the Mission Hills
Community Services 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.
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CHAPTER THREE: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
Mission Hills Community Services District
Formation, Revenues, At tributes, Types of Service, and Resources
Attributes
District area (est. square miles):
Entire District 1.3
Population (2020 Census):
Entire District 3,571
Assessed Valuation (FY 21-22: District portion) $474,437,828
Number of Treatment Plants 1
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire District (FY 20-21) $798
Average Portion of County 1% Property Tax Received N/A
Ending Total Fund Balance (June 2021) $2,444,017
Change in Total Fund Balance (from June 2016 to June 2021) 79%
Total Fund Balance/Annual Revenue Total (FY 20-21) 86%
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
Mission Hills Community Services District (MHCSD) provides water and wastewater services
and street sweeping. The District is staffed by seven (7) full-time staff and one (1) part-time
General Manager. The District currently operates 27.5 miles of water distribution system, three
(3) groundwater wells, two 800,000-gallon tank reservoirs and a pressure filtration treatment
system. The District also operates 30.5 miles of wastewater collection system, with one pumping
lift station, an aerated pond wastewater treatment plant and percolation ponds for wastewater
disposal.
GROUNDWATER MANAGEMENT
The Santa Ynez River Water Conservation District has called for a downstream 89-18 water rights
release to be made from Lake Cachuma in summer 2021. The release was scheduled to start on
Monday August 2, 2021. It is anticipated to end on November 1, 2021 for a total release of about
5,800 acre-feet of water. The release will be from the Above Narrows Account (ANA) only. The
planned end date and total amount released is subject to actual conditions experienced during the
three-month time frame and is subject to change.
LAFCO of Santa Barbara County 719
CHAPTER THREE: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
I n consideration of continuing extreme drought conditions and future projections, the Below
Narrows Account (BNA) water is being held back as a hedge against another potentially
consecutive dry winter. There is a high probability of a combined ANA/BNA release next summer
(2022), depending upon rainfall this coming winter.
This release has been coordinated with United States Bureau of Reclamation (USBR) Operations
staff, Cachuma Operation & Maintenance Board (COMB) Fisheries Division, and Central Coast
Water Authority (CCWA).
Groundwater Sustainability Agency
In accordance with SGMA, the Santa Ynez River Groundwater Sustainability Agency (SYRGSA) was
formed in 2017. The 11-member Board of Directors are representatives from the eight agencies that
intersect the Basin which includes, the Santa Ynez River Water Conservation District (CMA;
EMA; WMA), City of Solvang (EMA), City of Buellton (CMA), City of Lompoc (WMA), County of
Santa Barbara (CMA; EMA; WMA), Mission Hills Community Services District (WMA), Santa
Ynez River Water Conservation District Improvement District No. 1 (EMA), and Vandenberg
Village Community Services District (WMA).
Groundwater Sustainability Plans
There are three Management Areas in the Santa Ynez River Groundwater Basin (Basin):
the Western Management Area (WMA), Central Management Area (CMA), and Eastern
Management Area (EMA). Each Management Area is governed by a Groundwater Sustainability
Agency (GSA) with input from a GSA Committee. These GSAs and Committees are working
together to develop Groundwater Sustainability Plans (GSPs) for the Basin which will be
managed under a coordination agreement per GSP regulations. Santa Ynez River Water
Conservation District has taken the lead for SGMA efforts in the Basin.
Data Management
SGMA Law requires a Data Management System (DMS), a tool to organize and maintain data as
part of GSP preparation and implementation. To achieve the goals identified by SGMA, the DMS
will be a central source for groundwater data, specifically for the WMA, providing up-to-date
technical information regarding basin conditions. Collecting and centralizing the data is a step
towards meeting the goals of protecting water rights and ensuring local agencies continue to
manage groundwater while minimizing state intervention. DMS implementation goals include
improving data collection and storage and assisting in the understanding and future reporting
about groundwater conditions in the WMA. The DMS contains information about the existing
wells in the basin including groundwater level data, well construction information, well logs,
geophysical data, pumping test data, water quality data, and pumping data. In addition, the DMS
houses data related to land subsidence, surface water flows, and total water use in the WMA. The
plan for the DMS is that a user’s primary mode of interaction will be to open and interact with a
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CHAPTER THREE: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
web application (built on the Linux Apache MySQL PHP (LAMP) web stack), through a modern
web browser. Several user levels and rol es have been established with different access privileges,
and some roles have limited administrative capacity. In additional to the database server, a map
server is also being run on the system to provide access to certain kinds of complex geospatial
data. A map server is an intermediary program that takes the source geographic information
system (GIS) data and provides it on demand in a format that client interface programs can access.
Currently, this map server is the QGIS server program and the MapProxy cache program.
Additional user notification is provided through an email service, currently through the Postfix
program. The DMS is currently located on a virtual private server (VPS) rented from a datacenter.
The current VPS provider for the WMA DMS is Host Winds.
WATER & WASTEWATER INFRASTRUCTURE AND PUBLIC
FACILITIES
Water Supply
The District sits on top of the Lompoc Uplands Groundwater Basin, which is a different basin
than the City of Lompoc source. The District’s water comes from three wells pumped from this
aquifer. Based on numerous studies and reports completed by the United States Geological Survey
(USGS), the best estimate of this existing water supply source is 400,000-acre feet or
approximately 131,340,000 gallons of water. The District produces approximately 641-acre feet
per year of water.
Water Treatment System
Mission Hills CSD water is transported from the wells to the treatment plant, where excess iron
manganese is removed and the water is disinfected. The MHCSD tests all wells for drinking water
contaminants and routinely monitors for constituents in accordance with Federal and State
Regulations. In 2019, the District was cited for violation of the requirements due to samples
collected March 20, 2019, only one repeat sample was collected instead of the required upstream,
downstream and source samples. The resample collected March 22, 2019 came back absent for all
forms of coliform. The District properly notified all customers under Health and Safety Code
Section 116450(g). No contaminants have been detected and meets or exceeds all standards and
no additional treatment requirements are necessary.
In 2020, iron, manganese, and total dissolved solids (TDS) were found at levels that exceeded the
secondary MCL (Maximum Contaminant Level) standards. The secondary MCLs are set to
protect customers against unpleasant aesthetic effects (e.g., color, taste, and odor) and the
staining of plumbing fixtures (e.g., tubs and sinks) and clothing while washing. The high levels
are most likely due to leaching from natural deposits, industrial wastes, and runoff.
LAFCO of Santa Barbara County 721
CHAPTER THREE: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
Water Distribution & Storage
The District owns and maintains approximately 27.5 miles of various sized pipes that bring the
water from the distribution network to its customers. These pipes require continuous repair and
replacement to avoid leaks and system failures. The District has two 800,000-gallon storage tanks
that are located at the highest point in the District. These tanks provide water system pressure
and storage allowing for a more economical pumping operation.
Wastewater Collection System
The wastewater collection system transports wastewater from the homes via the 30.5 miles of
various sized piping. Approximately 70% of the wastewater flows via gravity to the treatment
plant. A portion of the Moss Oaks area wastewater flows to Purisima pumping station and is then
pumped to a gravity line that discharges to the WWTP.
Wastewater Treatment System
The Mission Hills CSD WWTP has a permitted capacity of 400,000 gallons per day. Currently,
the average flow is approximately 0.2 mgd, which represents 50% of the permitted capacity. The
system consists of a headworks system, a rag removal system, two aerated treatment ponds, and
five disposal ponds. The function of the headworks is to consolidate the water received from the
gravity drain system and monitor the flow. The solid waste removal system is the preliminary
treatment process. Macerators grind the larger particles into smaller pieces to enhance treatment
and remove any solid materials that may have been put into the system. The seven treatment
ponds provide the actual cleaning of the wastewater. The first two lined ponds provide a means
for the solid material to settle to the bottom of the ponds. Treatment is assisted by introducing
air and allowing the enzymes to reduce the volume of the waste material. As the solid material
settles out of the water, the clear water is gravity flowed into the next treatment pond. This
continues throughout the remaining five ponds. Ponds 3 through 7, also known as percolation and
evaporation ponds, provide groundwater recharge to the Upland aquifer. The entire wastewater
treatment process is completed by natural biological activity and supply a habitat for many duck
and bird species.
Wastewater Disposal
The plant's reclamation currently uses aeration ponds, balancing ponds, and overflow to Rucker
ponds for evaporation and percolation.
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CHAPTER THREE: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
Types of Services
Collection X
Treatment X
Disposal X
Recycled -
Other X
Mission Hills Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant, Booster, & Lift Stations
Address Acquired/Built Condition Size
La Purisima WWTP 1983 Good 2.78 acres
Mesa Oaks Lift Station 1980’s Fair X 2 - 35 hp-
400 gpm
The Mesa Oaks Lift Station, under current conditions, is marginally adequate to handle the flows.
Any new development at the Wye contributing loads to this lift station will trigger the need for
lift station improvements. Mesa Oaks Lift Station is designed to pump a maximum of 0.576 million
gallons of wastewater per day, if operated continuously. However, it is not recommended to
operate the pumps more than 50%-75% of the time. The lift station was designed to accommodate
motor and impeller upgrades. If the existing pumps or motors are upgraded, however, the force
main should be assessed for water hammer and transient forces. The District is currently in the
design phase to rebuild the lift station.
Connections
Water Wastewater
Single-Family 1,303 1,303
0 0
Multi-Family
11 11
Commercial
Industrial 0 0
0 0
Agricultural
LAFCO of Santa Barbara County 723
CHAPTER THREE: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
Total Staffing
Personnel Per 1,000
population
Full time Operators 4 1.12
Emergency Operators 4 1.12
Administrative Personnel 3 0.84
Other District Staff 1 n/a
Mission Hills Community Services has a total of seven (7) permanent
employees and one (1) part-time.
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
General Manager (1) 40 1
Chief Plant Operator/Supervisor (1) 6 3
Operator II (1) 6 3
Operator I (2) 15.5 2
Administrative Personnel (3) 8.3 11
Water & Wastewater Capacity
The Mission Hills CSD maximum
Mission Hills Community Services has a permitted water daily capacity to convey water to
the Treatment Facility for is 1.5
treatment plant capacity of 1.5 MGD. The maximum estimated
million gallons. Its capacity to
sewer connections at District buildout are 2,125. The MHCSD convey wastewater to the
Treatment Facility for treatment
Treatment Facility has a permitted treatment capacity of 0.4
and disposal is 0.4 million gallons.
million gallons per day.
System Demands
Mission Hills Community Services service area’s average annual
The estimated average annual water
water demand is ~0.52 mgd, or 585 afy. Annual wastewater demand is 0.52 mgd and wastewater
flows generated during the report
collection demand generated approximately ~0.2 mgd. It also
period among Mission Hills CSD
translates over the report period to an estimated 146 gallons per users in the service area has been 0.2
million gallons per day.
day per person; it also translates to 140 gallons for every service
connection.
724 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
Service Performance
Mission Hills Community Services serv ice area’s average annual
water demand generated during the report period for subsequent
treatment and distribution has been approximately 585 afy. Of
this amount, it is estimated by LAFCO this represents 34% of
permitted supplies. Average annual wastewater collection
demand generated for subsequent treatment and disposal at the Treatment Plant Facility has been
approximately 0.2 million gallons a day. Of this amount, it is estimated by LAFCO this represents
50% of permitted capacity. The District generally has adequate capacity for anticipated future
needs.
Mission Hills Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
Total Distribution Inspected, Repaired, Added -Mission Hills CSD
1
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Sewer Water
Source: MHCSD Data.
Note: Information is for the entire District. Also, this table tabulates miles of lines cleaned, replaced, added,
and videoed. Additional upgrades preformed regarding lift stations and treatment plant.
LAFCO of Santa Barbara County 725
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LAFCO estimates Mission Hills
CSD is presently operating at 34%
capacity in water service and 30%
capacity in wastewater within its
service area. (This estimate
includes service agreements outside
of its service boundary.
CHAPTER THREE: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
Upgrades or Repairs Completed -Mission Hills CSD
FY -2020-2021
1
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0% 0% 0% 0% 0% 0% 0%
0
Inspected Cleaned Replaced Added Video Booster Treatment
Stations Plant
Upgrades/Repairs
Source: MHCSD Data.
Note: Information is for the entire District.
The Mission Hills CSD provides water and wastewater
MHCSD Snapshot: FY2022
collection and transport services to its constituents
Planning Reports Year Updated
directly and plans for them in various planning
Community Plan 2014
documents, including the Sewer System Management
Joint Powers Agreement 1984
Plan, Capital Improvement Plan, and Strategic Plan Sewer System Mgmt. Plan 2016
Strategic Plan 2005
prepared in 2005. The County’s Mission Canyon
Capital Improvement Plan annually
Community Plan, which was last updated in 2014, Water Reliability Study 1994
contains a Land Use, Public Facility, and Resource Rate Study 2022
Climate Plan N/A
Constraints.
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 received $16,676 in COVID-19 Relief funding in 2021.
726 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
District Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Charges for services $2,090,735 88.3% $2,270,474 79.6%
Late Charges and Other Revenue $180,416 7.6% $576,120 20.2%
Investment Income $92,947 4.0% $5,573 0.2%
Property and equipment $3,100 0.1% $0 0%
Revenue total $2,367,198 100.0% $2,852,167 100.0%
Source: Mission Hills Community Services, Financial Statements, June 30, 2020 and 2021, 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 expenditures were relatively flat.
The District’s reserve balances have sufficient funds to absorb revenue imbalances. The line graph
below shows the current financial trend in millions. These indicators provide a measurement of
the agency’s financial condition over time.
MISSION HILLS COMMUNITY SERVICES
Fiscal Trends-Mission Hills CSD
4
3.5
3
2.5
2
1.5
1
0.5
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
LAFCO of Santa Barbara County 727
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CHAPTER THREE: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
This indicator addresses the extent to which charges for service
Charges for Services covered expenses. Charges for Services is the primary funding source
for Water & Sewer services. Represented below a ratio of one or
2.5 higher indicates that the service is self-supporting.
2
1.5
1
0.5
0
2016-17 2017-18 2018-19 2019-20 2020-21
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
2016 $ 1,524,134 $ 1,493,021 1.0
2017 $ 1,724,029 $ 1,865,090 0.9
0.5
2018 $ 1,917,854 $ 1,754,359 1.0
2019 $ 2,078,067 $ 1,888,042 1.1
0 2020 $ 2,367,198 $ 1,939,294 1.2
2016 2017 2018 2019 2020 2021 2021 $ 2,852,167 $ 2,038,182 1.3
Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2017 2018 2019 2020 Trend
Funded ratio (plan assets as a % of plan liabilities) 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%
2021 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.
728 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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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: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
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.
Deferred Compensation Plan
The District is currently participating in an FTJ Fund Choice governmental eligible 457 Plan
administered by Bayhill Advisors, Inc. effective January 1, 2007. The Mission Hills CSD 457 Plan
is a deferred compensation plan and covers all employees of the District. Employees may elect to
contribute a portion of their salary to the plan with no limitations other than those legally
imposed. An employee can also elect to contribute their social security taxes in lieu of paying into
social security and the District contributes the employer portion as well. All other District
contributions are discretionary and all contributions are vested 100% immediately. Assets are held
separately from the District's funds. Total District contributions were $48,364 for the year ended
June 30, 2021.
Enterprise Funding
The District budget includes water and wastewater services for operating expenses. In FY
2020/2021, the District’s actual budget expense was $2,050,672 and increased that to $2,305,231
for FY 2021/2022. 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.
Water & Wastewater-Expenditure
1 70
0.9 68%
68
0.8 67%
66%
0.7 66
Water
0.6
64
0.5 63% Sewer
62
0.4
61%
0.3 60% 60
0.2
58
0.1
0 56
2016 2017 2018 2019 2020 2021
LAFCO of Santa Barbara County 729
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CHAPTER THREE: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
Asset Maintenance and Repair
The District’s budget includes improvement budgeting through its repairs and maintenance
expenses. In FY 2020/2021, the District budgeted $236,000 and reduced that to $175,000 for FY
2021/2022 and in FY 22-23, total expenditures for repairs and maintenance were $80,000.
Capital Improvements
The District has identified $554,000 in its Capital Improvement Projects to be completed in FY
20-21 and about $678,500 in FY 21-22. The FY 22-23 Capital improvements Program includes
$476,000 in Water projects and $440,000 in Wastewater projects over a five-year period. A list
of CIP projects for FY 21-23 are listed below.
Projects Budgeted or Estimated 2021 to 2022
Valve Replacement Project ($20,000)
Upgrade Cla-Vals - Pressure Reducing Stations ($15,000)
Meter Replacement Program ($75,000)
SCADA System ($75,000)
Purchase Company Vehicle GM -50% ($15,000)
Rehabilitate Reservoir Tanks Tank #1 East (Repair) ($30,000)
Rehabilitate Reservoir Tanks Tank #2 West (Initial Repair) ($30,000)
Well #7 Rehabilitation ($150,000)
Video & Clean Sewer Lines ($40,000)
New Jetter ($40,000)
Lift Station (Replace Lift Station with back-up power) ($165,000)
Pond Valve Stem Replacement ($40,000)
Projects Budgeted or Estimated 2022 to 2023
Valve Replacement Project ($50,000)
Meter Replacement Program ($30,000)
Case Tractor / Backhoe (50% water) ($60,000)
Rehabilitate Reservoir Tanks Tank #1 East (Repair) ($175,000)
730 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
Rehabilitate Reservoir Tanks Tank #2 West (Initial Repair) ($25,000)
Well #6 Rehabilitation ($85,000)
Video & Clean Sewer Lines ($50,000)
Case Tractor / Backhoe (50% sewer) ($60,000)
Lift Station (Replace Lift Station with back-up power) ($200,000)
Wastewater SCADA Install ($25,000)
Pond Valve Stem Replacement ($50,000)
Solar/Battery Energy Installation PM Estimate ($15,000)
Long-term Liabilities and Debts
The District has no long-term debt. Compensated absence balance owed for June 30, 2021 was
$41,596. The District has three leases for equipment with term ranging from two to five years
expiring in September 2025. Monthly lease payments are $814. The total operating lease expense
was $8,824 for the year ended June 30, 2021.
Opportunities for Shared Facilities
The Mission Hills CSD is currently in discussion with the City of Lompoc regarding upgrades or
collaboration to construct a new wastewater treatment plant. The District and the Vandenberg
Village CSD District should consider the options for sharing an emergency intertie for water
services. Otherwise, the District does not currently share facilities or services with other agencies,
nor any opportunities to do so have been identified by staff or in the preparation of this report.
Rate Structure
Water and Sewer rates for the District were last updated and adopted by the Board of Directors
in June 2022. The rates are based on a 2019 Water, Wastewater, and Street Sweeping Rate Study
prepared by Tuckfield & Associates and undergo periodic review and adjustment, per District
policy.
Water & Wastewater Fees (Effective October 1, 2022)
A. Connection Fees (represents share of capital costs)
Residential – ranges from $7,316 per ¾” meter to $640,199.49 per 8” meter. Non-Residential –
sewer facilities are $3,030 per dwelling unit, plus $856 per motel or hotel rental unit > one.
B. User Fee per Month
Water Flat or Base Rates*
LAFCO of Santa Barbara County 731
CHAPTER THREE: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
3/4'' or less $42.01
1" $43.47
1 1/2" $45.42
2" $50.78
3" $90.25
4" $104.87
Fire Protection $6.67
Volume Charge (per 748 gal)
0-9 units $2.31
10-19 units $2.57
19 and over $3.85
Wastewater Rates
Customer Class Monthly Charge
Residential $68.82
Commercial $68.82
Variable Charges (per 748 gal) $5.04
Figures W-3 and W-4 show a rate comparison for four North County Communities. The
following charts show the comparison of two Cities and two CSDs. Overall, Mission Hills
Community Services water and sewer rates for residential customers are slightly higher than
other communities in the North County area. The charts are based upon a sample billing using
“10 units” as a basis.
732 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
$140
115.52
$120 95.07
$100
67.71
$80
$60
36.99
$40
$20
$0
MHCSD VVCSD City of SM City of Lompoc
LAFCO of Santa Barbara County 733
sralloD
Bill Comparision -Monthly Residential Water -10 Units
1 unit = 100 Cubic Feet of Water
North County Communities
92.80
$100
75.67
68.82
$80
$60
$40
27.01
$20
$0
MHCSD VVCSD City of SM City of Lompoc
sralloD
Bill Comparision -Monthly Residential Sewer -10 units
1 unit = 100 Cubic Feet of Water
North County Communities
$250
208.32
$200
136.53 122.08
112.66 $150
$100
$50
$0
MHCSD VVCSD City of SM City of Lompoc
sralloD
Total Comparision -Monthly Residential Water & Sewer -10 units
1 unit = 100 Cubic Feet of Water
North County Communities
CHAPTER THREE: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
ORGANIZATION
Governance
Mission Hills 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 Mission Hills 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 - All others listed in Principal Act
- Wastewater
- Street Sweeping
Governance of Mission Hills Community Services District is independently provided through its
five-member Board of Directors that are elected at-large to staggered four-year terms. Mission
Hills Community Services District holds meetings on the third Wednesday of every month at
District Office located at 1550 East Burton Mesa Boulevard, Lompoc at 4:30 pm. A current listing
of Board of Directors along with respective backgrounds follows.
Mission Hills Community Services |
Current Governing Board Roster
Member Position Background Years on District
Jim MacKenzie President Engineer 6
Matthew Starbuck Vice President TBD 2 mo
James Keeling Finance Officer TBD 2 mo
Steve Dietrich Director Construction 6
Myron Heavin Director Engineer 6
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
734 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
website requirements.
Mission Hills Comm unity Services District Website Checklist
website accessed 7/25/22 http://www.mhcsd.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: Carpinteria/Summerland Fire is an independent board-governed District. Refer to http://www.mhcsd.org for the
required checklist items.
LAFCO of Santa Barbara County 735
CHAPTER THREE: W. MISSION HILLS COMMUNITY SERVICES DISTRICT
Survey Results
The table below includes a list of questions asked of area residents by LAFCO to assess if
satisfactory water, wastewater, and stormwater services met their needs and/or identify any unmet
needs. The questions identify key components recommended by LAFCO staff.
Mission Hills Community Services District Questionnaire
Revenues, Types of Service, and Resources
Mission Hills Community Services |
Responses by Respondence
Questions Satisfactory Unsatisfactory Undecided
1. Overall, are you satisfied with the level of water, - - -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment - - -
provided with the level of water, wastewater, or
stormwater 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 Mission Hills Community Services District at
this time.
736 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
X. Santa Ynez Community Services District
Administrative Office: 1070 Faraday Street, Santa Ynez, CA 93460
Mailing Address: P.O. Box 667, Santa Ynez, CA 93460-0667
Phone: 805/688-3008
Fax: 805/688-3006
Email: wendy@sycsd.com
Website: www.sycsd.com
General Manager: Loch Dreizler
SUMMARY
The Santa Ynez Community Services District provides wastewater collection to approximately
2,000 via 733 service connections. The 2020 population of the services area boundary is
approximately 4,505. District service area covers approximately 1.7 square miles (or 1,100 acres).
Effluent collected by the District is treated at the City of Solvang’s wastewater treatment plant.
Santa Ynez is located east of the City of Solvang and west of the junction of Highways 154 and
246. However, the District operates and maintains the Santa Ynez Band of Chumash Indians
Wastewater Reclamation Facility. The District’s Sphere of Influence is 123 acres beyond service
area boundary, which includes areas south of Hwy 246 along Kara Lane and Redondo Court to
Via Juana Road. There are no proposals for expansion and the District did not request expansion
areas. However, LAFCO did evaluate four Study Areas. The District receives financial support at
a rate of approximately $447 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 Santa Ynez Community Services District was formed in 1971. It was formed to address failing
septic systems in the Santa Ynez community and to protect local groundwater and surface water
resources from contamination. The District in 2017, completed a large annexation of the West
Santa Ynez territory consisting of 382 single-family homes covering 434-acres. This area along
with additional territory are within the Special Problems Area identified in the County’s LAMP.
The District continues to make itself available for sewer services to alleviate area concerns.
The Santa Ynez Community Services District overlaps, the County of Santa Barbara Fire
Protection District, Santa Ynez River WCD, Cachuma RCD, Santa Ynez River WCD
Improvement District No. 1, Santa Barbara Mosquito and Vector Control District, County Service
Areas 32 (Law Enforcement), County Flood Control & Water Agency, and the Oak Hill Cemetery
District.
LAFCO of Santa Barbara County 737
CHAPTER THREE: X. SANTA YNEZ COMMUNITY SERVICES DISTRICT
738 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: X. SANTA YNEZ COMMUNITY SERVICES DISTRICT
The District anticipates a growth rate of ap proximately 0.67 percent a year within its boundaries
in the coming years.
OPERATIONS
Santa Ynez Community Service District (SYCSD) is composed of six (6) personnel that operate
and collect wastewater, this includes a Chief Plant Operator, Operations Supervisor, Collection
Operators, Secretary/Treasurer and a General Manager. Collection personnel are trained through
the California Water Environment Association (CWEA) Technical Certification Program.
The District operates and maintains the collection system only. The effluent flows to Solvang’s
treatment plant. The District has a contractual agreement with the City of Solvang to treat the
District’s wastewater. By contract, the District operates and maintains the Santa Ynez Band of
Chumash Indians Wastewater Reclamation Facility.
SYCSD collects approximately 140,000 gallons per day (.14mgd) of wastewater, which flows to
the City of Solvang for treatment. The City of Solvang’s wastewater plant has a capacity of
1,500,000 gallons per day (1.5mgd) that is contractually allocated between the City of Solvang
1,200,000 gallons per day (1.20mgd) and SYCSD 300,000 gallons per day (0.30mgd). 88,000
gallons per day of the SYCSD allocation is apportioned to the Chumash, but the Chumash do not
currently use this apportioned amount.
The Chumash Water Recycling Facility (WRF) serves approximately 6,450 people on the Santa
Ynez Reservation, Casino & Hotel Complex, Administration Buildings and Health Clinic,
including about 350 residents, 100 employees, and 6,000 patrons per day.
The District Board of Directors is composed of five Members who are elected at-large to four- year
terms. The District will be transitioning to District elections by 2024. The Board meets the third
Wednesday of the month. The meetings are held in the District Board Room located at 1070
Faraday Street, Santa Ynez, California at 5:30 p.m. 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
In the Santa Ynez Valley, there are a number of challenges to maintaining water quality standards
for many surrounding communities including Los Olivos, Ballard, Janin Acres, and west of Santa
Ynez which are all located along a north-south line paralleling Alamo Pintado Creek. Soil and
groundwater conditions in these areas are known to be severely constrained for septic effluent
disposal. These areas are designated by the County as “Special Problem Areas” for wastewater
disposal. In early 2000, the Santa Barbara County Department of Public Works conducted an
analysis of the unincorporated areas of the entire County to locate, characterize and track septic
LAFCO of Santa Barbara County 739
CHAPTER THREE: X. SANTA YNEZ COMMUNITY SERVICES DISTRICT
systems. They identified 24 “Focus Areas,” which encompassed the heaviest concentrations of
septic systems and areas of potentially greatest concern from a public health and water quality
perspective. A part of the Santa Ynez Valley was determined to be a special problem area due to
infiltration and contamination of the groundwater during heavy rains.
Much of Los Olivos is characterized by small parcels and shallow (less than 10-feet deep)
groundwater. Ballard is characterized by clay soils and very small parcels. In Janin Acres, the
groundwater produced by the local mutual water company has, at times, exceeded the maximum
contaminant level (MCL) for nitrates in drinking water. The Santa Ynez River Water
Conservation District, Improvement District #1 (ID#1), has also idled two wells that also exceed
the MCL for nitrate. Although return flows from irrigated agriculture can be a major source of
nitrate contamination in groundwater, these areas are not characterized by large-scale irrigated
agriculture.
Residential parcels are semi-rural to rural in nature with a median parcel size of 2.5 acres.
Conditions for the use of Onsite Wastewater Treatment Systems (OWTS) vary, ranging from very
good to poor, with areas with restrictive soil characteristics, shallow groundwater and or difficult
topographic features such as steep slopes and drainages.
The residential and commercial structures in the townships of Los Olivos and Ballard are served
by OWTS. The use of OWTS in these areas is problematic due to a combination of poor soils,
high groundwater, and small parcels. Both Los Olivos and Ballard were listed as Focus Areas in a
Sanitary Survey.
Janin Acres is also listed as a Focus Area in the Survey. Janin Acres is a residential subdivision
consisting of approximately 80 parcels located east of the City of Solvang along Highway 246.
While the median parcel size is approximately 2 acres, poor shallow soil conditions generally
result in the use deep trenches or seepage pits for effluent dispersal.
County Public Works staff develop and adopted the 2016 County’s Local Agency Management
Program (LAMP) to ensure that coastal ocean water, streams and groundwater are not adversely
affected by inadequate or failing septic systems.
LAFCO of Santa Barbara County encourages the District and the surrounding communities to
consider options for public sanitary services. Generally, the Special Problem Areas will need to
work together to resolve the water quality concerns. Evaluating the feasibility of annexation may
provide benefits for landowners. It is still unknown whether it is feasible for local service
providers to assume responsibilities within the Special Problem Area. Therefore, LAFCO staff
recommends that the District continue to discuss possible options with other neighboring
agencies. If an agreement is made, in which all affected parties agree in who would be best suited
to take on the responsibilities, a change of organization may be considered at that point. LAFCO
Staff recommends that the Santa Ynez CSD Sphere of Influence (SOI) exclude Ballard, Los Olivos
and the Chumash Tribe Study Areas. However, the SYCSD could apply to LAFCO for the sphere
740 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: X. SANTA YNEZ COMMUNITY SERVICES DISTRICT
amendment and annexation of Los Olivos, Ballard, or Janin Acres, pending the success of Los
Olivos CSD compliance with LAFCO cond itions. The SYCSD Board would need to evaluate and
determine based on their policy and any final action would be contingent on LAFCO approval.
Governance Structure Options
The 2009 Santa Ynez Valley Community Plan discusses several approaches to address wastewater
issues in the area including public sewer extension to Los Olivos, Ballard, or Janin Acres such as
a sewer extension and connection from the City of Solvang or the Chumash treatment facility to
serve Ballard and Los Olivos. As noted with the Formation of the Los Olivos CSD a sewer
extension from the City of Solvang or the Chumash treatment facility raised significant policy
concerns and potential environmental impacts. The Santa Ynez CSD annexation was a potential
option, later dropped in favor of forming a new District. Santa Ynez Valley Community Plan
policies recognize and support preservation of distinct, and separate urban townships, and the
preservation and enhancement of agriculture.
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 SYCSD or another
local service provider to assume responsibilities within the areas. Therefore, LAFCO staff
recommends that the District continue to discuss possible partnerships with the 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 District 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 District is a member of California Special Districts Association (CSDA) and the Santa Barbara
chapter of CSDA.
SPHERE OF INFLUENCE & BOUNDARIES
The Sphere of Influence for the Santa Ynez Community Services District’s boundaries includes an
area south of the Districts service area, approximately 123 acres. A map of the District’s Sphere of
Influence and boundaries can be seen at the beginning of this profile.
The City of Solvang completed a WWTP Remaining Capacity TM by Cannon in 2016, that
considered existing and projected flows for Solvang and SYCSD through buildout (based on
LAFCO of Santa Barbara County 741
CHAPTER THREE: X. SANTA YNEZ COMMUNITY SERVICES DISTRICT
existing general plan) and annexation of Sphere of Influence areas. As states in the 1998
Interagency Agreement, the District is not to allow additional connections to the System if they
will bring the District’s predicted flow to or above 95% of its Average Dry Weather Flow
(ADWF), or an adjusted capacity limit of 285,000 gallons per day. The District’s flow was 45%
as of February 2022. SYCSD could reach its adjusted capacity upon reaching General Plan
buildout, and further annexations outside the existing Sphere of Influence might require
additional WWTP capacity.
Sphere of Influence Study Areas
For study purposes, LAFCO staff has prepared the following table and map that included four
areas to be considered as the Study Areas for the Sphere of Influence. The Study Areas are used
to help analyze and identify which properties should be added or excluded from the Sphere of
Influence. A summary of the Study Areas is listed in the table below:
Table X-1: Santa Ynez Community Services Study Areas
Study Description Acres Existing Prime Constraints
Area Zoning AG Land
Ballard 173
1 Single-Family Residential Yes Special Problem Area
1-E-1; 10-R-1;
Commercial
Neighborhood (CN)
Los Olivos 287
2 Single-Family Residential Yes Special Problem Area
1-E-1; 15-R-1; RR-5
Commercial
Neighborhood (CN); C-2
Janin Acres & 278+
3 Single-Family Residential Yes Special Problem Area
Western Santa Ynez
Special Problem 1-E-1
Area
Chumash Tribe 111
4 Chumash Reservation No Unknown
Existing Service Hotel & Casino
Lease
Totals 849
The Study Areas are described in more detail below and include: a map that focuses on each
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
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information provided by the District.
SOI Study Area #1 – Ballard (Located in SB County; Outside of SOI). Ballard has over 129
parcels (nearly all) with private septic systems. The community of Ballard has an estimated 500
residents and encompasses 94 acres and 118 parcels. Nearly, 75% of the township is designated for
residential use, with approximately four acres of commercial property. A mix of smaller
agricultural parcels (5 to 40 acres) surrounds Ballard.
Ballard overlie the Santa Ynez Uplands Groundwater Basin which is used extensively as a source
of agricultural and domestic-municipal water supply. The groundwater basin has been identified
by the Central Coast RWQCB as one of three basins in Santa Barbara County experiencing an
increase in groundwater nitrate concentrations. It has been recommended for further
investigation with respect to sources and corrective strategies. The Basin Plan identifies Ballard
as urbanizing areas that need wastewater management.
Special Problem Area: consists of medium to large-lot rural town, medium to high density of septic
systems, fair to good conditions for septic systems, many older developed properties with possible
code compliance problems, adjacent to Alamo Pintado Creek, and is a tributary to Santa Ynez
River. Flood control improvements completed at the northeast end of the village alleviated
shallow groundwater issues.
1
Figure X-2
SOI Study Area #1
Study Area
Existing SOI
District Line
173 acres
Residential
LAFCO of Santa Barbara County 743
CHAPTER THREE: X. SANTA YNEZ COMMUNITY SERVICES DISTRICT
LAFCO Staff Recommendation. The SOI should exclude Study Area One. Staff recommendation
is to exclude the Sphere of Influence in this area. Connecting to Ballard conflicts with the Santa
Ynez Valley Community Plan (SYVCP) policy WW-SYV-3, which discourages annexation or
extension of sewer lines into other jurisdictions due to its growth-inducing impacts. Therefore,
this option would require an amendment to the SYVCP or a Board of Supervisors’ finding that the
existing conditions constitute a threat to public health. The Special Problem Area should be
addressed by considering the formation of a County Service Area (CSA). The County could
evaluate the feasibility of a package plant that only serves the town of Ballard to minimize the
costs.
SOI Study Area #2 – Los Olivos (Located in SB County; Outside of SOI). Los Olivos is entirely
served by septic systems. Los Olivos has over 340 residential and commercial parcels. The
township of Los Olivos is located in the northern part of the Santa Ynez Valley region and consists
of 287 acres with a population of approximately 1,000 people. There is a 22-acre commercial
District at the northern end of the township. Low to medium density residential surrounds the
commercial core and accounts for over 85% of the total land area of the township.
In addition, the area is underlain with high groundwater and the soils are not conducive to
wastewater disposal. This poses a significant constraint for septic system usage especially in the
commercial core. Los Olivos overlie the Santa Ynez Uplands Groundwater Basin which is used
extensively as a source of agricultural and domestic-municipal water supply. The groundwater
basin has been identified by the Central Coast RWQCB as one of three basins in Santa Barbara
County experiencing an increase in groundwater nitrate concentrations. It has been
recommended for further investigation with respect to sources and corrective strategies. The
Basin Plan identifies Los Olivos as urbanizing areas that need wastewater management.
Constraints affecting septic system performance in Los Olivos include the large number and very
high density of septic systems, lack of favorable soil and groundwater conditions, and the age and
non-conforming design of the systems. The Los Olivos Community Service District is in the
process of developing a local community wastewater treatment facility to address these concerns.
Special Problem Area: consists of large number of small to very small lots in densely developed
septic town setting, shallow groundwater in large portions of town, drywells discharge directly
to water table, groundwater nitrate impacts documented, recommended for wastewater
management plan by Regional Water Quality Control Board, prior septic tank maintenance
study, dissected by Alamo Pintado Creek, and is a tributary to Santa Ynez River.
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2
Figure X-3
SOI Study Area #2
Study Area
Existing SOI
District Line
287 acres
Residential
LAFCO Staff Recommendation. The SOI should exclude Study Area Two. Staff
recommendation is to exclude the Sphere of Influence in this area and note the efforts the Los
Olivos CSD are making. If a Proposition 218 vote were to fail, expansion actions may be necessary
at some point in the future to address the Special Problem Area.
SOI Study Area #3 – Janin Acres & Western Santa Ynez Special Problem Area (Located in
SB County; Outside of SOI). The Janin Acres subdivision, located between Solvang and Santa
Ynez, was developed in the late 1960s. It consists of approximately 80 parcels and obtains its
water supply from two local wells owned and operated by the Rancho Marcelino Water
Company. The median parcel size is approximately two (2) acres with poor shallow soil
conditions. Many of the parcels in the subdivision utilize deep trenches or drywells for onsite
sewage disposal. Sampling of the Rancho Marcelino water wells over the past 40 years has
indicated a significant increase in nitrate concentration that coincides with the development of
the subdivision and the use of onsite sewage disposal systems in the area. The nitrate
concentrations found in the wells has increased from less than 10 mg/l to over 50 mg/l (i.e.,
exceeding the drinking water limit) during this period. The data shows a strong correlation
between groundwater quality degradation and the installation and use of septic systems in the
Janin Acres subdivision and neighboring areas in Santa Ynez (to the north).
Special Problem Area includes: rural residential subdivision and some commercial properties,
LAFCO of Santa Barbara County 745
CHAPTER THREE: X. SANTA YNEZ COMMUNITY SERVICES DISTRICT
located between Santa Ynez and Solvang and shallow restrictive soils favoring deep trenches and
dry-wells have apparently led to elevated nitrate levels in groundwater/local water supply wells
(Rancho Marcelino Water Company).
Figure X-4
SOI Study Area #3
Study Area Add/SOI
APNs 98+ parcels
Existing SOI
District Line
278+ acres
Residential
3
LAFCO Staff Recommendation. The SOI should include Study Area Three. Staff
recommendation is to include Study Area Three that would allow sewer connections to the
District without the need for a threat to public health and safety determination. Santa Barbara
LAFCO in 2019 approved out-of-agency service agreements for sewer services from the Santa
Ynez CSD to two properties along Janin Way. A third extension was granted in September 2022.
After discussion with Caltrans and determining the requirements to extend services within Hwy
246 (Mission Drive), the prior landowners elected not to seek services from the District. It
appeared the challenges to extend services likely prevented those landowners from connecting to
District infrastructure. Caltrans has changed its position and the third out-of-agency service
agreement now seeks to complete this connection for services from SYCSD. The City of Solvang
Sphere of Influence cover the Janin Acres Special Problem Area, but the SYCSD already has
infrastructure in the area and may provide a better opportunity to serve the area in the future
when the need arises.
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SOI Study Area #4 – Chumash Tribe (Located in SB County; Outside of SOI). Chumash
Reservation has one (1) parcel within its bou ndaries on private treatment systems that is managed
by the Santa Ynez CSD. The Chumash Water Reclamation Facility serves approximately 6,450
people on the Santa Ynez Reservation, Casino & Hotel Complex, Administration Buildings and
Health Clinic, including about 350 residents, 100 employees, and 6,000 patrons per day. 88,000
gallons per day (.088mgd) of the SYCSD allocation is apportioned to the Chumash, that the
Chumash do not currently use. By contract, the District operates and maintains the Santa Ynez
Band of Chumash Indians Wastewater Reclamation Facility, Kalawa Shaq pump station, two
casino lift stations and collection lines located at 3400 Highway 246, Santa Ynez, CA 93460. The
Chumash Wastewater Reclamation Facility is a 320,000 gpd membrane bioreactor (MBR) with
chlorine disinfection and Title 22 Recycled Water Distribution of 200,000 gpd. The wastewater
treatment plant was built in 2005 and upgraded to a MBR plant in 2015 and covers approximately
¼ acre. The Tribe collection system includes 1.8 miles of 8-inch VCP, 33 manholes, three (3) lift
stations and 0.9 miles of 4-inch force mains from the three stations. Treated wastewater is used
for irrigation on the reservation and/or discharged to the nearby creek. Biosolids from the
treatment plant are composted off-site. The Santa Ynez Band of Chumash Indians facility
discharges up to 200,000 gallons per day into Zanja de Cota Creek.
SYCSD collects approximately 0.14 MGD of wastewater from its own system, which is conveyed
to the City of Solvang for treatment.
Figure X-5
SOI Study Area #4
Study Area
Existing SOI
District Line
111 acres
Reservation
4
LAFCO of Santa Barbara County 747
CHAPTER THREE: X. SANTA YNEZ COMMUNITY SERVICES DISTRICT
LAFCO Staff Recommendation. The SOI should exclude Study Area Four. Staff
recommendation is to exclude the Sphere of Influence in this area and note the existing agreement
between the Chumash Tribe and Santa Ynez CSD. The small amount of the SYCSD allocation
proportioned to the Chumash Reservation (88,000 gallons per day) is not being used. The Santa
Ynez Band of Chumash Indians Wastewater Reclamation Facility has adequate capacity to meet
the reservation needs and is under contract to be maintained by the District. Re-evaluation could
occur if the Chumash Tribe exercises the allotment to serve the area in the future when the need
arises.
BOUNDARIES
Jurisdictional Boundary
Santa Ynez CSD jurisdictional
Santa Ynez Community Services District’s existing boundary boundary spans 1.7 square miles
with 100% being unincorporated
spans approximately 1.7 square miles in size and covers 1,100
and under the land use authority of
acres (parcels and public rights-of-ways) of contiguous areas the County of Santa Barbara.
with 100% of the jurisdictional service boundary is
unincorporated and under the land use authority of the County of Santa Barbara. The Study area
portions are also within the jurisdictional land use authority of the County. Overall, there are
2,590 registered voters within the jurisdictional boundary.
Santa Ynez 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
Santa Ynez CSD 875 100.0% 1,245 2,590
Pace OASA 1.0 0.0% 1 0
Anticipated Study Areas
Los Olivos 365 1.5% 300 585
Ballard 22434 93.5% 2,382 TBD
Janin Acres 289 93.5% 2,382 TBD
Totals 23,991 100.0% 7,787 11,612
Santa Ynez 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 875 100.0% 1,245 2,590
Totals 875 100.0% 1,245 2,590
Total assessed value (land and structure) is set at $797.9 million as of April 2022, and translates
to a per acre value ratio of $911,940. The former amount further represents a per capita value of
$177,125 based on the estimated service population of 4,505. Santa Ynez CSD receives $1.2 million
dollars in annual charges for services revenue generated within its jurisdictional boundary.
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The jurisdictional boundary is currently d ivided into 1,245 legal
Close to 91% of the jurisdictional
parcels and spans 875 acres. The remaining jurisdictional acreage
boundary is under private
consists of public right-of-ways. Approximately 91% of the parcel ownership, and of this amount
approximately 93% has been
acreage is under private ownership with 93% 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 20 vacant parcels that collectively total 7.5 acres.
Santa Ynez Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
District Formation and Duties
Formation Date 1971
Community Services District Act, Government Code,
Legal Authority
section 61000 et seq.
Five Directors elected to four-year terms through at-large
Board of Directors elections. Transitioning to Districts by 2024.
Agency Duties Collects wastewater and transports to Solvang plant. District also
manages the sewer collection system and wastewater treatment
plant located on Chumash Reservation.
POPULATION AND GROWTH
Population
The U.S. Census Bureau estimated the 2020 population of Santa Ynez to be 4,728. 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 Santa Ynez Valley unincorporated population to be 12,646
by 2020. Santa Ynez’s population is estimated at 4,505 persons. Between 2010 and 2020, the
population of Santa Ynez’s area increased by 87 people (1.9 percent or less than 1 percent per year).
However, the County’s population increased by 5.7 percent between 2010 and 2020.
Demographics for Santa Ynez are based on an age characteristics report prepared by SBCAG in
2017 and American Community Survey. The largest age group represented in Santa Ynez as 18 to
64 group at 58.2 percent. Approximately 21.3 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 749
CHAPTER THREE: X. SANTA YNEZ COMMUNITY SERVICES DISTRICT
According to the 2020 U.S. Census, approximately 66.5 percent of the total population identified
themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic
group in Santa Ynez, comprised 21.7 percent of the total population.
Projected Growth and Development
The County of Santa Barbara’s General Plan serves as the District’s vision for long-term land use,
development and growth, and provides the vision within Santa Ynez Valley Planning Area. The
County’s General Plan was adopted in 2009, although the Housing Element is updated every 8
years in accordance with state regulations and spans the 2023-2031 planning period.
The current County Housing Element (2023-2031) identifies an estimated growth rate of 1.2
percent within the Santa Ynez Valley, which faces some constraints. The County’s General Plan
covers the Santa Ynez, Ballard, Los Olivos, Janin Acres, and surrounding areas. The following
population projections within the District are based on the Department of Finance Table E4
estimate and SBCAG regional forecast.
Table X-2. Population Growth and Projections (2010–2040)
2010 2015 2020 2035* 2040*
Santa Ynez CSD 4,418 n/a 4,505 4,794 n/a
County 423,895 441,963 451,840 501,500 513,300
* Assumes trend-based land use capacity within the City. SBCAG regional forecast model.
** DOF Table E4 projections.
Disadvantaged Unincorporated Communities
Senate Bill (SB) 244 of 2011 requires LAFCO to identify and consider disadvantaged
unincorporated communities (DUCs) when preparing MSRs and Sphere updates for Cities and
Special Districts that provide sewer, water, or structural fire protection services. A DUC is defined
by the Water Code as one in which the median annual household income (MHI) is 80 percent of
the statewide average. Incorporated communities also are defined as disadvantaged when the
MHI falls below 80 percent. In 2021, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Santa Ynez was $99,349 in 2022, 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
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Mapping Tool Version 2.0 (EJScreen) that provides nationally consistent data combining
environmental and demographic data re lated 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 Santa Ynez
Community Services 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. In May
of 2022, the Chumash Reservation, was designated as a disadvantaged community by CalEPA,
which is Study Area #4.
Santa Ynez Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
Attributes
District area (est. square miles):
Entire District 1.7
Population (2020 Census):
Entire District 4,505
Assessed Valuation (FY 21-22: District portion) $797,948,200
Number of Treatment Plants 0
Solvang
WWTP &
Operate
Chumash
WRF
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire District (FY 20-21) $447
Average Portion of County 1% Property Tax Received 3¢/$1
Ending Total Fund Balance (June 2021) $7,800,727
Change in Total Fund Balance (from June 2016 to June 2021) 86%
Total Fund Balance/Annual Revenue Total (FY 20-21) 387%
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 751
CHAPTER THREE: X. SANTA YNEZ COMMUNITY SERVICES DISTRICT
SERVICES
Overview
Santa Ynez Community Services District collects and diverts wastewater from their service area
to the Solvang WWTP by operating two lift stations and approximately 15.2 miles of sanitary
sewer collection system. The District owns a 20% share of the City of Solvang’s 1.5 million gallon
per day (mgd) wastewater plant, equating to a treatment capacity of 300,000 gallons per day
(gpd). The District also manages the Chumash Reservation collection and WRF facility. The
District is staffed by six (6) full-time staff.
WASTEWATER INFRASTRUCTURE AND PUBLIC FACILITIES
The Sanitation system is comprised of approximately 15.2 miles of sewer collection system
pipelines of varying sizes and ages, 386 manholes, and two (2) lift station. Wastewater from
SYCSD is commingled with wastewater flow from the City of Solvang at the City’s Fjord Road
Lift Station, which pumps sewage across the Santa Ynez River to the Solvang WWTP. The
influent quality of SYCSD flows is not routinely analyzed so historical water quality data for
SYCSD wastewater flows do not exist.
Collection System
The Sanitation system is comprised of 13.8 miles of gravity sewers (approximately 9,576-line
segments), 386 manholes, 0.84 miles of force mains, and two (2) pump stations. The sewer lines
range in size from eight (8) inches to fifteen (15) inches in diameter. Gravity lines consist of (7.53
miles of 8-inch VCP gravity line, 4.25 miles of 12-inch VCP gravity line, 1 mile of 10-inch gravity
line and 2.1 miles of 15-inch VCP gravity line).
Treatment System
The District contracts with the City of Solvang to treat and dispose of the District’s wastewater.
The City of Solvang operates and maintains a 1.5 MGD Sequencing Batch Reactor (SBR) activated
sludge wastewater treatment plant built in 1997. The treatment plant is located at 101 S. Alisal
Rd., Solvang.
The Solvang WWTP, processes include a mechanical bar screen, screenings compactor and
washer, vortex grit separator, and a sequencing batch reactor (SBR) wherein the wastewater is
mixed, aerated, and settled. Waste sludge from the SBR is pumped to the digester where it is
aerobically digested. After digestion, sludge is dewatered by a belt press. Biosolids accumulate in
roll-off bins and are hauled away by an offsite composting contractor. Wastewater from the belt
press is routed back to the headworks. The treated wastewater is disposed of to a polishing pond,
which then drains to one of two percolation ponds located within the Santa Ynez River
floodplain. On high flow days or during significant rain events, the large percolation pond
overflows into a small percolation pond for additional storage. The City of Solvang is in the
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CHAPTER THREE: X. SANTA YNEZ COMMUNITY SERVICES DISTRICT
process of upgrading their wastewater treatment facility. Phase 1 was completed in December
2021 and consisted of replacing the mixing a nd aeration system. Phase 2 of the upgrade is planned
for 2022/2023.
The SYCSD’s agreement for 0.30 MGD of the 1.5 MGD total WWTP capacity ends up equating to
0.20 MGD once two items are accounted for: 1) agreement limits available capacity to 95% of the
purchase capacity (0.285 MGD); and 2) 0.088 MGD of SYCSD’s capacity is reserved for the Santa
Ynez Band of Mission Indians.
Disposal
The City’s WWTP discharges treated wastewater to percolation ponds located adjacent to the
plant. The Santa Ynez Band of Chumash Indians discharges treated wastewater from the Santa
Ynez Band of Chumash Indians Wastewater Treatment Plant to Zanja de Cota Creek, tributary
to the Santa Ynez River.
Types of Services
Collection X
Treatment X
Disposal X
Recycled -
Other -
Santa Ynez Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant, Booster, & Lift Stations
Address Acquired/Built Condition Size
101 S. Alisal Rd, WWTP Solvang 1997 Good 20% capacity
1.5 MGD
246 LS, Hwy 246/Casino Drive 1983/rebuilt Excellent 1,240 gpm
2014
Golden Inn LS 890 N. Refugio Rd 2016 Excellent 268 gpm
Kalawa Shaq LS 1998 Good X2-27 Hp
150 gpd
Note: Santa Ynez Band of Chumash Indians Wastewater Reclamation Facility not part of District system.
The STCSD 2017 Recycle Plan evaluated pipelines, lift stations, defective and deficient sewer
installations, and septic system neighborhoods in the service area. The renewal and replacement
LAFCO of Santa Barbara County 753
CHAPTER THREE: X. SANTA YNEZ COMMUNITY SERVICES DISTRICT
projects identified were prioritized based upon results of the hydraulic model, field information
and velocity information used in the model. In addition, the prioritization also takes into account
SYCSD maintenance activities in the service area. The District accepted dedication of the Golden
Inn Senior facility lift station in 2020. Generally, it takes 38 minutes for Districts flows to reach
the Fjord Lift Station in Solvang.
Connections
Type # of Acct % of Total
Single-Family 672 91.7%
Multi-Family 0 0%
Commercial 61 8.3%
Industrial 0 0%
Agricultural 0 0%
Total Staffing
Personnel Per 1,000
population
Full time Operators 4 0.8
Emergency Operators 4 0.8
Administrative Personnel 1 0.2
Other District Staff 1 0.2
Santa Ynez Community Services has a total of six (6) permanent
employees.
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
General Manager (1) 20 6 mo
Chief Plant Operator (1) 20+ 2
Operator Supervisor (1) 21 21
Operator II (1) 3 mo 3 mo
Operator I (1) 7 7
Administrative Personnel (1) n/a n/a
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Wastewater Capacity
Santa Ynez Community Services has a 20% share of the City of
Solvang’s permitted treatment capacity of 1.5 mgd plant.
System Demands
Santa Ynez Community Services area’s average annual
wastewater collection demand generated approximately 0.13
million gallons per day. It also translates over the report period
to an estimated 69 gallons per day for each person; it also
translates to 206 gallons for every service connection.
Service Performance
Santa Ynez Community Services service area’s average annual
wastewater collection demand generated for subsequent
treatment and disposal at the Treatment Plant Facility has been
approximately 0.13 million gallons a day over the last three years.
Of this amount, it is estimated by LAFCO this represents 45% of
permitted capacity. The District generally has adequate capacity for anticipated future needs.
Santa Ynez Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
Total Collection Inspected, Repaired, Added -Santa Ynez CSD
35
30
25
20
15
10
5
0
CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Inspected Cleaned Replaced Video
Source: SYCSD Data.
Note: Information is for the entire District. Also, this table tabulates miles of lines cleaned, replaced, added,
and videoed. Additional upgrades preformed regarding lift stations and treatment plant.
LAFCO of Santa Barbara County 755
seliM
latoT
The Santa Ynez CSD service area’s
maximum daily capacity to convey
wastewater to the Treatment
Facility for treatment and disposal
is 0.3 million gallons.
The estimated average annual
wastewater flows generated during
the report period among Santa Ynez
CSD users in the service area has
been 0.13 million gallons per day.
LAFCO estimates Santa Ynez CSD
is presently operating at 45%
capacity within its service. (This
estimate includes service
agreements outside of its service
boundary.
CHAPTER THREE: X. SANTA YNEZ COMMUNITY SERVICES DISTRICT
Upgrades or Repairs Completed -Santa Ynez CSD
FY -2020-2021
25 141%
20 110%
15
10
5 9.6%
0.1% 0% 0% 0%
0
Inspected Cleaned Replaced Added Video Booster Treatment
Stations Plant
Upgrades/Repairs
Source: SYCSD Data.
Note: Information is for the entire District.
The Santa Ynez CSD provides water and wastewater
SYCSD Snapshot: FY2022
collection and transport services to its constituents
Planning Reports Year Updated
directly and plans for them in various planning
Community Plan 2009
documents, including the Sewer System Management
Joint Powers Agreement 1998
Plan, Capital Improvement Plan, and Strategic Plan Sewer System Mgmt. Plan 2020
Strategic Plan 2005
prepared in 2005. The County’s Santa Ynez Valley
Capital Improvement Plan annually
Community Plan, which was last updated in 2009, Wastewater Recycle Plan 2017
contains Land Use, Public Facility, and Resource Rate Study 2021
Climate Plan N/A
Constraints.
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 did not apply for Cares Act funding.
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CHAPTER THREE: X. SANTA YNEZ COMMUNITY SERVICES DISTRICT
Dis trict Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Service Charges $1,149,614 57.2% $1,217,750 60.5%
Benefit Fees $38,829 2.0% $38,863 1.9%
$29,089 1.4% $9,149 0.5%
Other Charges for Service
Property Taxes $190,750 9.5% $197,017 9.8%
Voter Approved Taxes $1,799 0.1% $1,812 0.1%
Annexation Fees $8,762 0.4% $9,924 0.5%
Investment income $74,729 3.7% $22,848 1.1%
Indian Reservation Contract $517,543 25.7% $516,598 25.6%
Revenue total $2,011,115 100.0% $2,013,961 100.0%
Source: Santa Ynez Community Services, Financial Statements, June 30, 2020 and 2021, 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 is offset
by the increase in reserves, and the District’s reserve balance has sufficient funds to absorb minor
fluctuations. The line graph below shows the current financial trend in millions. These indicators
provide a measurement of the agency’s financial condition over time.
SANTA YNEZ COMMUNITY SERVICES
Fiscal Trends-Santa Ynez CSD
6
5
4
3
2
1
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
LAFCO of Santa Barbara County 757
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CHAPTER THREE: X. SANTA YNEZ COMMUNITY SERVICES DISTRICT
This indicator addresses the extent to which charges for service
Charges for Services covered expenses. Charges for Services is the primary funding source
for the District. Represented below a ratio of one or higher indicates
1.4 that the service is self-supporting.
1.2
1
0.8
0.6
0.4
0.2
0
2016-17 2017-18 2018-19 2019-20 2020-21
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
2016 $ 1,602,537 $ 1,555,957 1.0
2017 $ 1,804,878 $ 1,549,958 1.1
0.5
2018 $ 1,871,200 $ 1,629,182 1.1
2019 $ 2,018,606 $ 1,641,246 1.2
0 2020 $ 2,011,115 $ 2,032,808 0.9
2016 2017 2018 2019 2020 2021 2021 $ 2,013,961 $ 2,236,523 0.9
Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2018 2019 2020 2021 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%
2021 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.
758 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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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) $2,702,050 $3,011,822 $3,412,060 $4,068,726 $4,397,253 $4,897,041
Net Liabilities (pension & OPEB) $0 $0 $0 $0 $0 $0
CHAPTER THREE: X. SANTA YNEZ COMMUNITY SERVICES DISTRICT
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 budget includes wastewater operating expenses. In FY 2019/2020, the District’s
actual budget expense was $1,236,717 and increased slightly to $1,247,551 for FY 2020/2021. 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.
Wastewater-Expenditure
1.4 0.7
1.2 0.6% 0.6% 0.6% 0.6
Sewer
1
0.5% 0.5
0.8 0.4%
0.4% 0.4
0.6
0.3
0.4
0.2 0.2 FB
0 0.1
2016 2017 2018 2019 2020 2021
-0.2 0
Asset Maintenance and Repair
The District’s budget includes improvement budgeting through its Capital Projects Fund #53. In
FY 2020/2021, the District budgeted $1,000,000 and increased that to $1,515,000 for FY 2021/2022
and in FY 22-23, total expenditures for capital projects were $650,000.
LAFCO of Santa Barbara County 759
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CHAPTER THREE: X. SANTA YNEZ COMMUNITY SERVICES DISTRICT
C apital Improvements
The District has identified $9.4 million in its Capital Improvement Program to be completed over
the next ten (10) years to District system. The Wastewater Treatment Plant phase upgrades
include an additional $16.9 million in capital upgrades over the next ten-years. These include
about $15.9 million for Phases 2 & 3. A list of CIP projects for FY 21-23 are listed below.
Projects Budgeted or Estimated 2021 to 2022
Sewer Main Repair Projects ($85,000)
Future Expansion - West Side Ext, Hydro-jetter ($1,000,000)
Solvang WWTP Upgrade ($565,000)
WWTP Water Quality Project - Phases 2&3 ($6,000 SYCSD 20%)
Projects Budgeted or Estimated 2022 to 2023
Sewer Main Repair Projects ($85,000)
Force Main Bracing ($200,000)
Operations Vehicle ($85,000)
Sewer Camera ($50,000)
Manhole Cover Replacements ($50,000)
WWTP Water Quality Project - Phases 2&3 ($180,000 SYCSD 20%)
Long-term Liabilities and Debts
The District has a small 1.3-million-dollar loan that will be repaid with additional sewer
connections. Compensated absence balance owed for June 30, 2021 were $27,907.
Opportunities for Shared Facilities
The District shares wastewater treatment capacity with the City of Solvang and the District also
operates the Chumash Water Reclamation Facility. Otherwise, the District does not currently
share facilities or services with other agencies, nor have any opportunities to do so have been
identified by staff in the preparation of this report. Although over the years it was recommended
the District’s consideration of shared wastewater facilities and service with nearby communities
including Ballard, and Los Olivos.
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CHAPTER THREE: X. SANTA YNEZ COMMUNITY SERVICES DISTRICT
Rate Structure
Sewer rates for the District were last updated and adopted by the Board of Directors in May 2021
per Ordinance O-21-01. The rates are based on a 2021 Wastewater Rate Study conducted by
Tuckfield & Associates and undergo annual review and adjustment, per District policy.
Sewer Fees (Effective July 1, 2021)
Sewer Service Charges 21/22
User Flow/ Strength ERU Current
Unit
Classification (gpd) Factor Multiple Charge FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26
Projected Rate Increase [1] 0.00% 4.25% 4.25% 4.25% 4.25%
Residential Fixed Charges
Single Family 215 1.00 1.00 $76.67 $76.67 $79.93 $83.33 $86.87 $90.56
Multi-family 215 1.00 1.00 $76.67 $76.67 $79.93 $83.33 $86.87 $90.56
Second Unit/Studios 160 1.00 0.74 $57.06 $57.06 $59.49 $62.01 $64.65 $67.40
Mobile Home/Trailers
Manager Residence 215 1.00 1.00 $76.67 $76.67 $79.93 $83.33 $86.87 $90.56
Trailer Space 215 1.00 1.00 $76.67 $76.67 $79.93 $83.33 $86.87 $90.56
Mobile Home Park Laundry 140 1.00 0.65 $49.92 $49.92 $52.04 $54.25 $56.56 $58.96
Retirement Facility
Manager Residence 215 1.00 1.00 $76.67 $76.67 $79.93 $83.33 $86.87 $90.56
Rooms w/o Kitchens 100 1.00 0.47 $35.67 $35.67 $37.19 $38.77 $40.41 $42.13
Rooms w/ Kitchens 150 1.00 0.70 $53.49 $53.49 $55.76 $58.13 $60.60 $63.18
LAFCO of Santa Barbara County 761
CHAPTER THREE: X. SANTA YNEZ COMMUNITY SERVICES DISTRICT
Us er Flow/ Strength ERU Current
Unit
Classification (gpd) Factor Multiple Charge FY 2021-22FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26
Non-Residential Fixed Charges
Motel/Hotel
Manager Residence 215 1.00 1.00 $76.67 $76.67 $79.93 $83.33 $86.87 $90.56
Rooms w/o Kitchens 100 1.00 0.47 $35.67 $35.67 $37.19 $38.77 $40.41 $42.13
Rooms w/ Kitchens 150 1.00 0.70 $53.49 $53.49 $55.76 $58.13 $60.60 $63.18
Laundrettes, per machine 160 1.00 0.74 $57.06 $57.06 $59.49 $62.01 $64.65 $67.40
Beauty & Barber Shops 215 1.00 1.00 $76.67 $76.67 $79.93 $83.33 $86.87 $90.56
Each Sink Over 2 100 1.00 0.47 $35.67 $35.67 $37.19 $38.77 $40.41 $42.13
Gas Station w/Restroom 325 1.00 1.51 $115.91 $115.91 $120.84 $125.97 $131.33 $136.91
Cocktail Lounge 430 1.00 2.00 $153.35 $153.35 $159.87 $166.66 $173.74 $181.13
Additional Seating 8 1.00 0.04 $2.85 $2.85 $2.97 $3.10 $3.23 $3.37
Market, Major 750 1.76 6.14 $470.74 $470.74 $490.75 $511.60 $533.35 $556.01
Convenience Market 215 1.00 1.00 $76.67 $76.67 $79.93 $83.33 $86.87 $90.56
Convenience Market w/Deli 270 1.76 2.21 $169.47 $169.47 $176.67 $184.18 $192.01 $200.17
Deli 260 1.00 1.21 $92.72 $92.72 $96.66 $100.77 $105.05 $109.52
Office & Retail 215 1.00 1.00 $76.67 $76.67 $79.93 $83.33 $86.87 $90.56
Units w/o Toilets 100 1.00 0.47 $35.67 $35.67 $37.19 $38.77 $40.41 $42.13
Restaurant Full Service 600 1.76 4.91 $376.59 $376.59 $392.60 $409.28 $426.67 $444.81
Additional Seating - Food 12 1.76 0.10 $7.54 $7.54 $7.86 $8.19 $8.54 $8.91
Additional Seating - Bar/Banquet 8 1.00 0.04 $2.85 $2.85 $2.97 $3.10 $3.23 $3.37
Coffee Specialty Retail 270 1.00 1.26 $96.29 $96.29 $100.38 $104.65 $109.10 $113.73
Restaurant - Fast Food 240 1.76 1.96 $150.64 $150.64 $157.04 $163.72 $170.67 $177.93
YMCA [2] - - - - - -
Institutional
Church 215 1.00 1.00 $76.67 $76.67 $79.93 $83.33 $86.87 $90.56
Pre/Elementary School, Per Student 7 1.00 0.03 $2.30 $2.30 $2.40 $2.50 $2.61 $2.72
High School, per Student 9 1.00 0.04 $3.21 $3.21 $3.35 $3.49 $3.64 $3.79
Museum 215 1.00 1.00 $76.67 $76.67 $79.93 $83.33 $86.87 $90.56
Post Office 215 1.00 1.00 $76.67 $76.67 $79.93 $83.33 $86.87 $90.56
Public Park 500 1.00 2.33 $178.31 $178.31 $185.89 $193.79 $202.02 $210.61
762 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: X. SANTA YNEZ COMMUNITY SERVICES DISTRICT
Sewer Service Charges 21/22
User Flow/ Strength ERU Current
Unit
Classification (gpd) Factor Multiple Charge FY 2021-22FY 2022-23FY 2023-24FY 2024-25FY 2025-26
Additional Sewer Service Charges
Senior Living
Manager Residence 215 1.00 1.00 $76.67 $76.67 $79.93 $83.33 $86.87 $90.56
per Bed 125 1.00 0.58 $44.58 $44.58 $46.47 $48.45 $50.50 $52.65
Food Service 600 1.76 4.91 $376.57 $376.59 $392.60 $409.28 $426.67 $444.81
Additional Seating (per seat) 12 1.76 0.10 $7.53 $7.54 $7.86 $8.19 $8.54 $8.91
Recovery Ranch
Manager Residence 215 1.00 1.00 $76.67 $76.67 $79.93 $83.33 $86.87 $90.56
per Bed 70 1.00 0.33 $24.96 $24.96 $26.02 $27.13 $28.28 $29.48
Food Service 600 1.76 4.91 $376.57 $376.59 $392.60 $409.28 $426.67 $444.81
Additional Seating (per seat) 12 1.76 0.10 $7.53 $7.54 $7.86 $8.19 $8.54 $8.91
Medical, Dental, Veterinarian
Clinic or Building (per 1,000 sf) 300 1.15 1.60 $123.03 $123.03 $128.26 $133.71 $139.39 $145.31
Billiard/Café (per 1,000 sf) 150 1.15 0.80 $61.51 $61.51 $64.13 $66.85 $69.70 $72.66
Food Service 600 1.76 4.91 $376.57 $376.59 $392.60 $409.28 $426.67 $444.81
Additional Seating (per seat) 12 1.76 0.10 $7.53 $7.54 $7.86 $8.19 $8.54 $8.91
Cocktail Lounge with Food 430 1.76 3.52 $269.88 $269.88 $281.35 $293.31 $305.77 $318.77
Additional Seating 8 1.76 0.07 $5.02 $5.02 $5.23 $5.46 $5.69 $5.93
Car Wash 1,350 1.15 7.22 $553.63 $553.63 $577.16 $601.69 $627.26 $653.92
Winery and Wine Tasting 270 1.00 1.26 $96.28 $96.29 $100.38 $104.65 $109.10 $113.73
Wine Tasting with Food 430 1.76 3.52 $269.88 $269.88 $281.35 $293.31 $305.77 $318.77
Additional Seating 8 1.76 0.07 $5.02 $5.02 $5.23 $5.46 $5.69 $5.93
[1] All sewer service charges are effective July 1.
[2] The YMCA has a payment agreement based on annual flow.
Figures X-6 shows a rate comparison for four South County Communities. The following charts
show the comparison of two Cities and two Community Service Districts. Overall, Santa Ynez
Community Services sewer rates for residential customers are higher than other communities.
The charts are based upon a sample billing using “10 units” as a basis.
LAFCO of Santa Barbara County 763
CHAPTER THREE: X. SANTA YNEZ COMMUNITY SERVICES DISTRICT
$90
76.67
$80 70.08
$70
49.88
$60
$50
$40 30.45
$30
$20
$10
$0
SYCSD City of Solvang City of Buellton Los Alamos
ORGANIZATION
Governance
Santa Ynez 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 Santa Ynez CSD to provide a moderate range of municipal
services. A list comparing active and latent powers follows.
Active Service Powers Latent Service Powers
- Wastewater collection Water/Recycled
- Treatment All others listed in G.C. 61000
- Street Lighting
Governance of Santa Ynez Community Services District is independently provided through its
five-member Board of Directors. In 2022, the District adopted Resolution 22-06 in favor of election
system by Districts. The District declared its intention to transition from at-large elections to
District-based elections pursuant to California Elections Code Section 10010 starting in 2024
election. Currently members are elected at-large to staggered four-year terms. Santa Ynez
Community Services District holds meetings on the third Wednesday of the month. The meetings
are held in the District Board Room located at 1070 Faraday Street, Santa Ynez, California at 5:30
p.m. A current listing of Board of Directors along with respective backgrounds follows.
764 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
sralloD
Bill Comparision -Monthly Residential Sewer -10 units
1 unit = 100 Cubic Feet of Water
North County Communities
CHAPTER THREE: X. SANTA YNEZ COMMUNITY SERVICES DISTRICT
Santa Ynez Community Services |
Current Governing Board Roster
Member Position Background Years on District
Karen Jones President Healthcare 6
David Beard Vice President Business 4
Tina Padelford Director Business 4
Frank Redfern Director Mechanical Engineer 3
Bradlee Van Pelt Director e-Bike Industry/Sports 1
Website Transparency
The table, on the next page, is not an exhaustive inventory of website criteria required under
current law. Rather, it identifies key components, required by the Government Code and/or
recommended by the California Special Districts Association and other organizations, for
websites to enhance transparency and accountability.
Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in
advance on their websites. Government Code Section 6253 requires that agencies post content
most requested by constituents and most often requested via Public Record Act requests. Because
of the difficulty for LAFCO staff to verify this information, these criteria are not included in the
website checklist. However, agencies should address these criteria to comply with current
website requirements.
Santa Ynez Community Services District Website Checklist
website accessed 7/25/22 http://www.sycsd.com
Required
Yes No
Government Code Agency maintains a website with current contact
§53087.8 information? (required for independent Special Districts by 1/1/2020) X
Government Code Agency has created an Enterprise System Catalog and
§6270.5 posted it to website?
X
Government Code Agency has current agenda posted to website
§54954.2 homepage and is accessible through a prominent, X
direct link?
Government Code Agency’s website provides information on compensation of
§53908 elected officials, officers and X
employees or has link to State Controller’s Government
Compensation website?
LAFCO of Santa Barbara County 765
CHAPTER THREE: X. SANTA YNEZ 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: Santa Ynez CSD is an independent board-governed District. Refer to http://www.sycsd.com for the required
checklist items.
Survey Results
The table on the next page includes a list of questions asked of area residents by LAFCO to assess
if satisfactory water, wastewater, and stormwater services met their needs and/or identify any
unmet needs. The questions identify key components recommended by LAFCO staff.
Santa Ynez Community Services District Questionnaire
Revenues, Types of Service, and Resources
Santa Ynez Community Services |
Responses by Respondence
Questions Satisfactory Unsatisfactory Undecided
1. Overall, are you satisfied with the level of water, - - -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment - - -
provided with the level of water, wastewater, or
stormwater 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 Santa Ynez Community Services District at
this time.
766 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
Y. Vandenberg Village Community Services District
Administrative Office: 3745 Constellation, Lompoc, CA 93436
Phone: 805/733-2475
Fax: 805/733-2109
Email: jbarget@vvcsd.org
Website: www.vvcsd.org
General Manager: Joe Barget
Operations &
Maintenance Manager: Michael Garner
Administrative Services
Manager: Cynthia Allen
SUMMARY
The Vandenberg Village Community Services District (VVCSD) provides water and wastewater
services for the Vandenberg Village area to approximately 7,308 people throughout 5.25 square
miles located in northern Santa Barbara County, on State Highway 1 between the City of Lompoc
and the Vandenberg Space Force Base. The District contracts with the City of Lompoc for
wastewater treatment. Effluent collected by the District is treated at the Lompoc Regional
Wastewater Reclamation Plant (LRWRP). The District’s boundary is largely the same as its
Sphere of Influence and there are no proposals for expansion. The District receives financial
support at an annual rate of approximately $637 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 Vandenberg Village Community Services District was formed in 1983 to provide water and
wastewater services to the community of Vandenberg Village. Until 1978, wastewater treatment
was provided locally. Since then, the Village's wastewater system has been connected to the
LRWRP for treatment and disposal.
The Vandenberg Village Community Services District overlaps the County of Santa Barbara Fire
Protection District, Cachuma RCD, County Service Areas 4 (Open Space Maintenance) and 32
(Law Enforcement), North County Lighting District, Santa Ynez River WCD, Santa Barbara
Mosquito and Vector Control District, Lompoc Health Care District, County Flood Control &
Water Agency, and Lompoc Cemetery District.
LAFCO
of Santa Barbara County 767
CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
768 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
The District estimated it serves a population of 7,308 people. The District anticipates a growth rate
of approximately one (1) percent a year within its boundaries in the coming years. In 2021, it was
estimated that the District serves 2,740 parcels, and serves just under 2,600 water and wastewater
connections.
OPERATIONS
The Vandenberg Village Community Services District is composed of nine (9) staff members, a
General Manager, Administrative Services Manager, Finance Administrator, Accounting
Assistant and Board Secretary, Customer Service Representative, and Operations Staff which
include the Operations & Maintenance Manager, with three Utility Service Persons. All utility
service persons are certified water treatment, water distribution, and wastewater collection
system operators. The General Manager and Administrative Services Manager are certified water
treatment and water distribution operators.
The District currently operates 33 miles of water distribution system, three groundwater wells,
one 500,000-gallon tank reservoir, one 300,000-gallon tank reservoir, two 1,000,000-gallon tank
reservoirs, three booster stations, two pressure reducing stations, and a pressure filter treatment
system. The District also operates three standby diesel generators to maintain normal operations
during power outages.
The District also operates 31 miles of wastewater collection system, with four lift stations and 574
manholes. Until 1978, wastewater treatment was also provided locally. Since then, the Village’s
wastewater system has been connected to the LRWRP for treatment and disposal. The District
has a contractual entitlement to 0.89 million gallons per day (MGD), 16.18 percent, of Lompoc’s
5.50 MGD plant capacity.
The District Board of Directors is composed of five members who are elected at-large to four- year
terms. The Board meets the first Tuesday of every month at the District Office conference room
located at 3745 Constellation Road, Lompoc 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
Some Vandenberg Village residents seek to expand park facilities within the community and have
informally approached the CSD about maintaining a proposed, new park on a vacant parcel of
County-owned land. Santa Barbara County already provides parks and recreation services within
Vandenberg Village through CSA 4 and the District believes the County is best suited to continue
providing these services. VVCSD is not interested in activating the latent recreation and parks
powers.
LAFCO
of Santa Barbara County 769
CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
Vandenberg Village has always been dependent on a sole source of water: groundwater from the
L ompoc Upland aquifer. Voters in the community rejected State Water in 1991.
Since 1959, when construction began in Vandenberg Village, two generations of wells (eight wells
total) have been drilled to provide drinking water. The first generation of five wells failed and the
second generation of three wells is now 35-45 years old. According to Groundwater and Wells, Third
Edition: (1) a principal objective of good well design is a well that has a long life (25 years or more),
and (2) engineers occasionally specify stainless steel casing for municipal wells to increase the life
of a well. The first five wells were constructed with mild steel casings. The last three wells, which
are still in service, were constructed with stainless steel casings. Stainless steel lasts longer than
mild steel but it does not last forever. And, all well casings are vulnerable to earthquake
destruction.
The District’s three water wells and water treatment facilities are located within a patchwork of
confined easements on former Union Oil Company of California (Unocal) land. Unocal gave 5,125
acres of land, including the parcel containing these easements, to the California State Lands
Commission (SLC) in 1991. The SLC leased it to the California Department of Fish and Wildlife
(CDFW) in 2000 via PRC Lease 8129, 49-year term, December 4, 1999, through December 3, 2048.
The California Fish and Game Commission formally designated the land as the Burton Mesa
Ecological Reserve (BMER), in 2004.
In 2009, VVCSD started searching to acquire or lease additional land in the same vicinity—and
within the same, relatively narrow, water-bearing zone of Careaga Sand in the aquifer—to
eventually replace its three aging wells. The District submitted an Application to Lease State
Lands to the SLC on July 22, 2015. The application reflected four possible locations: Proposed
Project Well Site A and Alternative Well Sites B, C, and D. A fifth location, Alternative Well Site
E (0.684 acres), was conceived following the discovery of high levels of arsenic in groundwater at
a test well drilled in 2017 at Alternative Well Site D (Burton Mesa Training Center) in 2017.
Alternative Well Site E is less than an acre and smaller than a football field. It is contiguous to an
existing 40-foot road and pipeline easement and it is the closest alternative to underground water
transmission mains and overhead electrical transmission lines. Most well-drilling equipment and
operations could occur within the 40-foot easement resulting in little impact to the BMER. There
will not be any chain-link fencing, just one small, stand-alone metal enclosure to protect and
secure each well.
Applied Earthworks, Inc., Lompoc, CA, completed a cultural resources study and Native
American consultation in 2018. Althouse and Meade, Inc., Paso Robles, CA, conducted extensive
field surveys and completed a biological resource assessment in 2022.
770 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
At their March 2, 2021, meeting, the VVCSD Board of Directors found the project to lease
Alternate Well Site E was categorically exempt from the California Environmental Quality Act
(CEQA) because it involves the replacement or reconstruction of existing utility facilities
(groundwater wells) involving negligible or no expansion of capacity.
VVCSD intends to amend its application to SLC to specifically request a long-term lease for
Alternate Well Site E.
No actual well-drilling will proceed until the failure, or eminent failure, of an existing well.
At least three active groundwater wells are required to meet the needs of the community. Securing
additional land and planning for the next generation of replacement wells is a high priority for the
District.
LAFCO of Santa Barbara County encourages the District and nearby Mission Hills Community
Services District (MHCSD) to consider options for sharing an emergency intertie for water
services. Both Districts rely on groundwater to meet demand needs. The Districts should consider
only the ability to meet existing demand needs and not increase the amount of water currently
being supplied to existing customers or to provide water to areas currently not serviced by the
Districts. This type of intertie would not be subject to Government Code Section 56133 regarding
water service agreements outside a public agency’s jurisdictional boundaries. Section 56133(e)
exemptions may also qualify, but LAFCO would need to evaluate and determine applicability.
Governance Structure Options
The opportunities for new governance structures in Vandenberg Village are limited. The District
is surrounded on three sides by the protected Burton Mesa Ecological Reserve (owned by the
State of California and leased to the Department of Fish and Wildlife) and adjacent to Vandenberg
Space Force Base and the city of Lompoc on the fourth side. For these reasons, it is unlikely that
VVCSD will annex additional land in the near future. Mission Hills and Lompoc are the nearest
communities along the southern and southeast border of the District. The Santa Ynez River,
located to the north and eastern edge of Lompoc, has a floodplain which restricts development
outside of the City’s northern and eastern boundary.
Regional Collaboration
The District is part of the California Water/Wastewater Agency Response Network (CalWARN)
which is a mutual aid agreement between California water and wastewater agencies to provide
personnel, equipment, and facility assistance in an emergency.
The District has lease agreements with the State Lands Commission (SLC) and historic easements
within the Burton Mesa Ecological Reserve for water treatment, storage, and distribution
facilities.
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CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
T he District is a member of Association of California Water Agencies/Joint Powers Insurance
Authority (ACWA/JPIA) which provides insurance coverage for member public agencies
pursuant to the provisions of California Government Code Section 990, 990.4, 990.8 and 6500 et.
Seq.
The District entered into a memorandum of agreement (MOA) with Santa Ynez River Water
Conservation District, City of Lompoc, and MHCSD for implementing the Sustainable
Groundwater Management Act (SGMA) in the Western Management Area of the Santa Ynez
River Valley Groundwater Basin and the development of the Groundwater Sustainability Plans
(GSPs) for the Basin.
Santa Barbara County Water Agency established in partnership with eighteen local water
purveyors the Regional Water Efficiency Program (RWEP). Through the RWEP collaborative
water conservation partnership 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, Cuyama Community Services District, Goleta Water District,
Golden State Water Company in 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
Water Conservation District ID #1, City of Solvang, Vandenberg Space Force Base, Vandenberg
Village Community Services District.
The District 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.
SPHERE OF INFLUENCE & BOUNDARIES
The Sphere of Influence for the Vandenberg Village Community Services District’s boundaries are
largely coterminous with the exception of a small parcel that houses the County Fire District
Burton Mesa Training Center and a portion of a large parcel 097-371-049 owned by the State of
California that contains two well sites. Water service to the Burton Mesa Training Center is
provided through an out-of-area-service agreement by the District. These two areas totaling
approximately 20-acres are currently the Districts Sphere of Influence beyond the boundary it
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CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
serves. A map of the District’s Sphe re of Influence and boundaries can be seen at the beginning of
this profile.
The District continues to work with the State Lands Commission and California Department of
Fish and Wildlife on obtaining additional land to drill replacement wells in the future within this
territory. The District drilled a test well on the Burton Mesa Training Center property in May
2017. Water quantity there was excellent but it exceeded the maximum contaminant level for
arsenic. Preliminary investigations into options for arsenic removal revealed extraordinarily high
capital and operating costs. The District is continuing to pursue new well locations within this
SOI area as described in Opportunities and Challenges Section above.
BOUNDARIES
Jurisdictional Boundary
Vandenberg Village CSD
Vandenberg Village CSD’s existing boundary spans jurisdictional boundary spans 5.25
square miles with 100% being
approximately 5.25 square miles in size and covers 1,502 acres
unincorporated and under the land
(parcels and public rights-of-ways) of contiguous areas. All of the use authority of the County of Santa
Barbara.
jurisdictional service boundary is unincorporated and under the
land use authority of the County of Santa Barbara. The District serves two areas outside of its
jurisdictional service area under an out-of-agency-service agreements. Overall, there are 5,710
registered voters within the jurisdictional boundary.
Vandenberg Village 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
Vandenberg Village 1,253 99.0% 2,740 5,710
CSD
097-371-013 Fire 4 0.003% 1 0
Training Center
097-371-049 Well Sites 15.5 0.01% 1 0
portion
Totals 1,272.5 100.0% 2,742 5,710
Vandenberg Village 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 1,253 100.0% 2,740 5,710
Totals 1,253 100.0% 2,740 5,710
Total assessed value (land and structure) is set at $1.0 billion as of April 2022, and translates to a
per acre value ratio of $807,021. The former amount further represents a per capita value of
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CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
$ 138,368 based on the estimated service population of 7,308. Vandenberg Village CSD receives $5
million dollars in annual charges for service in revenue generated within its boundary.
The jurisdictional boundary is currently divided into 2,740 legal
Close to three-fourths of the
parcels and spans 1,253 acres. The remaining jurisdictional acreage
jurisdictional boundary is under
consists of public right-of-ways. Approximately 74% of the parcel private ownership, and of this
amount approximately 80% has
acreage is under private ownership with 80% 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 35 vacant parcels that collectively total 96 acres.
Vandenberg Village Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
District Formation and Duties
Formation Date 1983
Community Services District Act, Government Code,
Legal Authority
section 61000 et seq.
Five Directors elected to four-year terms through at-large
Board of Directors elections.
Agency Duties Retail water treatment and distribution. Wastewater collection
and treatment.
POPULATION AND GROWTH
Population
The U.S. 2020 Census resident population of Vandenberg Village CSD was 7,308. Santa Barbara
County Association of Governments prepared a Regional Growth Forecast for 2010-2040 in 2012.
The Forecast for 2050 completed in 2019 was for the Cities while the 2012 report included
unincorporated communities by sub regions. That report used a conservative trend-base
allocation methodology estimating the Lompoc unincorporated population to be 15,652 by 2020.
This includes the communities of Vandenberg Village, Mission Hills, and Mesa Oaks. The
projected population of Vandenberg Village CSD at buildout is approximately 8,000. Vandenberg
Village CSD’s current population is estimated at 7,308. Between 2010 and 2020, the population of
Vandenberg Village CSD increased by 811 (11 percent or slightly more than 1.1 percent per year).
However, since 2000, the City of Lompoc’s estimated population has increased by 3,341 or 7%. In
contrast, the County’s population increased by 5.7 percent between 2010 and 2020.
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CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
Demographics for the District are based on an age characteristics report prepared by SBCAG in
2017 and American Community Survey. These statistics are cited herein, which identified the
largest age group represented in Vandenberg Village as 18 to 64 group at 59.6 percent.
Approximately 18 percent of the population was in the 65 or older years age group and 22.4
percent in the under the age of 18 group.
According to the 2020 U.S. Census, approximately 62.6 percent of the total population identified
themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic
group in Vandenberg Village, comprised 24.5 percent of the total population.
Projected Growth and Development
The County of Santa Barbara General Plan and Lompoc Area Guidelines serves as the areas vision
for long-term land use, development and growth, and provides the vision within Village Planning
Area. The County’s General Plan and Guidelines were adopted in 1999 and 2016, although the
Housing Element is updated every 8 years in accordance with state regulations and spans the
2023-2031 planning period.
The current County of Santa Barbara Housing Element (2023-2031) identifies an estimated
growth rate of less than 1 percent within the Village. The County’s General Plan covers the
Vandenberg Village and surrounding hills side areas. The following population projections within
the District are based on the Department of Finance Table E4 estimate and SBCAG regional
forecast.
Table Y-1. Population Growth and Projections (2010–2040)
2010 2015 2020 2035* 2040*
Vandenberg Village CSD 6,497 6,763 7,308 7,700 8,000
County 423,895 441,963 451,840 501,500 513,300
* Assumes trend-based land use capacity within the Lompoc Unincorporated. SBCAG regional forecast
model extrapolated for Vandenberg Village.
** DOF Table 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 less than 80
percent of the statewide average. Incorporated communities also are defined as disadvantaged
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CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
w hen the MHI falls below 80 percent. In 2021, the statewide MHI was $90,100, 80 percent of that
is $72,080. The MHI for Vandenberg Village was $81,045 in 2022, which does not qualify the
c ommunity 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 Vandenberg
Village Community Services 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.
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CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
Vandenberg Village Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
Attributes
District area (est. square miles):
Entire District 5.25
Population (2020 Census):
Entire District 7,308
Assessed Valuation (FY 21-22: District portion) $1,011,198,421
Number of Treatment Plants 1
Regular Financial Audits Annual
Annual Revenue Per Capita, Entire District (FY 20-21) $637
Average Portion of County 1% Property Tax Received N/A
Ending Total Fund Balance (June 2021) $2,903,339 W
$8,765,360
WW
Change in Total Fund Balance (from June 2016 to June 2021) -4.4% W
29.1% WW
Total Fund Balance/Annual Revenue Total (FY 20-21) 65% W
31% WW
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
Vandenberg Village Community Services District (VVCSD) provides water and wastewater
services. The District is staffed by nine (9) full-time staff. The District currently operates 33 miles
of water distribution system, three (3) groundwater wells, six (6) holding tanks that can hold a
total of 3,300,000 gallons and is classified as a T-1, D-2 water treatment system. The District also
operates 31 miles of wastewater collection system, with four (4) lift stations that convey
wastewater to Lompoc Regional Wastewater Reclamation Plant (LRWRP) where they own a
0.89 MGD capacity right.
GROUNDWATER MANAGEMENT
The Santa Ynez River Water Conservation District has called for a downstream water rights
release under State Water Resources Control Board (SWRCB) Order 89-18 from Lake Cachuma
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CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
in summer 2022. The release occurred August 8-October 5, 2022, for a total volume of 9,913 acre-
feet.
This release has been coordinated with United States Bureau of Reclamation (USBR) Operations
staff, Cachuma Operation & Maintenance Board (COMB) Fisheries Division, and Central Coast
Water Authority (CCWA).
Groundwater Sustainability Agency
In accordance with SGMA, Groundwater Sustainability Agencies (GSAs) were formed for each of
the three management areas within the Santa Ynez River Valley Groundwater Basin: Western
Management Area (WMA), Central Management Area (CMA), and Eastern Management Area
(EMA). VVCSD is a member of the WMA GSA.
Groundwater Sustainability Plans
Groundwater Sustainability Plans (GSPs) for the Basin which will be managed under a
coordination agreement per SGMA legislation. Santa Ynez River Water Conservation District has
taken the lead for SGMA efforts in the Basin.
Data Management
SGMA Law requires a Data Management System (DMS), a tool to organize and maintain data as
part of GSP preparation and implementation. To achieve the goals identified by SGMA, the DMS
will be a central source for groundwater data, specifically for the WMA, providing up-to-date
technical information regarding basin conditions. Collecting and centralizing these data is a step
towards meeting the goals of protecting water rights and ensuring local agencies continue to
manage groundwater while minimizing state intervention. DMS implementation goals include
improving data collection and storage and assisting in the understanding and future reporting
about groundwater conditions in the WMA. The DMS contains information about the existing
wells in the basin including groundwater level data, well construction information, well logs,
geophysical data, pumping test data, water quality data, and pumping data. In addition, the DMS
houses data related to land subsidence, surface water flows, and total water use in the WMA. The
plan for the DMS is that a user’s primary mode of interaction will be to open and interact with a
web application (built on the Linux Apache MySQL PHP (LAMP) web stack), through a modern
web browser. Several user levels and roles have been established with different access privileges,
and some roles have limited administrative capacity. In additional to the database server, a map
server is also being run on the system to provide access to certain kinds of complex geospatial
data. A map server is an intermediary program that takes the source geographic information
system (GIS) data and provides it on demand in a format that client interface programs can access.
Currently, this map server is the QGIS server program and the MapProxy cache program.
Additional user notification is provided through an email service, currently through the Postfix
program. The DMS is currently located on a virtual private server (VPS) rented from a datacenter.
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CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
The current VPS provider for the W MA DMS is Host Winds.
WATER & WASTEWATER INFRASTRUCTURE AND PUBLIC
FACILITIES
Water Supply
The District’s water comes from three wells which draw from the Lompoc Upland Aquifer. These
wells are located at 702 and 704 Highway 1 about 1/4 mile west of the “Wye” intersection. During
2020, Well 1B produced 22%, Well 3A produced 43%, and Well 3B produced 35% of the water.
The current water system can produce 1,800-2,000 gallons per minute (GPM), The capacity of the
pressure filter system that removes iron and manganese is the limiting factor.
Treatment System
The VVCSD tests all wells for drinking water contaminants and routinely monitors for
constituents in accordance with Federal and State laws. No contaminants have been detected,
which meets or exceeds all standards and no additional treatment requirements are necessary.
The District treats the water with an iron/manganese filter and chlorine disinfection system. The
water treatment plant maximum demand capacity is 2.2 MGD. Current average demand is ~1.5
MGD. The SWRCB classifies the District as a T-1, D-2 water system.
Distribution & Storage
The District owns and operates three water wells with each providing roughly one-third of the
total water demand. The District has four welded steel tanks that can hold a total of 3,300,000
gallons. In 1999, the District constructed the newest one-million-gallon water tank.
Collection System
The Sanitation system is comprised of approximately 31 miles of sewer collection system pipelines
of varying sizes and ages, and four (4) lift stations. VVCSD sewer pipe diameters range from 4"
through 15" and there are 514 manholes in the collection system. Nearly all of the manholes serving
12" and smaller sewer lines on the collection system are located in paved streets, on the centerline
crown. This placement limits the potential for inflows from surface drainage since the storm
water system is completely separate. The hilly nature of the entire Village area ensures rapid
runoff with little potential for street flooding where manholes are located. For the 79 manholes
not located in paved streets, the District undertook an extensive program in FY 98-99 and FY 99-
00 to raise the off-site manholes by adding grade rings, where appropriate, and installing locking
manhole covers to prevent vandalism. These actions ensure better protection from inflow and
preclude past problems of vandals throwing debris into manholes causing blockages and
overflows at remote sites.
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CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
T here are four lift stations in the collection system. All are test run on a monthly basis and used
to pump wastewater under loaded conditions to ensure readiness.
Lift Station # 1 serves the largest area (and volume) and currently receives wastewater flow from
357 homes and the Mission Club. One new development will contribute additional wastewater
to this lift station: APN 097-371-041, (55 Single Family Equivalents). It was replaced in 2019. The
old, small concrete wet well (1,024 gallons) was replaced with a new, larger Armorock concrete
polymer wet well (7,676 gallons). The site has a dedicated standby diesel generator with
automatic transfer switch in the event of commercial power outage.
Lift Station # 2 serves a limited number of commercial accounts and has significant remaining
capacity. Lift Station 2 is located near the northeast corner of the Village Inn Hotel property. This
station was replaced in 2022. No dedicated standby generation is provided as the wet well has
sufficient capacity to handle an extended power outage under current use conditions.
Lift Stations # 3 and # 4 were replaced in 2017. A portable trailer-mounted diesel generator, with
quick-connect couplings, is dedicated for standby generation in the event of commercial power
outage.
Treatment System
The District owns a 0.89 MGD capacity right in the City of Lompoc Regional Wastewater
Reclamation Plant (LRWRP). Current average demand is ~0.45 MGD. Since 1978, wastewater
from the Vandenberg Village area has been treated, and disposed of by the LRWRP. This plant
also serves the Vandenberg Space Force Base (VSFB) area. VVCSD has a contractual entitlement
to 16.18 percent of the LRWRP capacity, which has a design flow of 5.5 million gallons per day
(MGD) and a permitted flow of 5.0 MGD. The Lompoc Regional Wastewater Reclamation Plant
Upgrade Project was completed in November 2009. The average dry-weather flow design capacity
of the upgraded facility is 5.5 MGD, with a peak dry-weather flow of 9.5 MGD. The peak wet-
weather capacity is 15 MGD. The upgraded Lompoc Regional Wastewater Reclamation Plant
achieves biological nutrient (nitrogen) removal by using oxidation ditches with denitrification
and nitrification treatment.
Disposal
Disposal is provided by the City of Lompoc. A portion of the final effluent is used for plant
processes, including landscape irrigation for areas inside the facility. This occurs before the
remainder of the plant flow is discharged to its surface receiving water, the Santa Ynez River, via
San Miguelito Creek.
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CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
Types of Services
Collection X
Treatment X
Disposal X
Recycled X
Other -
Vandenberg Village Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant, Booster, & Lift Stations
Address Acquired/Built Condition Size
704 Highway 1, Treatment Plant1 1959 Excellent3 Well Site 1 (2.07 acres)
702 Highway 1, Raw Water Tank2 1965 Excellent3 Well Site 3 (0.866 acres)
BS #1 – 704 Highway 1 Excellent motor #1 - 75 hp-600 gpm
1975 motor #2 - 75 hp-600 gpm
motor#3 - 100 hp-800 gpm
BS #4 – St. Andrews Way 1994 Excellent BS #4 – 20 hp-500 gpm
BS #5 – Oak Hill Drive 1977 Excellent BS #5 – 20 hp-500 gpm
PRS #1 – Constellation Road 2010 Excellent N/A
PRS #2 – Mercury Avenue 2010 Excellent N/A
LS #1 – off Club House Road 1961 Excellent LS #1 – 155 gpm
LS #2 – behind Village Inn hotel 1968 Excellent LS #2 – 180 gpm
LS #3 – St. Andrews Way 1977 Excellent LS #3 – 100 gpm
LS #4 – Stanford Circle 1978 Excellent LS #4 – 75 gpm
Notes: BS – Booster Station (water); PRS – Pressure Reducing Station (water); LS – Lift Station (sewer)
1 Filtration and disinfection
2 Aeration
3 Excluding asphalt concrete pavement on access road and within sites which is in poor condition
Lift Station #1 receives wastewater flow from 357 homes in the Village Country Club area, golf
course (The Mission Club), and one large undeveloped parcel: APN 097-371-041, 40.6 acres.
Lift Station #2 is located near the northeast corner of the recently renovated Village Inn Hotel
property, 15 small commercial parcels, and one large, undeveloped 26.11-acre parcel: APN 097-371-
075, zoned C-2 & DR-12.
Lift Station #3 serves 46 single-family homes in the County Club area.
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CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
L ift Station #4 serves 24 condominiums in the Oak Hill Clusters #2 development located on
Stanford Circle.
Connections
Water Wastewater
Single-Family 2,443 2,447
Multi-Family 56 52
Commercial 69 34
Industrial 0 0
Agricultural 0 0
Other (Irrigation) 13 0
Other (School) 4 4
Total Staffing
Personnel Per 1,000
population
Full time Operators 4 0.54
Emergency Operators 0 0
Administrative Personnel 5 0.68
Other District Staff 0 n/a
Vandenberg Village Community Services District has a total of nine (9)
full-time employees.
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S taffing Experience/Tenure (average)
Years in Industry Year w/ District
General Manager (1) 26 17
Operator Supervisor (1) 37 33
Operator I (1) 1 1
Operator II (2) 23 23
Administrative Services Manager (1) 29 29
Administrative Personnel (3) 60 60
Water & Wastewater Capacity
The Vandenberg Village CSD
Vandenberg Village Community Services has a permitted water service area’s maximum daily
capacity to convey water to the
treatment plant capacity of 2.2 MGD. The District owns a 0.89
Treatment Facility for is 2.2 million
MGD capacity right in the LRWRP. gallons. Its wastewater capacity
right is 0.89 million gallons per day.
System Demands
Vandenberg Village Community Services service area’s average The estimated average annual water
demand is 1.5 MGD and wastewater
annual water demand is ~1.5 MGD, or ~1,400 AFY. Wastewater
flows generated during the report
generation is approximately ~0.40 MGD. It also translates over period among Vandenberg Village
CSD users in the service area has
the report period to an estimated 330 gallons per day of water for
been 0.40 million gallons per day.
residential, 1,300 gpd for commercial, and 10,000 gpd irrigation
users; and about 136 gpd of wastewater for each dwelling unit and 576 gallons for every service
connection.
Service Performance
LAFCO estimates Vandenberg
Vandenberg Village Community Services service area’s average
Village CSD is presently operating
annual water demand generated during the report period for at 68% capacity in water service and
50% capacity in wastewater within
subsequent treatment and distribution has been approximately
its LRWRP ownership rights.
1,400 AFY. Of this amount, it is estimated by LAFCO this (This estimate includes service
agreements outside of its service
represents 43% of their appropriated rights. Average annual
boundary.
wastewater collection demand generated for subsequent
treatment and disposal at the Treatment Plant Facility has been approximately 0.40 million
gallons a day. LAFCO estimates this represents 50% of permitted capacity. The District generally
has adequate capacity for anticipated future needs.
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CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
Vandenberg Village Community Services District
Formation, Revenues, Attributes, Types of Service, and Resources
Total Distribution Inspected, Repaired, Added -Vandenberg Village CSD
33.5
33
32.5
32
31.5
31
30.5
30
CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Water Sewer
Source: VVCSD Data.
Note: Information is for the entire District. Also, this table tabulates miles of lines cleaned, replaced, added,
and videoed. Additional upgrades preformed regarding lift stations and treatment plant.
Upgrades or Repairs Completed -Vandenberg Village CSD
CY -2021
70
100% 100%
60
50
40
30
20
10
0.8% 0.016% 0% 0.8% 1%
0
Inspected Cleaned Replaced Added Video Booster Treatment
Stations Plant
Upgrades/Repairs
Source: VVCSD Data.
Note: Information is for the entire District.
Annually, all water valve and fire hydrants are inspected and exercised. On an annual, biennial, or
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CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
triennial schedule all 31 miles of s ewer mains are cleaned. In 2021 the District replaced 79 gate
valves, 59 fire hydrants, contributed capital from Heritage II adding 2460 LF 6" water main, 2895
LF 6" sewer main, eight (8) each 6" gate valves, 32 water services, seven (7) fire hydrants, 61 sewer
clean-outs, 15 manholes. A sewer camera and transit van were purchased in 2019. A program to
video all sewer lines on a regular schedule is being developed. The booster stations replaced soft
starters, rehabilitated motors and the water treatment plant upgraded system meters,
rehabilitated filter pump, replaced soft starters, inspected and replaced well column pipe, and
replaced chemical pumps. Between 2017-2022, the District replaced all four of its lift stations.
The Vandenberg Village CSD provides water and
VVCSD Snapshot: FY2022
wastewater collection and treatment services to its
Planning Reports Year Updated
constituents directly and plans for them in various
Community Plan 1999
planning documents, including the Sewer System Sewer System Mgmt. Plan 2022
Management Plan, Capital Improvement Plan, and Strategic Plan 2005
Capital Improvement Plan 2022
Strategic Plan. The County’s Lompoc Valley
Water Reliability Study 1994
Interpretive Guidelines, which were last updated in Rate Study N/A
1999, contains a Land Use and Resource Constraints. Climate Plan N/A
FINANCES
The District prepares an annual budget and financial statement, which includes details for each
of its enterprise funds. The District maintains separate capital reserve funds for replacement
projects, meaning that charges for services are intended to pay for future costs of providing such
services.
District Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Charges for Services $4,648,489 95.6% $4,640,166 99.6%
$0 0% $0 0%
Connection Fees & Contributions
Investment Earnings $205,305 4.2% $15,154 0.3%
Other Revenue $9,720 0.2% $2,993 0.1%
Revenue total $4,863,514 100.0% $4,658,313 100.0%
Source: Vandenberg Village Community Services, Financial Statements, June 30, 2020 and 2021, Statement of
Revenues, Expenditures and Changes in Fund Balances – All Fund types.
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F iscal Indicators
S elect fiscal indicators are shown graphically below. Over the past three fiscal years, the District’s
expenditures have increased in comparison to its revenues. The increase in expenditures was
primarily due to inflation. The District’s reserve balances are sufficient to absorb relatively small
revenue imbalances. The line graph below shows the current financial trend in millions. These
indicators provide a measurement of the agency’s financial condition over time. The District
received $8,631.40 Cares Act funding for water and $5,231.63 for wastewater portion.
VANDENBERG VILLAGE COMMUNITY SERVICES
Fiscal Trends-Vandenberg Village CSD
14
12
10
8
6
4
2
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
This indicator addresses the extent to which charges for service
Charges for Services covered expenses. Charges for Services is the primary funding source
for the District. Represented below a ratio of one or higher indicates
4.7 that the service is self-supporting.
4.6
4.5
4.4
4.3
4.2
4.1
2016-17 2017-18 2018-19 2019-20 2020-21
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
2016 $ 4,294,690 $ 3,151,516 1.3
1
2017 $ 4,848,829 $ 3,629,267 1.3
0.5 2018 $ 4,692,642 $ 3,675,214 1.2
2019 $ 5,396,972 $ 3,605,967 1.5
0 2020 $ 4,863,514 $ 3,941,460 1.2
2016 2017 2018 2019 2020 2021 2021 $ 4,658,313 $ 3,984,671 1.1
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Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2018 2019 2020 2021 Trend
Funded ratio (plan assets as a % of plan liabilities) 73% 75% 75% 75%
Net liability, pension (plan liabilities - plan assets) $ 1,268,715 $ 1,238,381 $ 1,368,316 $ 1,502,320
Other Post-Employment Benefits (OPEB)
Funded ratio (plan assets as a % of 0%
2021 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 participates in the California Public Employees Retirement System (CalPERS) but does
not participate in social security. District employees are in the CalPERS Local Miscellaneous group for
which five different retirement formulas are available. The District currently contracts for the 2.7%
@ 55 Classic benefit formula and 2% @ 62 PEPRA benefit formula. The District has an unfunded
liability of $1,703,329 ($1,699,175 for Classic employees and $4,154 for PEPRA employees).
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, 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. As of June 30, 2021, all employees were
participating in the plan.
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Coverage of Net Post-Employment Liabilities
14 0.12
12 0.1
10
0.08
8
0.06
6
0.04
4
2 0.02
0 0
2016 2017 2018 2019 2020 2021
2016 2017 2018 2019 2020 2021
Agency Assets (other than capital) $10,529,883 $11,001,015 $11,399,515 $12,014,607 $12,855,734 $12,741,046
Net Liabilities (pension & OPEB) $787,410 $1,072,559 $1,268,715 $1,238,381 $1,368,316 $1,502,320
CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
OPEB Obligations and Payments
The District does not offer OPEB benefits or obligations.
Enterprise Funding
The District budget includes water and wastewater services for each fund, with separate
accounting for LRWRP capital expenses. The following chart shows a six-year trend. The graph
below shows the current financial trend in millions. This indicator provides a measurement of
the agency’s expenditure over time.
Water & Wastewater-Expenditure
2.5 120
100%
100
2
Wastewater
Water 80
1.5
60
1
40
0.5 20
0 0
2016 2017 2018 2019 2020 2021
Asset Maintenance and Repair
The District’s budget includes capital investment focused on maintaining, repairing,
rehabilitating, and replacing aging infrastructure in both the water distribution and wastewater
collection systems.
Old valves and hydrants in the water distribution system are being replaced every few years. In
2020, the District completed a comprehensive $840,000 project to rehabilitate all four of its
welded-steel water tanks.
The District continues to work with the State Lands Commission and California Department of
Fish and Wildlife on obtaining additional land to drill replacement wells in the future. The
District drilled a test well on Burton Mesa Training Center property in May 2017. Water quantity
there was excellent, but it exceeded the maximum contaminant level for arsenic. Preliminary
investigations into options for arsenic removal revealed extraordinarily high capital and operating
costs.
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CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
Capital Improvements
The District recently prepared a 2 0-year capital improvement plan. A list of CIP projects for FY
21-22 and FY 22-23 are listed below.
Projects Budgeted or Estimated 2021 to 2022
Rehabilitate Tanks 1, 3, 5A & 5B $700,000
Valve Operator and Truck $220,000
Site #1/Site #3 Roof Repair $20,000
Hydrant Replacement Project $112,000
Ford F-250 Pickup Truck $47,000
Oak Hill Condos Water Service Lines $112,000
Ford F-650 Diesel Dump Truck $95,000
Camera Truck $300,000
Projects Budgeted or Estimated 2022 to 2023
Geographic Information System (GIS) $100,000
Security Systems $25,000
Computer Network Server $10,000
Computer Workstations (2 each) $2,500
SCADA Computer $10,000
SCADA Upgrade $102,000
Soft Starter $5,000
L/S #2 Replacement $135,000
Sewer Main Replacement $73,000
Manhole Ring Replacement $32,000
Raise Two Offsite Manholes $27,000
Fence & Gate Repair Site #1/Site #3/Site #5 LS #1, Burton Mesa $42,000
Ford F-150 Pickup Truck $45,500
Confined Space Safety Equipment $10,000
New Wells $350,000
Meter Reading Radio and Mounts $8,000
Long-term Liabilities and Debts
The District is contractually obligated to pay its proportionate share of capital costs for 0.89 MGD
capacity rights of the Lompoc Regional Wastewater Reclamation Plant (LRWRP). In 2007, the
city of Lompoc received a State Revolving Fund loan to upgrade the plant. VVCSD’s share of the
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CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
l oan is $14,821,821. The balance, as of June 30, 2021, was $5,478,897. The annual principal and
interest payment is $741,091. The final payment is due August 31, 2029.
Opportunities for Shared Facilities
The District currently shares the LRWRP facility with the City of Lompoc. As a member of
CalWARN, the District’s mutual aid agreement between other water and wastewater agencies
provide for personnel, equipment, and facility assistance in an emergency.
Rate Structure
Water and Sewer rates for the District were last updated and adopted by the Board of Directors
in January 2018. The capacity charges are based on a 2015 Ordinance that will undergo review and
adjustment, per District policy.
Water Fees and Wastewater Fees (Effective August 2019 & January 4, 2018, for rates)
A. Connection Fees (represents share of capital costs)
Water – Single Family Residential fees - $4,492 per meter for all meter sizes (5/8” x ¾” and 1” are
the most common), Bulk Family Residential fees - $4,492 per Equivalent Dwelling Unit for all
meter sizes, and Non-Residential - range is $4,492 per 5/8” x ¾” meter to $89,845 per 4” meter.
Hotel/Motel connections are same as Non-Residential plus $500 per rental unit.
Water conservation in-lieu fees – $4,300 per Equivalent Dwelling Unit for all connections.
Wastewater discharge – Single Family Residential fees - $6,069 per connection, Bulk Family
Residential fees - $6,069 per Equivalent Dwelling Unit, and Non-Residential - ranges from $6,069
per 5/8” x ¾” meter to $121,386 per 4” meter. Hotel/Motel connections are same as Non-
Residential plus $500 per rental unit.
B. User Fee per Month
Base Rates*
5/8” x ¾” Residential/Commercial $17.04
3/4” Residential/Commercial $18.69
1” Residential/Commercial $25.03
Apartment/Condo $20.79
1 1/2"” Residential/Commercial/School/Irrigation $33.09
Apartment/Condo $28.85
2” Apartment/Condo $49.56
Commercial/School/Irrigation $53.80
Fire Sprinkler $5.00
3” Apartment/Condo $95.88
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CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
Commercial/School/Irrigation $100.12
Fire Sprinkler $7.50
4” Commercial/School/Irrigation $125.98
Fire Sprinkler $10.00
6” Commercial/School/Irrigation $223.40
Fire Sprinkler $15.00
8” Commercial/School/Irrigation $311.29
Fire Sprinkler $20.00
10” Commercial $386.15
Fire Sprinkler $25.00
12” Fire Sprinkler $30.00
Apartment/Condo surcharge $4.24
Volume Charge (per ccf) first 10 $1.83
Volume Charge (per ccf) 11+ $2.75
All Irrigation volume is billed at $1.83/ccf with a minimum Irrigation per month of $230.58.
Wastewater Rates
Residential $45.55
Commercial/School $45.55
Disposal Rate (per ccf of average water use) $8.90
LRWRP Upgrade Charge
Residential/Commercial Minimum $30.12
Commercial/School (per ccf of average water use) $4.15
Except for parcels that are exempt from property taxes, the LRWRP Upgrade Charge is billed
annually on the Santa Barbara County tax roll as a Fixed Charge
Figures Y-2 and Y-3 show a rate comparison for four North County Communities. The following
charts show the comparison of one City and three CSDs. Overall, Vandenberg Village Community
Services District water and sewer rates for residential customers are average for communities in
the North County area. The charts are based upon a sample billing using “10 units” as a basis.
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CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
$100 92.80
75.67 68.82
70.08
$80
$60
$40
$20
$0
VVCSD MHCSD City of Lompoc Los Alamos
792 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
sralloD
Bill Comparision -Monthly Residential Sewer -10 units
1 unit = 100 Cubic Feet of Water
North County Communities
208.32
$250
$200
136.53
$150 112.66
104.25
$100
$50
$0
VVCSD MHCSD City of Lompoc Los Alamos
sralloD
$140 115.52
$120
$100
67.71
$80
$60
36.99
34.17
$40
$20
$0
VVCSD MHCSD City of Lompoc Los Alamos
Total Comparision -Monthly Residential Water & Sewer -10 units
1 unit = 100 Cubic Feet of Water
North County Communities
sralloD
Bill Comparision -Monthly Residential Water -10 Units
1 unit = 100 Cubic Feet of Water
North County Communities
CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
ORGANIZATION
Governance
Vandenberg Village 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 Vandenberg Village CSD to provide a moderate range of
municipal services. A list comparing active and latent powers follows.
Active Service Powers Latent Service Powers
- Water - All others listed in Principal Act
- Wastewater
Governance of Vandenberg Village Community Services District is independently provided
through its five-member Board of Directors elected at-large to staggered four-year terms.
Vandenberg Village Community Services District holds meetings on the first Tuesday of the
month. The meetings are held in the District Office located at 3745 Constellation Road, Lompoc,
California at 7:00 p.m. A current listing of Board of Directors along with respective backgrounds
follows.
Vandenberg Village Community Services |
Current Governing Board Roster
Member Position Background Years on District
Christopher Brooks President Educator 17
Richard Gonzales Vice President Firefighter 1.5
Steven Heuring Director Military (Air Force) 0
Robert Bumpass Director Federal Government 5
Ronald Stassi Director Public Utility Mgmt. 1
Website Transparency
The table, on the next page, is not an exhaustive inventory of website criteria required under
current law. Rather, it identifies key components, required by the Government Code and/or
recommended by the California Special Districts Association and other organizations, for
websites to enhance transparency and accountability.
Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in
advance on their websites. Government Code Section 6253 requires that agencies post content
most requested by constituents and most often requested via Public Record Act requests. Because
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CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
o f 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.
Vandenberg Village Community Services District Website Checklist
website accessed 7/25/22 http://vvcsd.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
§6270.5 posted it to website?
X
Government Code Agency has current agenda posted to website
§54954.2 homepage and is accessible through a prominent, X
direct link?
Government Code Agency’s website provides information on compensation of
§53908 elected officials, officers and
X
employees or has link to State Controller’s Government
Compensation website?
The following criteria are recommended for agency websites by a number of
governance associations and organizations.
Yes No
Description of services? X
Service area map? X
Board meeting schedule? X
Budgets (past 3 years)? X
Audits (past 3 years)? X
List of elected officials and terms of office? X
List of key agency staff with contact information? X
Meeting agendas/minutes (last six months)? X
Notes: Vandenberg Village CSD is an independent board-governed District. Refer to http://vvcsd.org/ for the required
checklist items.
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CHAPTER THREE: Y. VANDENBERG VILLAGE COMMUNITY SERVICES DISTRICT
Survey Results
The table below includes a list o f questions asked of area residents by LAFCO to assess if
satisfactory water and wastewater services met their needs and/or identify any unmet needs. The
questions identify key components recommended by LAFCO staff.
Vandenberg Village Community Services District Questionnaire
Revenues, Types of Service, and Resources
Vandenberg Village Community Services |
Responses by Respondence
Questions Satisfactory Unsatisfactory Undecided
1. Overall, are you satisfied with the level of water, 1 - -
wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment 1 - -
provided with the level of water, wastewater, or
stormwater 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 questions, 1 - -
and were informative?
A total of 1 response was provided by the agency staff that answered the survey questions. The
staff rated the agency with 4 satisfactory, 1 unsatisfactory and 0 undecideds. Additional comments
were provided.
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CHAPTER THREE: AGENCY PROFILES
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Z. 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
Plant Operator: David Miklas
Storm Water Rose Hess
SUMMARY
The City of Buellton represents the rural Santa Ynez Valley. The City’s boundaries cover a total of
1.6 square miles and include an estimated 5,161 residents. The City provides water, wastewater
services, stormwater maintenance, and groundwater management services within City
boundaries. The City serves as a member of the Groundwater Sustainability Agency for the Santa
Ynez River Valley Groundwater Basin Central Management Area. The City has full time staff to
operate the City’s WWTP. The City receives financial support at a rate of approximately $2,677
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 no plans to expand this area are being discussed.
BACKGROUND
The City of Buellton was incorporated on February 1, 1992. The City operates pursuant to the
general laws codified under Government Code Sections 34000. The City is adjacent to the Santa
Ynez River in central Santa Barbara County. It is at the confluence of State Highway 101 and 246.
The City is governed by a five‐member City Council whose members are elected at large. In 2019,
the City voted in favor of election system by districts. The City’s declared its intention to
transition from at‐large elections to district‐based elections pursuant to California Elections Code
Section 10010 starting 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.
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CHAPTER THREE: Z. CITY OF BUELLTON
OPERATIONS
The City of Buellton’s Public Works Department is responsible for the management, operation
and maintenance of the City’s infrastructure, which includes streets, curbs and gutters, sidewalks,
sewer system, storm drain system, and water systems. The City has full time staff, including a new
Chief Plant Operator (CPO), to operate the City’s WWTP.
The City employs approximately 20 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 has shown resourcefulness in providing services. The City has worked closely with their
neighboring district, Santa Ynez River Water Conservation District to participate as a
Groundwater Sustainability Agency; and City of Solvang to manage watershed and supplies, and
continues to forge relationships to improve service and reduce costs. The recently completing an
update to their 2025 General Plan’s Land Use and Circulation Element. The City is underway
preparing an update to their 2023 Housing Element. This update will allow the City to identify
any challenges and possible opportunities to ensure the delivery of City services are in an efficient
and effective manner and adequate land is available for future housing needs. Like many smaller
California municipalities, the City can struggle with shortages in revenue to meet general fund
and enterprise fund related needs. The geographic proximity and socioeconomic similarities with
Santa Ynez and Solvang may be a viable opportunity to share and/or combine resources in
delivering water, wastewater, stormwater, and flood control services within their respective
jurisdictions. The City is at a transition point where existing facilities are nearing their capacities
in water, sewer or storm drain systems and require further evaluation.
The City has created and shown a serious commitment toward implementing sustainability
practices through the Buellton Green Scene. This is information and resources for residents and
business community members in Buellton to provide leadership in environmental sustainability.
The information helps promote Citywide resource conservation and efficiency by identifying and
gathering various Green standards and incentives that may be offered and are available to the
community.
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CHAPTER THREE: Z. CITY OF BUELLTON
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
Santa Barbara County Water Agency established in partnership with eighteen 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 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
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CHAPTER THREE: Z. CITY OF BUELLTON
Santa Barbara County by identifying water system improvem ents 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. 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 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
Buellton. Exceptions are included for affordable housing projects and other housing related
projects that are the subject of State mandates that cannot be accommodated within the City
limits. The UGB is in place until 2025.
In 2007, the City conducted a SOI Baseline Conditions Report to identify a long‐range program
for the location, phasing, nature of the City’s growth, and to determine appropriate land uses and
policies for areas within a potential SOI expansion area. The selection of areas for study in that
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CHAPTER THREE: Z. CITY OF BUELLTON
report did not presuppose the expansion of the SOI to any particular area. The report was
intended to inform the selection of alternative land use scenarios by identifying areas within the
SOI study area that contain environmental, planning, or public facilities constraints. The City has
not taken any actions since that baseline report was prepared to expand their Sphere of Influence.
A map of the City’s Sphere of Influence and boundaries can be seen at the beginning of this profile.
Sphere of Influence Study Areas
For study purposes, LAFCO staff has prepared the following table and map that included a few
parcels to be considered as the Study Areas for the Sphere of Influence. The Study Areas are used
to help analyze and identify which properties should be added or excluded from the Sphere of
Influence. A summary of the Study Areas is listed in the table below:
Table Z-1: City of Buellton Study Areas
Study Description Acres Existing Prime Constraints
Area Zoning AG Land
Bobcat Springs 800
1 AG‐1‐20 No Agricultural uses
Ranch Mutual
Water Company
Totals 800
The Study Areas are described in more detail below and include: a map that focuses on the
particular area and the recommendation made by LAFCO Staff. The discussion addresses the size
and location of the area, current zoning and other relevant information. The staff
recommendation for each area is based upon the information in Municipal Service Review,
information provided by the district. These parcels are within both the Carpinteria/Summerland
and Montecito Fire Districts service area and Sphere of Influence. All parcels are within the
majority of the Montecito Fire boundary and within Tax Rate Area 059017.
SOI Study Area #1 – Bobcat Springs Ranch Mutual Water Company (Located in SB County;
Not Within SOI). Bobcat Springs Ranch Mutual Water Company filed Articles of
Incorporation in the State of California on September 12, 1966. The Mutual Water Company
served approximately 120 people with 47 water connections, 46 of which are residential and one
(1) commercial connection. Water source is groundwater with two (2) active wells, six (6)
inactive wells, and two (2) water reservoirs. The area is located along the northernmost portion
of City of Buellton City limits. The area consists of the Jonata Springs Ranch, a private gated
equestrian community. The Ranch comprises over 800 acres divided into 44 individual parcels of
twenty or more acres. Some interest in water serves by the City has been inquired.
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1
Figure Z-2
SOI Study Area #1
Study Area
Existing SOI
City Limit
Existing OASA
800 acres
Residential
LAFCO Staff Recommendation. The SOI should exclude Study Area One. Staff
recommendation is maintaining the existing Sphere of Influence and note that the landowners are
working through the City process and should provide greater information in order to bring the
request forward to the City Council, such as water demand, documented need, and explore
alternatives, etc. Any State grant for a feasibility study for connection should also be submitted
for evaluation. The Buellton City Council would need to review the information provided from
these reports before requesting approval of the connection to LAFCO. The area is characterized
by relatively steep topography. Much of region is composed of agriculture (grazing and pasture).
Agricultural conversion and conflicts with agricultural uses are potential constraints for
annexation.
The City has an existing reservoir located at the northeast corner of region with a capacity of
850,000 gallons. Service would need to be extended to area through expansion of this reservoir or
construction of another reservoir. An alternative would be to utilizing the existing water main
that was extended northerly. The extension was installed in 1996 when Zaca Creek Restaurant
was granted an Out‐of‐Area Service Agreement for water connection with the City. However,
because the area has steep topography, 300 to 400 feet higher than the existing water facilities,
any additional facilities and supply would likely require a lift station expansion. It would be very
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CHAPTER THREE: Z. CITY OF BUELLTON
likely any future service connections would be made through construction of an additional
groundwater well and treatment facility.
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% 2,168 3,822
OASA – Zaca Creek 2.86 0.1% 1 0
(099‐600‐042)
Totals 840.86 100.0% 2,169 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% 2,168 3,822
Co of Santa Barbara 2.86 0.1% 1 0
Totals 840.86 100.0% 2,169 3,822
Total assessed value (land and structure) is set at $1.12 billion as of April 2022 and translates to a
per acre value ratio of $1.3 million. The former amount further represents a per capita value of
$218,425 based on the estimated service population of 5,161. City of Buellton receives $4,085,591
in annual charges for services revenue generated within its jurisdictional boundary and operates
as an enterprise for other services.
The jurisdictional boundary is currently divided into 2,168 legal
More than four‐fifths of the
parcels and spans 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
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CHAPTER THREE: Z. CITY OF BUELLTON
allowed under zoning. The remainder of private acreage is entire ly undeveloped and consists of 13
vacant parcels that collectively total 37.45 acres. The jurisdictio nal 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. Between 2010 and 2020, the population of Buellton increased by 448
people (8.5 percent; or less than 1 percent per year). There are approximately 2,049 households
within the City. In contrast, the County’s population increased by 5.7 percent between 2010 and
2020.
Demographics for the City are based on an age characteristics report prepared by SBCAG in 2017
and American Community Survey, which identified the largest age group represented in Buellton
as 18 to 64 age range group at 59.6 percent. Approximately 17.2 percent of the population was in
the 65 and older range. Approximately 23.2 percent of the residents were under the age of 18 group.
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.
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CHAPTER THREE: Z. CITY OF BUELLTON
Projected Growth and Development
The City of Buellton General Plan serves as the City’s vision for long‐term land use, development
and growth, and provides the City’s vision within its Planning Area. The City’s General Plan was
adopted in 2022, 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
Housing Element update with the intent to complete in 2023.
The current draft 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 Z‐1. Population Growth and Projections (2010–2040)
2010 2015 2020 2035* 2040*
Buellton 4,828 4,965 5,464 7,088 7,403
County 423,895 441,963 451,840 507,564 520,011
* Assumes trend‐based land use capacity within the City. SBCAG regional forecast model.
** DOF Table E4 projections.
Disadvantaged Unincorporated Communities
Senate Bill (SB) 244 of 2011 requires LAFCO to identify and consider disadvantaged
unincorporated communities (DUCs) when preparing MSRs and Sphere updates for Cities and
Special Districts that provide sewer, water, or structural fire protection services. A DUC is defined
by the Water Code as one in which the median annual household income (MHI) is 80 percent of
the statewide average. Incorporated communities also are defined as disadvantaged when the
MHI falls below 80 percent. In 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Buellton was $105,694 in 2022, 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
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CHAPTER THREE: Z. CITY OF BUELLTON
environment. This Mapping Tool was evaluated for indica tors to assist in identifying a
disadvantaged community. Lastly, EPA has also developed an E nviroAtlas 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
Buellton’s Sphere of Influence does not qualify under the definition of disadvantaged community
for the present and probable need for public facilities and services nor in the areas contiguous to
the Sphere of Influence as a disadvantaged community.
SERVICES
Overview
City of Buellton provides water, wastewater services, stormwater maintenance, and groundwater
management services within City boundaries. The City serves as a member of the Groundwater
Sustainability Agency for the Santa Ynez River Valley Groundwater Basin Central Management
Area. The City hired temporary staff to operate the City’s WWTP. The water and wastewater
departments are staffed with two (2) operators for water treatment and two (2) operators for
wastewater, including (1) Chief Operator Grade III and one (1) Operator II Grade II personnel.
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.
GROUNDWATER MANAGEMENT
Groundwater Sustainability Agency
In accordance with SGMA, the Santa Ynez River Groundwater Sustainability Agency (SYRGSA)
was formed in 2017. The 11‐member Board of Directors includes representatives from the eight
agencies that intersect the Basin.
Groundwater Sustainability Plans
There are three Management Areas in the Santa Ynez River Groundwater Basin (Basin),
the Western Management Area (WMA), Central Management Area (CMA), and Eastern
Management Area (EMA). Each Management Area is governed by a Groundwater Sustainability
Agency (GSA) with input from a GSA Committee. The City of Buellton is part of the Central
Management Area. These GSAs and Committees are working together to develop Groundwater
Sustainability Plans (GSPs) for the Basin which will be managed under a coordination agreement
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CHAPTER THREE: Z. CITY OF BUELLTON
per GSP regulations. Santa Ynez River Water Conservation District has taken the lead for
SGMA efforts in the Basin.
Data Management
SGMA Law requires a Data Management System (DMS), a tool to organize and maintain data as
part of GSP preparation and implementation. To achieve the goals identified by SGMA, the DMS
will be a central source for groundwater data, specifically for the CMA providing up‐to‐date
technical information regarding basin conditions. Collecting and centralizing these data is a step
towards meeting the goals of protecting water rights and ensuring local agencies continue to
manage groundwater while minimizing state intervention. DMS implementation goals include
improving data collection and storage, and assisting in the understanding and future reporting
about groundwater conditions in CMA. The DMS contains information about the existing wells
in the basin including groundwater level data, well construction information, well logs,
geophysical data, pumping test data, water quality data, and pumping data. In addition, the DMS
houses data related to land subsidence, surface water flows, and total water use in the
management areas. The plan for the DMS in the CMA is that a user’s primary mode of interaction
will be to open and interact with a web application (built on the Linux Apache MySQL PHP
(LAMP) web stack), through a modern web browser. Several user levels and roles have been
established with different access privileges, and some roles have limited administrative capacity.
In additional to the database server, a map server is also being run on the system to provide access
to certain kinds of complex geospatial data. A map server is an intermediary program that takes
the source geographic information system (GIS) data and provides it on demand in a format that
client interface programs can access. Currently, this map server is the QGIS server program and
the MapProxy cache program. Additional user notification is provided through an email service,
currently through the Postfix program. The DMS is currently located on a virtual private server
(VPS) rented from a datacenter. The current VPS provider for the CMA DMS is Host Winds.
WATER & WASTEWATER INFRASTRUCTURE AND PUBLIC
FACILITIES
Water Supply
The City of Buellton’s water is supplied by groundwater and supplemented by State Water
Project. The City’s groundwater basin is informally managed by the Santa Ynez River Water
Conservation District. The City’s permit to draw from the Santa Ynez River Underflow is
currently 1,385 AFY. For planning purposes, the City estimates 1, 000 AFY from Buellton Uplands.
Although, there are currently no permit restrictions on pumping from the Buellton Uplands. The
City’s State Water Project allocation is 578 AF with 58 AF drought buffer. Buellton has one turn‐
out from the Central Coast Water Authority pipeline that delivers water directly to the City’s
distribution system.
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CHAPTER THREE: Z. CITY OF BUELLTON
The City currently has four wells as part of the water supply sy stem: three shallow wells in the
Santa Ynez Underflow and one in the Buellton Uplands. The City also has two additional wells,
located in the Santa Ynez Underflow. However, both wells are used solely for irrigation purposes
for the Zaca Creek Golf Course and for hillside/field irrigation at the Willemsen Ranch.
Treatment System
The City has two water treatment facilities. The McMurray Water Treatment Plant treats water
pumped from the three wells in Santa Ynez River Underflow. The City’s permit to draw from the
Santa Ynez River Underflow is currently 1,385 AFY. The City’s 246 Water Treatment Plant treats
water pumped from one well in the Buellton Uplands. There are currently no permit restrictions
on pumping from the Buellton Uplands. During normal and wet years, the primary wells utilized
are in the Santa Ynez River Underflow. During dry/drought years, the primary will be utilized is
in Buellton Uplands.
Distribution & Storage
The Buellton water system infrastructure includes four groundwater wells, an SWP connection,
two groundwater treatment systems, a booster pump station, three reservoirs, and a water
distribution network. There are two pressure zones within the system, a low‐pressure zone and
a high‐pressure zone. The distribution network includes approximately 28.5 miles of distribution
piping, as summarized in Table below.
The City owns three reservoirs to store treated water for use in the distribution system. Reservoir
No. 1 has a capacity of 117,000 gallons. Reservoir No. 2 has a capacity of 286,000 gallons. Reservoir
No. 3 has a capacity of 879,000 gallons. In total, the City currently has 1,282,000 gallons of storage.
The minimum storage volume requirement is driven by maximum daily demand and fire demands.
A minimum storage volume of 2,181,465 gallons is required for the low‐pressure zone. A minimum
LAFCO of Santa Barbara County 809
CHAPTER THREE: Z. CITY OF BUELLTON
storage volume of 1,307,160 gallons is required for the high‐pressure zone. The City’s Draft Water
Master Plan 2017 recommended the City provide additional potable water storage to overcome
the storage deficits. Adding a second reservoir in the high‐pressure zone with a capacity of
900,000 gallons would alleviate storage deficiencies for both pressure zones. If additional storage
is provided, chlorine injection and mixing systems may be required to maintain chlorine residuals
in stored water during low‐use periods.
Recycled Water
The City of Buellton contributes to the replenishment of the groundwater system. The City’s
wastewater treatment plant currently discharges approximately 478,000 gallons of secondary
treated effluent per day (2020 ADF) into infiltration basins. A Recycled Water Feasibility
evaluation has been conducted, however, the cost‐benefit to construct the necessary plant
improvements and City‐wide infrastructure to treat, produce and deliver tertiary treated, Title 22
compliant effluent cannot be met due to the limited number of potential users that could utilize
the reclaimed water. The City will continue to keep this option available if funding becomes
available.
Collection System
The Sanitation system is comprised of approximately 20 miles of sewer collection system
pipelines of varying sizes from 6‐inch to 15‐inches and ages predominately of clay pipe along with
850‐feet of force mains, 379 manholes and other structures such as clean outs and inspection holes,
and 2 lift stations. The wastewater collection system has been modeled using recent sewer
network software. There are no substantially undersized lines or regular overflows being
experienced. The City’s sewers are aging identified by the years during which the associated
percentages of the sewer system were constructed.
Pipeline Age Distribution
Decade Constructed % of Total
1960 to 1979 50%
1980 to 1999 23%
2000 to present 27%
Treatment System
The City operates a wastewater treatment plant serving the City. The WWTP was originally
constructed in 1960 and located on 11.17 acres of City‐owned land. The system serves
approximately 1,536 connections and collects, treats and disposes of 450,000 gallons of
wastewater per day. The overall capacity of the City’s existing wastewater treatment facility is
650,000 gallons per day (gpd). All of the water is treated to secondary treatment levels and
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CHAPTER THREE: Z. CITY OF BUELLTON
discharged to percolation basins located at the southern end of t he City. The City’s updated 2025
General Plan Land Use Element considers additional buildout po tential of the existing City limits.
The Program EIR estimated that 90% of water demand c ould become wastewater, new
development planned in the Land Use Element Update would increase wastewater generation by
about 0.47 mgd. The total wastewater flow at buildout would be about 0.87 mgd thereby
exceeding the current City’s wastewater treatment plant capacity.
The wastewater treatment plant would require additional future improvements to meet tertiary
treatment permitting standards from the Regional Water Quality Control Board (RWQCB). Such
improvements could potentially necessitate the acquisition of land for future treatment facilities
adjacent to the existing facilities.
Disposal
The City maintains eight ponds for effluent disposal via percolation. Ponds #1‐4 are utilized under
normal WWTP effluent disposal operations. Ponds #5‐8 were formerly used as sludge drying beds
and are now being utilized as redundant/backup effluent disposal ponds in the event of an
emergency or when Ponds #1‐4 are offline for maintenance. The percolation ponds are located
along the western and northern edge of the City’s property. The City dewaters sludge with a
mechanical belt press. Sludge is dewatered and temporarily stored in roll off bins before being
transported to Engel and Grey composting facility in Santa Maria, Ca. for composting. Based on
the results, for the 12‐month period January through December 2020, the City disposed of a total
of 208 dry tons or an average of 1,142 pounds of dry solids per day. Annual sludge disposal costs
are estimated at approximately $100,000 annually. The only drawback to this system is that there
is a single belt press with no redundancy. City staff indicated that when the belt press needs
repairs, repairs generally must be accomplished on a relatively urgent basis, as the plant can only
store solids for several days before process issues arise.
Stormwater
The conducting of storm water runoff monitoring is provided by a partnership made up between
the County and its partners agencies of Carpinteria, Goleta, Solvang, and Buellton. Buellton has
approximately 42% of its total area covered by impervious surfaces. The City is developed with
approximately 43% residential and 26% commercial/industrial with about 17% of land held in
City owned property and 14% undeveloped. The City’s Municipal Separate Storm Sewer System
consists of curbs and gutters, a network of open and closed storm water drains and portions of
Zaca and Thumbelina creeks and an unnamed creek all flow through Buellton to the Santa Ynez
River. Nojoqui Creek flows north and joins the Santa Ynez River south of the City limits.
The larger storm water conveyance ditches, channels, and basins are primarily owned and
maintained by Santa Barbara County Flood Control and Water Conservation District (FCD). The
City essentially discharges to the FCD’s system. City flow then co‐mingles with County flow and
LAFCO of Santa Barbara County 811
CHAPTER THREE: Z. CITY OF BUELLTON
agricultural tail water. The City currently has an atlas of its underground storm drains that shows
major pipes and outfall locations of the City’s storm drain system; however, additional research is
necessary to confirm the completeness of the storm drain system map.
The storm drain system, operates for the most part without blockages and therefore major
maintenance is performed on an as‐needed basis. Open channels and drop inlets, are cleaned
annually prior to the rain season to remove fallen leaves and other debris collected in the system.
The entire system including open channels, drop inlets, pipelines and catch‐basins, are cleaned on
an as needed basis.
The entire flood control system was initially constructed with the intent to manage and convey
flood waters many years before water quality issues were a concern. In recent years it has become
recognized that this co‐mingled surface flow is impacting both groundwater and the Santa Ynez
River. The Santa Ynez River is under the jurisdiction of the County of Santa Barbara and is
currently listed as “impaired” by the State of California for nutrients, salinity and
sedimentation/siltation. The primary flooding problem in the central portion of the City is from
Zaca Creek. During a 100‐year storm, the creek overflows its channel and floodwaters flow down
Highway 101 and through the Avenue of Flags/Highway 246 area. The culverts under Highway 101
and Highway 246 through the Pea Soup Anderson property are currently undersized to handle
the 100‐year flow.
City of Buellton
Incorporation, Revenues, Attributes, Types of Service, and Resources
Attributes
City Limits (est. square miles) 1.58
Population (2020 estimated) 5,161
Assessed Valuation (FY 21‐22: Includes City only) $1,127,293,740
2 WTP
Number of Treatment Plants
1 WWTP
Regular Financial Audits Every Year
Average Annual Revenue Per Capita $2,677
Average Portion of County 1% Property Tax Received 15¢/$1
Ending General Fund Balance (June 2021) $11,512,157
$4,296,253 W
$1,689,512 WW
Change in General Fund Balance (from June 2016 to June 2021) 32%
Total Fund Balance/Annual Revenue Total (FY 20‐21) 83%
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
812 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: Z. CITY OF BUELLTON
City. NOTE: The County of Santa Barbara provides sheriff, fire protec tion and emergency medical services
to the City.
Types of Services
Collection X
Treatment X
Disposal X
Recycled ‐
Other X
City of Buellton
Formation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant, Booster, & Lift Stations
Address Acquired/Built Condition Size
79 Industrial Way, Treatment Plant 1961 Good 11.17‐acres
0.65 mgd
Riverview Park Lift Station 1925 Good 120 gpm
Zaca Creek Golf Course Lift 1982 Good 120 gpm
Station
Riverview Park lift station is equipped to operate under emergency conditions, such as a power
outage utilizing an emergency backup generator
The Zaca Creek Golf Course discharges to a force main which is not owned or operated by the
City. The force main is owned and maintained by the Rancho de Maria Homeowners Association.
This lift station is not equipped with a power cord to connect to an emergency power supply. The
City has access to a rented trailer‐mounted generator in the event emergency power is necessary.
LAFCO of Santa Barbara County 813
CHAPTER THREE: Z. CITY OF BUELLTON
Connections
Water Wastewater
Single‐Family 1,334 1,345
Multi‐Family 25 25
Commercial 192 144
Industrial 27 22
Agricultural 0 0
Total Staffing
Personnel Per 1,000
population
Full time Operators 4 0.77
Emergency Operators 4 0.77
Administrative Personnel 2 0.38
Other City Staff 12 2.3
Buellton has a total of 20 permanent employees.
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
Public Works Director (1) 31 11
Operator III (1) 6 3
Water Operator II (1) 13 13
Treatment Operator II (3) 6 6
Administrative Personnel (2) 5.5 12
Other City Staff 14.3 8.6
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CHAPTER THREE: Z. CITY OF BUELLTON
Water & Wastewater Capacity
City of Buellton has a permit for water delivery capacity from Buellton’s groundwater can divert
2,385 afy. SWP is 578 afy. The
Santa Ynez River of 1,385 AFY. For planning purposes, the City McMurray WTP capacity is 1,500
gpm. Its maximum daily capacity to
estimates 1,000 AFY from Buellton Uplands. Maximum
convey wastewater to the
allocation from the SWP is 578 afy (with 58 afy drought buffer). Treatment Facility for treatment
and disposal is 0.65 million gallons.
The City operates a 0.65 mgd capacity wastewater treatment
plant.
System Demands
The estimated average annual water
City of Buellton’s service area’s average annual water demand is demand is 1.1 mgd and wastewater
flows generated during the report
1,250 acre‐feet. Annual wastewater collection demand generated
period among Buellton users in the
approximately ~0.45 MGD. It also translates over the report service area has been 0.45 million
gallons per day.
period to an estimated 95 gallons per day for each resident; it also
translates to 706 gallons for every service connection.
Service Performance
LAFCO estimates Buellton is
City of Buellton service area’s average annual water demand
presently operating at 41% capacity
generated during the report period for subsequent treatment and in water service and 69% capacity in
wastewater service within its
distribution has been approximately 1,250 afy. Of this amount, it
service area. (This estimate includes
is estimated by LAFCO this represents 41% of permitted service agreements outside of its
service boundary.
supplies. Average annual wastewater collection demand
generated for subsequent treatment and disposal at the Treatment Plant Facility has been
approximately 0.45 million gallons a day. Of this amount, it is estimated by LAFCO this
represents 69% of permitted capacity. The City generally has adequate capacity for anticipated
future needs.
LAFCO of Santa Barbara County 815
CHAPTER THREE: Z. CITY OF BUELLTON
City of Buellton
Formation, Revenues, Attributes, Types of Service, and Resources
Total Collection Inspected, Repaired, Added -Buellton
1
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Video Cleaned Replaced Added
Source: Buellton Data.
Note: Information is for the entire City. Also, this table tabulates miles of lines cleaned, replaced, added,
and videoed. Additional upgrades preformed regarding lift stations and treatment plant.
Upgrades or Repairs Completed -Buellton
FY -2020-2021
1
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0% 0% 0% 0% 0% 0% 0%
0
Inspected Cleaned Replaced Added Video Booster Treatment
Stations Plant
Upgrades/Repairs
Source: Buellton Data.
Note: Information is for the entire City.
816 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
seliM
latoT
CHAPTER THREE: Z. CITY OF BUELLTON
The City’s sewer cleaning plan is to clean the entire gravity co llection system every three years
and to inspect problematic sewer lines, which also called high maintenance areas (HMAs) or “hot
spots”, on a weekly basis with physical cleaning occurring based on Staff’s assessment of the
internal condition of these lines.
The City of Buellton provides water, wastewater, and
Buellton Snapshot: FY2022
stormwater services to its constituents directly and
Planning Reports Year Updated
plans for them in various planning documents,
General Plan 2021
including the Water Master Plan adopted in 2021, Draft
Water Master Plan 2021
Sewer System Master Plan underway, Capital Sewer System Master Plan Draft 2022
Stormwater System Plan None
Improvement Plan, Utility Rate Study in 2021, and
Capital Improvement Plan annually
participation in County‐wide Integrated Stormwater
Rate Study 2021
Management Plan updated in 2019. The City’s General Climate Plan N/A
Integrated Stormwater 2019
Plan, which was last updated in 2021, contains a Land
Plan
Use, Public Facility, Safety Elements.
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
2019-2020 2020-2021
Amount % of Total Amount % of Total
Property tax $1,599,958 11.7% $1,670,306 12.1%
Sales & use tax $2,536,781 18.5% $2,934,332 21.2%
TOT tax $2,548,842 18.6% $3,020,078 21.9%
Franchise fees $299,751 2.2% $330,044 2.4%
Other taxes $48,143 0.4% $37,456 0.3%
Fines $15,972 0.1% $8,654 0%
Charges for services $3,937,757 28.7% $4,085,591 29.6%
Grants & contributions $2,196,978 16.0% $1,557,864 11.3%
Interest $523,061 3.8% $144,948 1.0%
Other revenue $8,210 0% $27,799 0.2%
Revenue total $13,715,453 100.0% $13,817,072 100.0%
LAFCO of Santa Barbara County 817
CHAPTER THREE: Z. CITY OF BUELLTON
F iscal Indicators
Se lect fiscal indicators are shown graphically below. Over the past three fiscal years, the City’s
expenditures have remained relatively consistent with its revenues decreasing slightly. The decrease
in expenditures have flattened the City’s reserve. The City’s reserve balances have sufficient funds to
absorb relatively small revenue imbalances.
Fiscal Trends-City of Buellton
16
14
12
10
8
6
4
2
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
CITY OF BUELLTON
Charges for Services
This indicator addresses the extent to which charges for
5 service covered expenses. Charges for Services is the primary
funding source for enterprise funds. Represented below a ratio
of one or higher indicates that the service is self‐supporting.
4
3
2
1
0
2016-17 2017-18 2018-19 2019-20 2020-21
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
2016 $ 11,295,755 $ 8,628,581 1.3
1.2
2017 $ 10,850,358 $ 9,640,963 1.1
1.1 2018 $ 12,244,104 $ 9,660,768 1.3
2019 $ 13,307,341 $ 10,433,930 1.2
1 2020 $ 13,715,453 $ 11,510,609 1.3
2016 2017 2018 2019 2020 2021 2021 $ 13,817,072 $ 12,133,968 1.1
818 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: Z. CITY OF BUELLTON
Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2018 2019 2020 2021 Trend
Funded ratio (plan assets as a % of plan liabilities) 73.3% 75.2% 75.2% 75.1%
Net liability, pension (plan liabilities ‐ plan assets) $ 2,153,367 $ 2,102,906 $ 2,255,555 $ 2,411,265
Other Post‐Employment Benefits (OPEB)
Funded ratio (plan assets as a % of plan liabilities) Net 0%
2021 year of OPEB reporting
liability, OPEB (plan liabilities ‐ plan assets) $ 2,649,289
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.
The City is projecting relatively significant pension cost increases over the next several years,
including a roughly 15% cost for Water and Wastewater allocations. The General Fund’s liability
is 70% of the total cost of $156,312, exclusive of any accelerated pension funding the City may opt
to make through a budget amendment.
LAFCO of Santa Barbara County 819
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Coverage of Net Post‐Employment Liabilities
25 0.3
20 0.25
0.2
15
0.15
10
0.1
5 0.05
0 0
2016 2017 2018 2019 2020 2021
2016 2017 2018 2019 2020 2021
Agency Assets (other than capital) $12,180,755 $13,219,096 $15,342,937 $18,584,036 $17,270,589 $22,390,089
Net Liabilities (pension & OPEB) $2,539,172 $3,104,614 $3,862,931 $4,016,642 $4,588,042 $5,060,554
CHAPTER THREE: Z. 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 $800 per
month. Benefits continue for the lifetime of the retiree with survivor benefits extended to
surviving spouses. Membership of the plan consisted of nine retirees currently receiving benefits.
The City pays a 0.27% of premium administrative fee on behalf of employees and retirees. 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 – 18
‐ Active employees – 18
Enterprise Funding
The District budget includes water and wastewater services for Fund #020 & #005. In FY
2020/2021, the City’s actual budget expense was $3,412,728 and increased that to $4,012,556 for
FY 2021/2022. 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.
Water & Wastewater‐Expenditure
2.5 40
Water
2 34.4% 31.7% 32.9% 32.2% 30.9% 35
28.1% 30
25
1.5
Sewer 20
1
15
10
0.5
5
0 0
2016 2017 2018 2019 2020 2021
820 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: Z. CITY OF BUELLTON
Asset Maintenance and Repair
The City budget includes Maintenance and Repair Fund #60250. In FY 2020‐21, the City
budgeted $235,400 and decreased that to $220,200 for FY 2021/2022. Projects included
maintenance to the Buellton Rec Office and the Zone. Other routine storm drain cleaning is
budgeted $20,000 annually. The City has also established a maintenance and repair budget for
various park and building facilities ($70,000), Wastewater Treatment Plant maintenance and
repair, including sewer collection system cleaning (CCTV) ($55,000), Water Plant maintenance
and repair ($65,000).
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 2021‐22 includes large investments to upgrade Water and Wastewater Treatment
facilities and infrastructure upgrades such as streets and sidewalks. In total, the City’s 2021‐22
CIP budget was about $7.4 million. These capital improvements along with future identified
improvements will be considered in further detail under the pertinent MSR study. For FY 21‐23
the following projects were identified related to water, wastewater, and stormwater:
Project #102: Outfall Repairs and Reestablishment $40,000
Project #704: Sewer Line Replacement $250,000
Project #706: WWTP Facilities Maintenance $300,000
Project #710: WWTP and Lift Station and Plant Power Reliability $ 300,000
Project #603: WTP Facilities Improvement $150,000
Project #605: Water Treatment Plant $100,000
Project #607: Water Meter Upgrades $100,000
Project#609: Supplemental Well/WTP Feasibility $50,000
Project#610: Water Distribution System Improvement $100,000
Long-term Liabilities and Debts
The City of Buellton, at the end of the current and previous fiscal year, had no long‐term debt
outstanding. The City has no general obligation or revenue bonds.
On October 18, 2016, the City entered into a capital lease agreement with Coastal Copy, Inc. The
lease proceeds were used to purchase two copiers for City Hall. The amount of the lease was
$16,359. On July 14, 2017, the City entered into a capital lease agreement with Avaya Financial
LAFCO of Santa Barbara County 821
CHAPTER THREE: Z. CITY OF BUELLTON
Services. The lease proceeds were used to purchase the Avaya IP500 City phone system. The
amount of the lease was $21,400 and the agreement was for 60 months at 0% interest.
Opportunities for Shared Facilities
The City does not currently share facilities but does share services with the County for building
permit review and issuance and building inspection services. No other opportunities to do so have
been identified by staff in the preparation of this report. Due to relative distance between the City
and other communities, opportunities for shared facilities are limited. It is unlikely that a proposal
would be feasible in the near future. Although, there are some arrangements for providing
community services such as library, with other local agencies.
Rate Structure
On September 22, 2016, Water and Sewer Rates increased per Resolution No. 16‐19. The first‐rate
increase occurred on November 1, 2016, followed by the second‐rate increase taking effect on
November 1, 2017. The final and most recent rate increase went into effect on July 1, 2018.
Water Rates (Effective July 1, 2018)
A. Connection Fees (represents share of capital costs)
Residential – ranges from $3,038 per ¾” meter to $53,165 per 4” meter Non‐Residential ‐
$3,640 per unit or $5,200 per acre‐foot of water use.
B. User Fee per Month
Meter Size *
Meter Size Monthly Service Charges
5/8'' and 3/4'' $ 35.51
1" $ 96.89
1 1/2" $ 191.90
2" $ 301.60
3" $ 646.19
4" $ 1,176.31
6" $ 2,511.90
8" $ 3,364.78
Consumption Charge (per HCF) $ 2.98
Additional Dwelling Unit
$ 24.86
Charge (Monthly)
822 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: Z. CITY OF BUELLTON
Wastewater Rates
Customer Class Monthly Charge Charge for Excess
Water Use (for water
use over 1400 cf)
Residential Accounts $30.45 (plus $21.31 for
each add. Unit)
Single‐Family Dwelling $30.45 (plus $21.31 for
each add. Unit)
Multiple Dwelling $30.45 (plus $21.31 for
each add. Unit)
Multi‐Family Townhouses & $30.45 (plus $21.31 for
Condos
each add. Unit)
Multi Family‐Apts $30.45 (plus $21.31 for
each add. Unit)
Mobile Home Parks $30.45 (plus $15.22 for
each add. Unit)
Commercial Accounts
Motels $60.72 6.05/hcf
Restaurant $60.72 6.05/hcf
Fast Food/Bar $60.72 6.05/hcf
Theaters/Banquest $60.72 6.05/hcf
Camper/Trailer Parks $60.72 (plus $15.22 for
(unmetered)
each add. Space)
Camper/Trailer Parks (metered) 60.72 for first space 6.05/hcf
$29.98
Schools 0.56/hcf
$29.98
Churches (w/o school) 0.56/hcf
$68.44
Other Commercial 6.05/hcf
Determined by PW Dir. (base
Industrial Accounts
rates start at $46.76 and variable
for excess water is $7.26/hcf
Determined by Public Works Dir.
Combinations
Figures Z‐3 and Z‐4 show a rate comparison for four North County Communities. The following
charts show the comparison of three Cities, one CSD. Overall, Buellton water and sewer rates for
LAFCO of Santa Barbara County 823
CHAPTER THREE: Z. CITY OF BUELLTON
residential customers are slightly lower than other communities in the North County area. The
charts are based upon a sample billing using “10 units” as a basis.
$120 109.93
95.07
$100
65.31
$80
$60
34.17
$40
$20
$0
City of SM City of Solvang City of Buellton Los Alamos
824 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
sralloD
Bill Comparision -Monthly Residential Water -10 Units
1 unit = 100 Cubic Feet of Water
North County Communities
$80 70.08
$70
$60
$50 34.65
$40 27.01 30.45
$30
$20
$10
$0
City of SM City of Solvang City of Buellton Los Alamos
sralloD
Bill Comparision -Monthly Residential Sewer -10 units
1 unit = 100 Cubic Feet of Water
North County Communities
165.76
$180
$160
122.08
$140 95.76
104.25
$120
$100
$80
$60
$40
$20
$0
City of SM City of Solvang City of Buellton Los Alamos
sralloD
Total Comparision -Monthly Residential Water & Sewer -10 units
1 unit = 100 Cubic Feet of Water
North County Communities
CHAPTER THREE: Z. CITY OF BUELLTON
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 voted in favor of election system by districts.
The City’s declared its intention to transition from at‐large elections to district‐based elections
pursuant to California Elections Code Section 10010 starting in 2022 election. Districts 1 & 4 will
hold elections in 2022 and district 2 & 3 in 2024. The City operates under the Council‐Manager
form of government, which means that the City Council appoints a City manager who is
responsible to oversee the daily operations of the City. The City Council provides policy direction
to the City Manager who works with the City’s administration team and the citizens to
implement the direction of the Council. Additionally, the City Council appoints a City Attorney
to represent and advise the City Council on legal matters and appoints a five‐member Planning
Commission. The City employs approximately 20 full‐time employees and 1 contract employee
that manage the following professional and technical municipal services: Road Maintenance and
Transportation Planning, Bikeways, Pedestrian & Transit, Stormwater Management, Flood
Control, Water Supply, Conservation & Groundwater Management, Sewer/Wastewater,
Engineering, Solid Waste, Planning, Land Use & Economic Development, Building & Safety,
Recreation & Parks, Administration and Finance. The City of Buellton contracts for Fire
Protection through the Santa Barbara County Fire Protection District (Station 31), and Police
services through the County Sheriff’s office.
City of Buellton holds meetings every 2nd and 4th Thursday of each month at 6:00 pm in the
Council Chambers, 140 West Highway 246, Buellton. A current listing of City Council along with
respective backgrounds follows.
City of Buellton|
Current Governing Council Roster
Member Position Background Years on Council
David King Mayor Retired CHP 5
Officer
John Sanchez Vice Mayor Retired City 3
Employee (PW)
Hudson Hornick Council Member District 1 Attorney 2 mo
David Silva Council Member District 4 Non‐Profit Admin 2 mo
Elysia Lewis Council Member Finance 2
Officer/Legal
LAFCO of Santa Barbara County 825
CHAPTER THREE: Z. CITY OF BUELLTON
Website Transparency
The table below is not an exhaustive inventory of website criteria required under current law.
Rather, it identifies key components, required by the Government Code and/or recommended by
the California Special Districts Association and other organizations, for websites to enhance
transparency and accountability.
Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in
advance on their websites. Government Code Section 6253 requires that agencies post content
most requested by constituents and most often requested via Public Record Act requests. Because
of the difficulty for LAFCO staff to verify this information, these criteria are not included in the
website checklist. However, agencies should address these criteria to comply with current
website requirements.
City of Buellton Website Checklist
website accessed 7/25/22 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.
826 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: Z. CITY OF BUELLTON
Survey Results
The table below includes a list of questions asked of area reside nts to assess if satisfactory water,
wastewater, and stormwater 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 ‐ ‐ ‐
water, wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment ‐ ‐ ‐
provided with the level of water, wastewater,
or stormwater 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 827
CHAPTER THREE: AGENCY PROFILES
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828 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
AA. City of Carpinteria
Administrative Office: 5775 Carpinteria Ave,
Carpinteria, CA 93013
Phone: 805/684-5405
Fax: 805/684-5304
Email: daved@carpinteriaca.gov
Website: www.carpinteriaca.gov
City Manager: Dave Durflinger
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 13,264 (source:
2020 Decennial Census. U.S. Census Bureau). The City’s revenues are supported at a rate of
approximately $1,366 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 (transitioned to by District in
2022). It operates under a council-city manager form of government providing direct City
services. The City Council is a five-member body, and Council members are elected by district.
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.
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 829
of Santa Barbara County
CHAPTER THREE: AA. CITY OF CARPINTERIA
830 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: AA. CITY OF CARPINTERIA
OPERATIONS
The City employs approximately 39 full-time equivalent employees and part-time equivalent
employees. The City’s organization is comprised of the Administrative Services Department;
Community Development Department; General Government Department; Parks, Recreation and
Public Facilities 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 Public Facilities Department
The Carpinteria Library is owned, operated, and maintained by the City since July 1, 2022. The
Library is located at 5141 Carpinteria Avenue in Carpinteria.
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 Carpinteria area, both within the City limits and in the unincorporated areas of Santa Barbara
County, has experienced controlled growth over the past two decades for various reasons. The
City has discussed two parcels located along Bailard Avenue across from Monte Vista Park that
were considered for additions to the Sphere and to possibly be annexed in the future. In October
LAFCO of Santa Barbara County 831
CHAPTER THREE: AA. CITY OF CARPINTERIA
of 2021, the City requested the Board of Commissioners for the Housing Authority of County of
Santa Barbara to abandon the 173-unit multi-family housing project being considered at Bailard
Avenue. This letter of objection outlined the City’s concerns and asked that the project comply
with land use policy and regulatory requirements including annexation and pre-zoning into the
City, density, protection of agricultural lands, expansion of Urban/Rural Boundary, park space,
and address City services and infrastructure impacts.
The Bailard Avenue multi-family housing project is a current planning application with the
County of Santa Barbara Planning & Development Department. The environmental review and
land use entitlements process has recently started that considers annexation into the Carpinteria
Sanitary District (CSD) for wastewater services among other policy and environmental concerns.
This site already resides within the CSD Sphere of Influence. This evaluation process could
potentially consider also amending the City of Carpinteria’s Sphere of Influence and potential
annexation in the future.
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 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 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
832 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: AA. CITY OF CARPINTERIA
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
County Sheriff’s Department and State Park Rangers.
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.
Solid waste collection services are provided by the City through a franchise agreement with E.J.
Harrison and Sons, Inc. Solid waste is then taken to the Gold Coast Transfer Station and is
disposed of at the Toland Road Landfill pursuant an agreement with the Ventura Regional
Sanitation District (VRSD).
SPHERE OF INFLUENCE & BOUNDARIES
The City of Carpinteria’s Sphere of Influence is largely coterminous with the City’s boundary with
the exception of a small area within the neighborhood around Venice Lane and Santa Monica
Road totaling 18.4 acres. The City has discussed and sent a letter of objection for a proposed multi-
family residential project located on two parcels along Bailard Avenue across from Monte Vista
Park that could be added to the Sphere and annexed in the future.
The City of Carpinteria request for the Housing Authority of the County of Santa Barbara to
abandon the project could result in collaboration with the various agencies in order to develop a
successful project that may lead to the need to expand and annex surrounding parcels. A
significant residential land use proposal is being considered that would require a sphere
amendment and annexation into the Carpinteria Sanitary District first. If successful, then at some
future point, the City could amend their sphere and annex the property. Discussions are currently
taking place between the City, County, Special Districts and landowners on the appropriate order
and land use approvals that still would need to take place. As the Bailard Avenue project proceeds
or any other proposal, the subsequent municipal service review reports will continue to highlight
the City’s need or desire to expand their Sphere of Influence in anticipation of future annexation.
The State Coastal Zone established through the Coastal Act includes all of the City and the
unincorporated Carpinteria Valley. The result of Coastal Act and Local Coastal Program policies
aimed at preserving agricultural land as a unique coastal resource has effectively put a halt to City
expansion. Where once the City may have viewed its jurisdictional boundary as flexible and
capable of expanding in response to regional and local growth trends, today it is viewed as a rigid
LAFCO of Santa Barbara County 833
CHAPTER THREE: AA. CITY OF CARPINTERIA
line with few exceptions, set for perpetuity as both the City limit and the limit of urbanization.
The City has adopted policies that support these limits to expansion being largely surrounded by
agricultural land. A map of the City’s incorporated limits, Sphere of Influence and the urban/rural
limit line can be seen at the beginning of this profile and is discussed in more detail in the
following section.
BOUNDARIES
Jurisdictional Boundary
Carpinteria’s jurisdictional
Carpinteria’s existing boundary spans approximately 2.6 square boundary spans 2.6 square miles 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
surrounding lands are served by the Carpinteria Valley Water and Carpinteria Sanitary Districts
and are unincorporated under the land use authority of the County of Santa Barbara. Overall, there
are 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 1,183 100.0% 5,156 9,087
Totals 1,183 100.0% 5,155 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 1,183 100.0% 5,156 9,087
Totals 1,183 100.0% 5,156 9,087
Total assessed value of land and structure is set at $2.8 billion as of April 2022, and translates to
a per acre value ratio of $2.4 million. The former amount further represents a per capita value of
$215,299 based on the estimated service population of 13,264. City of Carpinteria receives
$123,000 in annual charges for stormwater revenue and $4.9 million in property taxes generated
within its jurisdictional boundary and the City operates as an enterprise for other services.
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The jurisdictional boundary is currently divided into 5,156 legal
Approximately 74% of the
parcels and spans 1,183 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 50 vacant parcels that collectively total 27 acres with some areas not developable.
The jurisdictional boundary does not qualify as a disadvantaged incorporated community.
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.
A five-member City Council elected at-large. By district
Mayor & Council Members
starting in 2022.
Agency Duties Road Maintenance and Transportation Planning, Parking
& Lighting, Stormwater Management, Engineering, Solid
Waste, Planning, Land Use, Building & Safety, Parks,
Recreation & Facilities, Administration and Finance. The
City of Carpinteria receives Fire Protection through the
Carpinteria-Summerland Fire Protection District, and
Police services through contract with the County Sheriff.
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. Between 2010 and 2020, the population of Carpinteria increased
by 224 people (1.6-percent or 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 2020.
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.
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CHAPTER THREE: AA. CITY OF CARPINTERIA
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.
Projected 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 is currently being prepared and 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 AA-1. Population Growth and Projections (2010–2040)
2010 2015 2020 2035* 2040*
Carpinteria 13,044 13,557 13,361 13,825 13,893
County 423,895 441,963 451,840 507,564 520,011
* Assumes trend-based land use capacity within the City. SBCAG regional forecast model.
** DOF Table E4 projections.
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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 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Carpinteria was $74,868 in 2022, 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 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 Public Works Administration Program administers the Engineering Permits Service. Under
this service, engineering administers the City floodplain management regulations. The purpose
of these regulations is to promote the public health, safety, and general welfare, and to minimize
public and private losses due to flood conditions. The department is staffed by 3 full-time staff.
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CHAPTER THREE: AA. CITY OF CARPINTERIA
The Watershed Management Program includes education programs and field inspections, as well
as construction project management and development review as it relates to surface water quality.
Activities include public outreach and education of water quality; tracking of illegal discharges of
materials into the storm drain system and local waterways; water quality testing at storm drain
inlets or discharge areas; implementation and enforcement of best management practices (BMPs)
for development, redevelopment, and City operations; regional coordination; and the overall
stewardship of local watersheds by regulating storm water runoff into creeks and the Carpinteria
Salt Marsh.
WATER, WASTEWATER AND STORM DRAINAGE
INFRASTRUCTURE AND PUBLIC FACILITIES
The following services are provided by Carpinteria Valley Water District for water services and
Carpinteria Sanitary District for wastewater services. A summary is provided here, a greater
discussion of these services and operation can be found under the respective Agency Profiles.
Water Supply
The Carpinteria Valley Water District’s water supply consists of surface water supplies from the
Cachuma Project, surface water from the State Water Project (SWP), and groundwater from the
Carpinteria Groundwater Basin.
Water Treatment System
The Carpinteria Valley Water District relies on the City of Santa Barbara to treat surface water
arriving from Lake Cachuma at the Cater Treatment Plant. SWP water is delivered to Lake
Cachuma where is it stored when purchased by the District. There are two water treatment plants
(WTPs) along the South Coast Conduit (SCC): Corona Del Mar and Cater.
Water Distribution
The Carpinteria Valley Water District owns and operates a total of 88.8 miles of distribution
pipelines.
Wastewater Collection System
The Carpinteria Sanitary District sanitation system is comprised of approximately 46 miles of
sewer collection system pipelines of varying sizes and ages, 850 manholes, and 8 pump stations.
Wastewater Treatment System
The wastewater treatment system· consists of pretreatment, screening, grit removal, primary
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CHAPTER THREE: AA. CITY OF CARPINTERIA
sedimentation, aerated activated sludge tanks, secondary sedimentation, chlorination, and
dechlorination. The wastewater treatment plant is capable of treating up to 2.5 million gallons of
wastewater per day, on average. Currently, the average dry weather flow (ADWF) is
approximately 1.6 million gallons per day (MGD), which represents 64% of permitted capacity.
Disposal
After treatment, wastewater is discharged to Pacific Ocean via dedicated outfall to Carpinteria
Creek under the Carpinteria Sanitary District’s NPDES permit.
Storm Drainage
The City’s stormwater drainage system is comprised approximately 30 miles of storm drains,
which includes approximately 350 drainage inlets. The City maintains a storm drain asset
inventory and condition assessment program as part of its NPDES Phase II small MS4 permit. The
City’s Storm Drainage Master Plan was last updated in 2009.
The City is currently designing a flood mitigation project for the eastern portion of Via Real and
Poplar Street. Design work will be completed soon, and the City plans to hold a public meeting
in March to present design details. The City prepared a Sea-Level Rise Vulnerability Assessment
and Dune and Shoreline Management Plan, respectively, in order to address coastal flooding and
storm wave attacks.
Generally, utility infrastructure is largely set back from the coastline. The nearest sewer pipes,
water mains, electrical mains, and natural gas pipelines are located along Avenue Del Mar in
Reach 1 and Sandyland Road in Reach 2. Drop inlets, hydrants, and manholes are distributed
throughout the Beach Neighborhood in Reach 2, though none are present west of Sandyland
Road. Utility infrastructure along the coastline in Reaches 3 and 4 exists primarily along Fourth
Street northeast of the campground areas. Implementation of a living shoreline along any of the
four reaches is not anticipated to substantially affect utility infrastructure, as the infrastructure
exists inland from the beach. Every winter, the City implements a temporary winter protection
berm located along the entire length of Carpinteria City Beach between Linden Avenue and the
western limits of the City along the coastline. The berm consists of approximately 13,200 cy of
sand, stretching for 1,440 linear feet between Linden and Ash Avenues. The City created
Assessment District No. 5 to fund the Winter Protection Berm Program through Resolution
Number 3061 on December 14, 1992.
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CHAPTER THREE: AA. CITY OF CARPINTERIA
City of Carpinteria
Incorporation, Revenues, Attributes, Types of Service, and Resources
Attributes
City Limits (est. square miles) 2.6
Population (2020 estimated) 13,264
Assessed Valuation (FY 21-22: Includes City only) $2,855,728,429
None (Utilizes CSD)
Number of Treatment Plants
Regular Financial Audits Every Year
Average Annual Revenue Per Capita (FY 20-21) $1,366
Average Portion of County 1% Property Tax Received 9¢/$1
Ending General Fund Balance (June 2021) $12,274,965
Change in General Fund Balance (from June 2016 to June 2021) 29%
Total Fund Balance/Annual Revenue Total (FY 20-21) 67%
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
Collection -
Treatment -
Disposal -
Recycled -
Other X
Total Staffing
Personnel Per 1,000
population
Full time Operators 0 0
Emergency Operators 0 0
Administrative Personnel 0 0
Other City Staff 39 2.9
The City of Carpinteria is provided water and wastewater services by the
Carpinteria Valley Water District and Carpinteria Sanitary District. The
City has a total of 39 permanent FTE employees.
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CHAPTER THREE: AA. CITY OF CARPINTERIA
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
Plant Manager (0) n/a n/a
Operator Supervisor (0) n/a n/a
Operator III (0) n/a n/a
Operator II (0) n/a n/a
Operator I (0) n/a n/a
Administrative Personnel (0) n/a n/a
Other City Staff n/a n/a
Water & Wastewater Capacity
The Carpinteria Valley Water
The City of Carpinteria receives water services from Carpinteria District’s service area’s maximum
Valley Water District and wastewater services from Carpinteria daily capacity of water to the
Treatment Facility for treatment
Sanitary District. Carpinteria Valley Water District receives and distribution is delivered from
the City of Santa Barbra Cater
water treated by the City of Santa Barbara Cater Plant with a
facility of 37 million gallons per day.
permitted capacity of 37 mgd. The District groundwater is
Carpinteria Sanitary District’s
approximately 2,839 AFY, while the long-term average will be service area’s maximum daily
capacity to convey wastewater to
approximately 1,200 AFY. Carpinteria Sanitary District has a
the Treatment Facility for
permitted treatment capacity of 2.5 mgd. treatment and disposal is 2.5 million
gallons
System Demands
The estimated average annual water
Carpinteria Valley Water District’s service area’s average annual generated during the report period
among Carpinteria Valley Water
water demand generated for treatment and distribution is
District users in the service area has
approximately 1.3 billion gallons per year, or 4,105 afy. It also been 1.3 billion gallons per year.
translates over the report period to an estimated 196 gallons per
day, or 74 gpcd for each person; it also translates to 300 thousand
The estimated average annual
gallons for every service connection. wastewater flows generated during
the report period among
Carpinteria Sanitary District users
in the service area has 1.143 million
Carpinteria Sanitary District’s service area’s average annual gallons per day.
wastewater collection demand generated approximately 1.143 mill ion gallons per day. It also
translates over the report period to an estimated 142 gallons per day for each occupied housing
unit; it also translates to 167.4 gallons for every service connection.
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CHAPTER THREE: AA. CITY OF CARPINTERIA
Service Performance
Carpinteria Valley Water District service area’s average annual LAFCO estimates Carpinteria
Valley Water District is presently
water demand generated during the report period for subsequent
operating at 72% capacity within
treatment and distribution has been approximately 4,105 afy. its service area in Carpinteria
Valley. Carpinteria Sanitary
LAFCO estimates this amount represents approximately 72% of
District is presently operating at
permitted supplies. Carpinteria Sanitary District service area’s 46% capacity within its service
area. (This estimate includes
average annual wastewater collection demand generated for
service agreements outside of its
subsequent treatment and disposal at the Treatment Plant service boundary.
Facility has been approximately 1.2 million gallons a day over the last three years. LAFCO
estimates this figure represents 46% of permitted capacity.
The City of Carpinteria does not provide water, or
Carpinteria Snapshot: FY2022
wastewater service, however the City does provide
Planning Reports Year Updated
stormwater services to its constituents directly and
General Plan/ LCP 2021
plans for them in various planning documents,
Shoreline Mgmt. Plan 2022
including the Dune and Shoreline Management Plan Capital Improvement Plan annually
Rate Study 2021
adopted in 2022, Capital Improvement Plan, and
Climate Plan N/A
participation in County-wide Integrated Stormwater
Sea Level Rise 2019
Management Plan updated in 2019. The City’s General Integrated Stormwater 2019
Plan
Plan/Local Coastal Plan, which was last updated in
2021 contains Land Use, Public Facility, and Safety
Elements.
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.
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CHAPTER THREE: AA. CITY OF CARPINTERIA
Incorporation, Revenues, Attributes, Types of Service, and Resources
City Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Property tax $4,686,335 21.3% $4,939,368 27.0%
Sales tax $4,714,243 21.5% $5,271,570 28.7%
TOT tax $2,023,128 9.2% $2,209,191 12.0%
Franchise fees $757,307 3.5% $689,056 3.8%
Other revenue $4,442,528 20.2% $538,381 3.0%
Fines & Forfeits $75,501 0.3% $58,649 0.3%
Charges for services $1,216,121 5.5% $1,854,567 10.1%
Grants & contributions $3,424,354 15.6% $2,688,352 14.6%
Use of Money $627,348 2.9% $82,559 0.5%
Revenue total $21,966,865 100.0% $18,372,852 100.0%
Fiscal Indicators
Select fiscal indicators are shown graphically on the next page. Over the past three fiscal years, the
City’s expenditures have decreased in comparison to its revenues. The decrease in revenue was
primarily due to reduction in other 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
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
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CITY OF CARPINTERIA
Charges for Services This indicator addresses the extent to which charges for
service covered expenses. Charges for Services is the primary
2 funding source for enterprise funds. Represented below a
ratio of one or higher indicates that the service is self-
supporting
1.5
1
0.5
0
2016-17 2017-18 2018-19 2019-20 2020-21
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
2016 $ 12,748,048 $ 12,383,606 1.0
2017 $ 13,223,323 $ 12,980,190 1.0
0.5 2018 $ 14,732,424 $ 14,547,321 1.0
2019 $ 16,370,826 $ 14,305,905 1.1
0 2020 $ 21,966,865 $ 15,131,622 1.4
2021 $ 18,372,852 $ 14,511,577 1.2
2016 2017 2018 2019 2020 2021
Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2018 2019 2020 2021 Trend
Funded ratio (plan assets as a % of plan liabilities) 73.3% 75.3% 75.2% 75.1%
Net liability, pension (plan liabilities - plan assets) $ 7,595,683 $ 7,510,128 $ 8,100,834 $ 8,749,282
Other Post-Employment Benefits (OPEB)
Funded ratio (plan assets as a % of plan liabilities) 0%
2021 year of OPEB reporting
Net liability, OPEB (plan liabilities - plan assets) $ 1,701,229
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.
844 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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Coverage of Net Post-Employment Liabilities
25 0.6
20 0.5
0.4
15
0.3
10
0.2
5 0.1
0 0
2016 2017 2018 2019 2020 2021
2016 2017 2018 2019 2020 2021
Agency Assets (other than capital) $16,714,354 $17,725,225 $17,809,816 $20,423,058 $20,772,022 $23,288,645
Net Liabilities (pension & OPEB) $5,134,179 $6,617,331 $9,872,130 $9,009,227 $9,742,317 $10,450,511
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CHAPTER THREE: AA. CITY OF CARPINTERIA
Pension Obligations and Payments
The City participates in the CalPERS provided retirement, disability and death benefits.
Retirement benefits are defined as 2.7 percent of the employees final 12 months average
compensation times the employee’s years of service (2.0 percent for safety employees). The public
safety plan is closed to new entrants. In 2017 the City adopted a Five-Year Financial Plan that
quantified revenue shortfalls. In 2018, the City took several actions to implement the plan
including creating a Revenue Policy change, establishing a Pension Trust Fund and requesting
voter approval of a revenue increase.
For the measurement period ending June 30, 2020 (the measurement date), the average active
employee contribution rate to the PERF-C cost sharing plan ranged from 2 percent to 15.25
percent of annual pay, and the employer contribution rates ranged from 6.9 percent to 11.82
percent. Contributions (employer) to the plans were $783,279 for the fiscal year ended June 30,
2021.
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, 2021, the following employees were covered
by the benefit terms:
- Retired employees – 12
- Active employees – 32
Enterprise Funding
The District budget includes stormwater services for Fund #53 & #51 Program 451. In FY
2020/2021, the City’s actual budget expense was $123,810 and increased that to $171,500 for FY
2021/2022. 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.
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CHAPTER THREE: AA. CITY OF CARPINTERIA
Stormwater-Expenditure
0.6 FB 0.9
0.85%
0.5 0.8
0.7
0.4
0.6
0.3
0.47% 0.47% 0.5
0.2
0.4
0.37%
0.1
Stormwater 0.3
0
0.2
2016 2017 2018 2019 2020 2021
-0.1 0.13% 0.13% 0.1
FB
-0.2 0
Asset Maintenance and Repair
The City’s fiscal year budgets include the Street Maintenance Program, Right-of-Way
Maintenance Program, and Park and Public Facilities Maintenance Program. The City follows a
long-standing practice of subsidizing maintenance and services with General funds as respective
fund balances are depleted and expenses continue to outpace revenues. The Park Maintenance
($448,500), Right-of-Way Assessment District ($284,550), and Recreation Services funds
($925,700) require increasing support totaling $1,658,750 in FY 2021-22.
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 and
identifies capital projects in the following categories:
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CHAPTER THREE: AA. CITY OF CARPINTERIA
CIP Categories
• Alternative Transportation (AT)
• General Facilities (GF)
• Highway Interchanges and Bridges (HI)
• Parking Facilities (P)
• Parks and Recreation Facilities (PR)
• Storm Drain Facilities (SD)
• Streets and Thoroughfares (ST)
• Traffic Control Facilities (TC)
Alternative Transportation (AT) capital projects generally include pedestrian and bicycle
improvements. General Facilities (GF) capital projects generally include building and site
improvements. Highway Interchanges and Bridges (HI) capital projects generally include
highway interchange, vehicular bridge, pedestrian bridge, and overcrossing improvements.
Parking Facilities (P) capital projects generally include on-street and off-street parking
improvements. Parks and Recreation Facilities (PR) capital projects generally include park and
recreation facility improvements. Storm Drain Facilities (SD) capital projects generally include
drainage and stormwater quality improvements. Streets and Thoroughfares (ST) capital projects
generally include street and roadway improvements. Traffic Control Facilities (TC) capital
projects generally include traffic control device improvements.
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
work completed or may even have had partial construction completed 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 22-23 are listed below.
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CHAPTER THREE: AA. CITY OF CARPINTERIA
Projects that are budgeted for Fiscal Year 2022/2023 include:
Franklin Creek Trail Improvement Project ($297,100)
Rincon Multi-Use Trail Project ($826,300)
Linden Avenue Improvements Project- Carpinteria Avenue and Linden Avenue Overcrossing
($270,300)
City Hall Storage Project ($494,000)
City Hall Solar Energy Generation and Storage Project ($409,250)
Carpinteria Avenue Bridge Replacement Project ($21,000)
Former Venoco Oil Pipeline 0470 Abandon Project ($475,000)
Playground Equipment Replacements Project ($250,000)
Lifeguard Tower Replacement Project ($125,000)
Community Farm Project ($300,000)
Carpinteria Skate Park Project ($2,146,000)
Bluffs II Trail Project ($390,600)
Bluffs III Park Project ($575,000)
Concha Park Project ($570,000)
Dune and Shoreline Management Plan ($115,000)
East Via Real Stormwater Project ($1,569,700)
Highway 101 Carpinteria to Santa Barbara Phase 4A Project ($26,300)
2022 Pavement Rehabilitation Project ($970,000)
2022 Pavement Maintenance Project ($800,000)
Carpinteria Avenue and Palm Avenue Intersection Improvements Project ($354,000)
Carpinteria High School Area Crosswalk Safety Improvements Project ($604,750)
Long-term Liabilities and Debts
The City retired in FY 2018 all remaining 1993 Certificate of Participation debt and has no long-
term debt outstanding at year end.
Opportunities for Shared Facilities
Through lease agreements with the County, the City and County cooperate concerning shared
use and management of public facilities at City Hall (South Coast Substation of the Sheriff’s
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CHAPTER THREE: AA. CITY OF CARPINTERIA
Office) and the Veterans Memorial Building at 941 Walnut (Public Health Clinic, Library and
meeting room/event space). The City and the Santa Barbara Metropolitan Transit District
(SBMTD) have an agreement concerning Shuttle Services in the City that includes permitting
MTD to establish storage and charging facilities at City Hall and for SBMTD employees to park
at the City Hall campus (Seaside Shuttle Services are currently suspended and the City and MTD
have initiated discussions about the future of the service). The City also permits County Fire and
Public Works to park agency vehicles at City Hall in order to reduce employee commuting.
Rate Structure
Development Impact Fees for the City were last updated and adopted by the City Council in June
2021. The rates are based on a Resolution No. 5750 established by the City in 2017.
Storm Drain Facilities Fees (Effective July 1, 2021)
Storm Drain Facilities
Single-family $4,137.56
Multi-family $1,033.93
Congregate Care $1,033.93
Accessory Dwelling Unit 2 $1,862.17
Commercial per gross sq. ft. $0.87
Industrial per gross sq. ft. $0.62
2) Accessory dwelling units should be charged storm drain fee when construction of unit increases
impervious surface. No storm drain fee charged if unit created within existing building footprint
ORGANIZATION
Governance
Cities are authorized to provide all municipal services. The City operates in accordance with the
general laws codified under Government Code Sections 34000. The City Council is a five-member
body, and Council members are elected by district (beginning 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.
LAFCO of Santa Barbara County 849
CHAPTER THREE: AA. CITY OF CARPINTERIA
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 39 full-time positions and
45 part time and part time seasonal positions that manage the following professional and
technical municipal services: Road Maintenance and Transportation Planning, Parking &
Lighting, Stormwater Management, Engineering, Solid Waste, Planning, Land Use, Building &
Safety, Parks, Recreation & Facilities, Administration and Finance. The City of Carpinteria
receives Fire Protection services through the Carpinteria-Summerland Fire Protection District
and Police services through contract with the County of Santa Barbara 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 15
Natalia Alarcon Vice Mayor Non-Profit Mgmt. 1
Wade Nomura Council Member Landscape/Design 9
Contractor
Mónica Solórzano Council Member District 1 Policy Analyst 2 mo
Roy Lee Council Member District 3 Small Business 3
Owner
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
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CHAPTER THREE: AA. CITY OF CARPINTERIA
website requirements.
City of Carpinteria Website Checklist
website accessed 7/25/22 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.
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CHAPTER THREE: AA. CITY OF CARPINTERIA
Survey Results
The table below includes a list of questions asked of area residents to assess if satisfactory water,
wastewater, and stormwater 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 - - -
water, wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment - - -
provided with the level of water, wastewater,
or stormwater 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.
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BB. 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
Floodplain Admin: Charlie Ebeling
SUMMARY
The City’s boundaries cover a total of 7.85 square miles and include an estimated 32,142 residents.
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 $1,518 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 no plans to expand this area are currently
being discussed.
BACKGROUND
The City of Goleta was incorporated on February 1, 2002. The City operates pursuant to the
general laws codified under Government Code Sections 34000. The City is located in the Goleta
Valley part of the south coast of Santa Barbara County. The City is governed by a five‐member
City Council. The Mayor is directly elected and 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. District elections will start with a staggered
approach. Only Districts 1 and 2 will have elections in 2022. Districts 3 and 4 will have elections
in 2024. It has a City Manager form of government and is a contract City.
The City of Goleta overlaps the County of Santa Barbara Fire Protection District, Cachuma RCD,
Embarcadero Municipal Improvement District, Goleta Sanitary District, Goleta Water District,
Goleta West Sanitary District, Santa Barbara Mosquito and Vector Control District, Santa
Barbara Metropolitan Transit District, County Service Area 3 (Goleta Valley), County Flood
Control & Water Agency, and Goleta Cemetery District.
LAFCO 853
of Santa Barbara County
CHAPTER THREE: BB. CITY OF GOLETA
854 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: BB. CITY OF GOLETA
OPERATIONS
The City of Goleta 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. A greater discussion of these services and
operation can be found under the respective Agency Profiles.
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.
OPPORTUNITIES & CHALLENGES
The City has shown resourcefulness in providing services. The City has worked with the County
of Santa Barbara and the City of Santa Barbara to forge relationships to improve service and reduce
costs. Like many smaller California municipalities, the City can struggle with shortages in general
fund revenue to meet community needs. Additionally, the City of Goleta’s primary revenue
streams are also unique in comparison to most cities, due to its revenue sharing agreement with
Santa Barbara County, known as the Revenue Neutrality Agreement (RNA). The geographic
proximity and socioeconomic similarities with Santa Barbara may be a viable opportunity to share
and/or combine resources in delivering services within their respective jurisdictions.
Additional challenges include increased funding needs for pavement maintenance, facility and
park maintenance, implementation of master plan documents, new programs and departments,
additional personnel, capital improvement projects, retiree health care liabilities, rising pension
costs, and public safety contract costs. The City’s net operating revenues will continue to be
restricted under the RNA entered into with the County as part of the City’s incorporation, which
requires property tax revenue and sales tax sharing in perpetuity. The City will face an ongoing
challenge as the City is required to rely heavily on volatile revenue sources such as transient
occupancy tax.
Governance Structure Options
The City of Goleta receives water and wastewater services from the surrounding special district.
Greater discussion regarding governance options can be found in the respective Agency Profile.
LAFCO of Santa Barbara County 855
CHAPTER THREE: BB. CITY OF GOLETA
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 City has established partnerships with Santa Barbara County’s Project Clean
Water and Santa Barbara Channelkeeper (SBCK). SBCK Stream Team citizen science program
(Stream Team) conducts monthly water monitoring. Data collected by the Stream Team is
evaluated on an ongoing basis to inform important pollution prevention programs and water
resource management decisions. There are 25 monitoring sites that are sampled by the Stream
Team within City creeks on a monthly basis.
In addition to the monthly SBCK data, the City also collects dry weather flow sampling. This
sampling is conducted in order to further help evaluate potential non‐stormwater sources of dry
weather flows and pollution. Additionally, the City of Goleta participates in a regional monitoring
program, where sampling is conducted during rain events. The purpose of this is to evaluate
pollutant loads in different land use areas (industrial, residential, etc.) during rain events. 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 made its way to
our 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, 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.
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CHAPTER THREE: BB. CITY OF GOLETA
SPHERE OF INFLUENCE & BOUNDARIES
The City of Goleta has no Sphere of Influence (SOI) beyond City boundaries. The City’s SOI is
considered coterminous. The City did not request expansion to their Sphere of Influence as part
of this Municipal Service Review. No significant projects have been identified that would require
City services at this time. Subsequent municipal service review reports will continue to monitor
the City’s need to expand their Sphere of Influence. A map of the City’s Sphere of Influence and
boundaries can be seen at the beginning of this profile.
The City’s General Plan has identified a Goleta Planning Area that extends from the western
Sphere of Influence boundary of the City of Santa Barbara in the east to the westernmost boundary
of the service area of the Goleta Water District at the El Capitan area to the west. The purpose
was to identify possible areas for future service delivery and boundary expansion by the City and
to influence the amount and character of land use change and development in nearby areas of the
Goleta Valley that may result in impacts inside the City.
BOUNDARIES
Jurisdictional Boundary
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 4,052 100.0% 10,146 22,667
Totals 4,052 100.0% 10,146 22,667
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 4,052 100.0% 10,146 22,667
Totals 4,052 100.0% 10,146 22,667
Total assessed value (land and structure) is set at $8.3 billion as of April 2022, and translates to a
per acre value ratio of $2.0 million. The gross assessed amount further represents a per capita value
LAFCO of Santa Barbara County 857
CHAPTER THREE: BB. CITY OF GOLETA
of $259,365 based on the estimated service population of 32,142. City of Goleta receives
approximately $8.7 million in annual property tax revenue for fiscal year end 2022 generated
within its jurisdictional boundary and operates the general fund for services.
The jurisdictional boundary is currently divided into 10,146 legal
Close to 49‐50 of the
parcels and spans 4,052 acres with the remaining jurisdictional
jurisdictional boundary is under
acreage totaling 1,023 acres consists of public right‐of‐ways. Most private ownership, and of this
amount approximately one‐half
of the City or 98% of the parcel acreage is under private ownership
has been developed.
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 84 vacant parcels that collectively total 100
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 to air quality indicators, unemployment, poverty, impaired waters, and
children’s lead risk from housing.
City of Goleta
Incorporation, Revenues, Attributes, Types of Service, and Resources
City Incorporation and Duties
Incorporation Date February 1, 2002
General Law pursuant to Article XI of the
Legal Authority
California Constitution, Sections 34000 et seq.
Directly elected Mayor and four‐member City Council
Mayor & Council Members
elected by district.
Agency Duties General Government, Economic Development, General
Services, Finance, Emergency Services, Business Licensing,
Street Maintenance and Transportation Planning,
Bikeways, Parks and Open Space Maintenance, Capital
Improvement Program, Street Lighting, Stormwater
Management, Engineering, Solid Waste, Planning, Land
Use, Building & Safety, Code Compliance, Sustainability,
Housing, Recreation & Parks, Administration, and Library
Services. The City of Goleta receives water through the
Goleta Water District and sewer services through Goleta
West and Goleta Sanitary Districts.
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CHAPTER THREE: BB. CITY OF GOLETA
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. 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.
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.
LAFCO of Santa Barbara County 859
CHAPTER THREE: BB. CITY OF GOLETA
Table BB‐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 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Goleta was $98,035 in 2022, which does not qualify the community as a
disadvantaged community. In addition, review of the State DAC Mapping Tool and
CalEnviroScreen 4.0, the CalEPA tool for designating disadvantaged communities, was used to
verify disadvantaged status with other applications of the definition. CalEnviroScreen is a
screening tool used to help identify communities disproportionately burdened by multiple
sources of pollution and with population characteristics that make them more sensitive to
pollution. The County prepared an update to its Integrated Regional Water Management Plan in
2019. This was in part for the purposes of grants for the Central Coast Funding Area for which a
disadvantaged communities’ assessment was conducted based on requirements for water and
wastewater needs or deficiency within a service area. The Environmental Protection Agency
(EPA) has developed an Environmental Justice Screening and Mapping Tool Version 2.0
(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. 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
because in May of 2022, the Old Town area, as part of the larger Census tract including properties
in the City of Goleta and County, was designated as a disadvantaged community by CalEPA.
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CHAPTER THREE: BB. CITY OF GOLETA
SERVICES
Overview
The Environmental Services Division, the City of Goleta’s Stormwater subdivision is responsible
for ensuring Goleta’s clean watersheds, thriving habitats, and clean communities. The primary
goal of the Stormwater subdivision is to prevent pollution. Stormwater pollution is urban runoff
water that has picked up pollutants as it flows through the storm drain system–a network of
channels, gutters and pipes that collect runoff from city streets, neighborhoods, agriculture,
construction sites and parking lots–and empties directly into local waterways. The City employs
a number of strategies to prevent and clean watershed which include, a street sweeping program,
a mutt mitt program, creek cleanups, and facility maintenance including stormwater
infrastructure and illicit discharge detection and reporting.
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.
WATER & WASTEWATER INFRASTRUCTURE AND PUBLIC
FACILITIES
Water Supply
The Goleta Water District water supply consist of four distinct water sources – Lake Cachuma,
the Goleta Groundwater Basin, recycled water, and imported water from the State Water Project.
The District has approximately 16,500 AFY of water available for the service area in an average
year and access to additional groundwater and State Water under certain circumstances.
Treatment System
Goleta Water District provides complex treatment and distribution system that includes over 270
miles of pipeline, nine active groundwater wells, a state‐of‐the‐art water treatment plant, nine
reservoirs and a host of other critical water transmission and distribution facilities. Cachuma
supplies are delivered to the Goleta Valley through the Tecolote Tunnel and the South Coast
Conduit and treated at the District Corona Del Mar Water Treatment Plant.
Distribution
The water system is comprised of approximately 270 miles of pipeline to provide water.
LAFCO of Santa Barbara County 861
CHAPTER THREE: BB. CITY OF GOLETA
Collection System
The Goleta Sanitary District (GSD) and Goleta West Sanitary District (GWSD) provide
wastewater collection, treatment, and disposal services. The GSD sanitation system is comprised
of approximately 132 miles of sewer collection system pipelines of varying sizes from 6‐inch to 36‐
inch diameter and ages, 1,000 manholes, and two (2) lift stations. There is a total of 2,300 linear
feet of pressurized force main pipe from these two lift stations, 2,000’ of which was installed in
2010. The GWSD sanitation system is comprised of approximately 66 miles of sewer collection
system pipelines of varying sizes and ages, 1,440 manholes, and two (2) lift stations. One (1)
remote lift station, one (1) primary pump station to pump effluent to the Goleta Sanitary District
treatment plant.
Treatment System
The Goleta Sanitary District WWTP was originally constructed in 1944 and located on 12 acres
of District‐owned land. The regional treatment plan is designed to serve about 19,704 ERU’s or
about 97,000 people. The district’s collection system serves about 11,823 equivalent residential
units (ERU), representing a population of about 55,000. As a regional treatment facility, the
Goleta Sanitary District's combined service area includes most of the Goleta Valley. The areas the
District provides wastewater treatment for (but are collected separately) include the homes and
businesses within the Goleta West Sanitary District, the University of California, Santa Barbara,
the community of Isla Vista, part of the County of Santa Barbara, and the City of Santa Barbara's
Municipal Airport. The total areas combined have a population of about 80,000. The GSD
treatment plant has a capacity of 9.7 million gallons per day (based on average daily flow) but is
currently limited to a permitted discharge of 7.64 million gallons per day. The reclamation facility
is designed to treat up to 3.3 million gallons per day of secondary effluent to tertiary standards.
The treatment facility flow capacity allocations as follows:
• GSD: 47.87%
• GWSD: 40.78%
• UCSB: 7.09%
• City of Santa Barbara: 2.84%
• Santa Barbara County: 1.42%
Disposal
The Goleta Sanitary District produces recycled water at its wastewater reclamation plant that is
then land‐applied or used for irrigation purposes. Biosolids are hauled off‐site to King County for
composing processing and beneficial use. Discharge is then sent to ocean outfall 5,800 feet
offshore.
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CHAPTER THREE: BB. CITY OF GOLETA
GWD has been serving recycled water to customers since 1995. In 2020, the Goleta Wastewater
Treatment Plant produced 4,930 AF of secondary treated effluen t. The recycled water production
capacity at the plant operated by Goleta Sanitary District (GSD) is approximately 3,300 AFY
based upon the tertiary treatment plant capacity of 3.0 million gallons per day (MGD). The ability
to fully utilize recycled water, however, is limited by outdoor irrigation recycled water demand
patterns. While storage is available to address daily needs, storage is not available to address
seasonal variability in irrigation demand between the wet winter months and dry summer
months. Currently GWD is delivering approximately 785 AFY to customers, and would require
additional infrastructure to deliver recycled water more than 1,150 AFY.
Stormwater
The City’s stormwater system is comprised of over 1,000 inlets and outlets, that are constantly
inspected and maintained. Storm drains are prioritized for cleanup based on inspection ratings.
Maintenance includes procurement of contractors for storm drain cleanout and repairs, although
City staff performs minor cleanout and repairs, including updating inlet placards utilizing 1.5
employees. Maintenance for storm drain cleanout ranges widely depending on precipitation and
the need for major maintenance. Contractor costs averaged around $1,000/yr from 2017‐2019; over
$11,000 in 2020, and roughly $2K/year since.
Storm Drain Infrastructure (No Drainage Catchments)
LAFCO of Santa Barbara County 863
CHAPTER THREE: BB. CITY OF GOLETA
A list of assets include:
Type Count
Maintenance Holes 587
Inlets 783
Outlets 285
Drainage Pipe 1412
Ditches 275
Note that not all underground drainage pipe has recently been field verified, and this table likely underrepresents the
City drainage pipe infrastructure.
City of Goleta
Incorporation, Revenues, Attributes, Types of Service, and Resources
Attributes
City Limits (est. square miles) 7.85
Population (2020 estimated) 32,142
Assessed Property Tax Valuation (FY 21‐22: Includes City only) $8,655,521
Total Assessed Valuation (FY 21‐22) 9,040,334,496
Treatment provided by
Number of Treatment Plants
Goleta Water &
Sanitary
Regular Financial Audits Every Year
Average Annual Revenue (All Funds) Per Capita (FY 21‐22) $1,526
Average Annual Revenue (General Fund) Per Capita (FY 21‐22) $964
Average Portion of County 1% Property Tax Received 5¢/$1
Ending General Fund Balance (June 2021) $32,792,658
Ending Balance All Funds (June 2021) $70,346,307
Change in General Fund Balance (from June 2016 to June 2021) 84.2%
Change in All Funds (from June 2016 to June 2021) 54.6%
General Fund Balance/Annual Revenue Total (FY 20‐21) 106%
General Fund Balance/Annual Revenue Total (FY 21‐22 Unaudited) 105%
Total Fund Balance/Annual Revenue Total (FY 20‐21) 143%
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.
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CHAPTER THREE: BB. CITY OF GOLETA
Types of Services
Collection ‐
Treatment ‐
Disposal ‐
Recycled ‐
Other X
City of Goleta
Formation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant, Booster, & Lift Stations
Address Acquired/Built Condition Size
N/A n/a n/a n/a
Total Staffing
Personnel Per 1,000
population
Full time Operators 0 0
Emergency Operators 0 0
Administrative Personnel 0 0
Other City Staff 146 4.56
The City of Goleta is provided water and wastewater services by the Goleta Water District,
Goleta West Sanitary District, and Goleta Sanitary District. The City has a total of 146
permanent FTE employees.
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
Plant Manager (0) n/a n/a
Operator Supervisor (0) n/a n/a
Operator I (0) n/a n/a
Operator II (0) n/a n/a
Operator III (0) n/a n/a
Administrative Personnel (0) n/a n/a
Other City Staff n/a n/a
LAFCO of Santa Barbara County 865
CHAPTER THREE: BB. CITY OF GOLETA
Water & Wastewater Capacity
The City of Goleta receives water services from Goleta Water The Goleta Water and Sanitary
service area’s maximum daily
District and wastewater services from Goleta West and Goleta capacity to convey water and
wastewater to the Treatment
Sanitary District. Goleta Water District has approximately
Facility for treatment is 5.0 million
16,244 AFY of water available for the service area in an average gallons per day for water and
disposal is 9.7 million gallons.
year and access to additional groundwater and State Water
Approximately, 16,244 afy of water
under certain circumstances. The District’s groundwater wells is available.
can currently produce 3.6 million gallons per day, which
corresponds to approximately 4,000 acre‐feet per year.
Goleta Sanitary District has a permitted treatment capacity of 9.7 million gallons per day (based
on average daily flow) but is currently limited to a permitted discharge of 7.64 million gallons per
day pursuant to a National Pollutant Discharge Elimination System (NPDES) permit. The
reclamation facility is designed to treat up to 3.3 million gallons per day. Goleta West Sanitary
District has 40.78% or 3.12 mgd of the Goleta Sanitary District’s permitted treatment capacity of
9.7 million gallons per day.
System Demands
The average annual water generated
Goleta Water District’s service area’s average annual water during the report period among
Goleta Water users in the service
demand generated for treatment and distribution is
area has been 3.29 billion gallons.
approximately 3.29 billion gallons per year, or 10,100 afy. It also
translates over the report period to an estimated 90 gallons per
The estimated average annual
day, or 98.6 gpcd for each person; it also translates to 193 wastewater flows generated during
thousand gallons for every service connection. the report period among Goleta
Sanitary users in the service area has
been 4.9 million gallons per day.
Goleta Sanitary District’s service area’s average annual wastewater collection demand generated
approximately 4.9 million gallons per day, which equates to 11,823 equivalent residential units
(ERU). It also translates over the report period to an estimated 203 gallons per day for each
occupied housing unit; it also translates to 395.6 gallons for every service connection. Goleta
West Sanitary District’s service area’s average annual wastewater collection demand generated
approximately 1.7 million gallons per day. It also translates over the report period to an estimated
184 gallons per day.
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CHAPTER THREE: BB. CITY OF GOLETA
Service Performance
Goleta Water District’s service area’s average annual water LAFCO estimates Goleta Water is
presently operating at 79% capacity
demand generated during the report period for subsequent
within its service area in Goleta
treatment and distribution has been approximately 10,100 afy. Of Valley. Goleta Sanitary is presently
operating at 64% capacity within its
this amount, it is estimated by LAFCO this represents 79% of
service area. Goleta West Sanitary
permitted anticipated reliable supplies. Goleta Sanitary is presently operating at 54%
capacity within its service area
District’s service area’s average annual wastewater collection
(This estimate includes service
demand generated for subsequent treatment and disposal at the agreements outside of service
providers service boundary.
Treatment Plant Facility has been approximately 4.9 million
gallons a day over the last three years. Of this amount, it is estimated by LAFCO this represents
64% of permitted capacity. Goleta West Sanitary District’s service area’s average annual
wastewater collection demand generated for subsequent treatment and disposal at the Treatment
Plant Facility has been approximately 1.7 million gallons a day. Of this amount, it is estimated by
LAFCO this represents 54% of permitted capacity.
The City of Goleta does not provide water, wastewater,
Goleta Snapshot: FY2022
however they do provide stormwater services to its
Planning Reports Year Updated
constituents directly and plans for them in various
General Plan 2021
planning documents, Capital Improvement Plan, and
Stormwater System Plan None
participation in County‐wide Integrated Stormwater Capital Improvement Plan annually
Management Plan updated in 2019. The City’s General Rate Study 2021
Climate Plan 2014
Plan, which was last updated in 2021, contains a Land
Integrated Stormwater 2019
Use, Public Facility, and Safety Elements. The City Plan
adopted a Climate Action Plan in 2014, Vulnerability
resolution in 2015, and Energy Efficiency Plan in 2012.
FINANCES
The City prepares a two‐year budget plan and annually updates and adopts the budget. The
second year of the two‐year budget plan is known as the mid‐cycle budget. Included in the budget
plan is an updated five‐year forecast for the General Fund and five‐year Capital Improvement
Program. The City Council receives an update on revenue and expenditure activity of the adopted
budget each quarter. Annual financial statements are then prepared after the City’s year‐end
which is June 30 and undergoes an independent audit. Results of the audit, along with the audited
financial statements, required supplementary information and statistical data are then presented
in a document called the Comprehensive Annual Financial Report and reports on the City’s
financial position on June 30. These documents, include details and financial data for each of its
government activities.
LAFCO of Santa Barbara County 867
CHAPTER THREE: BB. CITY OF GOLETA
Revenue Neutrality Agreement.
As part of the City’s incorporation process in 2002, the City of Goleta and the County of Santa
Barbara entered into a Revenue Neutrality Agreement (RNA). This agreement included shared
tax revenues over the first ten full fiscal years, known as the mitigation period, and tax revenue
sharing in perpetuity. The mitigation period concluded June 30, 2012, and included three primary
City revenue sources:
1. 50% of the property tax that would otherwise accrues to the County under the provisions of
Government Code 56815
2. City Bradley‐Burns retail sales tax – 50% for the first ten years of the RNA and 30% thereafter
3. 40% of the City’s Transient Occupancy Tax (TOT) for the first ten years of the RNA.
The tax revenue sharing in perpetuity includes the City continuing to allocate 50% of the City’s
portion of property tax and 30% of the City’s portion of the 1% retail sales tax to the County.
Taken as a whole, the City generated approximately $6.5 million in revenues that were received
by the County of Santa Barbara in FY 19/20 in accordance with the RNA. The RNA revenues to
the County were projected at $6.6 million in FY 20/21. The total contribution since City
incorporation is estimated at approximately $129.1 million by June 30, 2021.
While the City has successfully adopted a balanced budget over the years and maintain prudent
reserves with the RNA in place, the City’s net operating revenues will continue to be restricted.
The City will face an ongoing challenge as the City is required to rely heavily on volatile revenue
sources particularly impacted by the pandemic, as costs continue to rise, and new services or
programs are considered.
The following table on the next page summarizes the City’s revenues for all funds reported using
the full accrual method.
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CHAPTER THREE: BB. CITY OF GOLETA
City Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Property tax $7,323,010 18.8% $7,578,502 15.5%
Sales & use tax $8,359,879 21.5% $9,391,156 19.2%
TOT tax $9,197,440 23.6% $9,239,079 18.9%
Franchise fees $1,431,693 3.7% $1,478,848 3.0%
Other taxes $1,892,658 4.9% $3,935,165 8.0%
Fines $170,392 0.4% $119,026 0.3%
Charges for services $2,245,584 5.8% $2,056,659 4.2%
Grants & contributions $5,942,462 15.3% $14,243,256 29.1%
Use of money & $1,531,668 4.0% $310,821 0.6%
property
Other $816,402 2.0% $445,183 0.9%
Transfer In $0 0% $0 0%
Revenue total $38,911,188 100.0% $48,797,695 100.0%
Fiscal Indicators
Select fiscal indicators are shown graphically below. Over the past three fiscal years, the City’s
expenditures have decreased in comparison to its revenues. The decrease in expenditures was
primarily due to large one‐time capital improvement program project activity and special projects
experienced in FY 2017‐18. These projects included the San Jose Creek Emergency Repair Project,
the FY 2017/18 Pavement Preparation and Slurry Project, Hollister Class 1 Bike Lane Project and
purchasing the former Direct Relief International Building, that would be used for the future
Goleta Train Depot. The City’s reserve balances have sufficient funds to absorb relatively small
revenue imbalances. The line graph below shows the current financial trend in millions. These
indicators provide a measurement of the agency’s financial condition over time.
LAFCO of Santa Barbara County 869
CHAPTER THREE: BB. CITY OF GOLETA
Fiscal Trends-City of Goleta
60
50
40
30
20
10
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
CITY OF GOLETA
Charges for Services This indicator addresses the extent to which charges for
service covered expenses. Charges for Services is the primary
4 funding source for Sanitary Districts. Represented below a
3.5 ratio of one or higher indicates that the service is self‐
supporting.
3
2.5
2
1.5
1
0.5
0
2016-17 2017-18 2018-19 2019-20 2020-21
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
2016 $ 39,779,107 $ 27,792,323 1.4
2017 $ 44,173,070 $ 31,971,735 1.3
0.5 2018 $ 39,534,737 $ 45,078,617 0.8
2019 $ 42,863,121 $ 34,587,722 1.2
0 2020 $ 38,911,188 $ 34,814,773 1.1
2021 $ 48,797,695 $ 35,156,118 1.3
2016 2017 2018 2019 2020 2021
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CHAPTER THREE: BB. CITY OF GOLETA
Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2018 2019 2020 2021 Trend
Funded ratio (plan assets as a % of plan liabilities) 73.8% 75.4% 75.3% 75.3%
Net liability, pension (plan liabilities ‐ plan assets) $ 2,749,352 $ 2,659,577 $ 3,064,002 $ 3,536,142
Other Post‐Employment Benefits (OPEB)
Funded ratio (plan assets as a % of plan liabilities) 0%
2021 year of OPEB reporting
Net liability, OPEB (plan liabilities ‐ plan assets) $ 2,766,199
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
process of transferring funds set aside specific for pension obligations to a Section 115 Trust
administered by PARS. The initial amount set aside in reserves for pensions is $170,000. The City
will be developing and adopting a funding strategy for future ongoing contributions related to
pensions to the trust. While the Section 115 Trust will be used as a pension rate stabilization tool,
the City will continue to evaluate shortening the UAL amortization schedule, making additional
one‐time payments to assist with savings in the long‐term (assuming no investment losses).
LAFCO of Santa Barbara County 871
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Coverage of Net Post‐Empployment Liabilities
80 12
10
60
8
40 6
4
20
2
0 0
2016 2017 2018 2019 2020 2021
2016 2017 2018 2019 2020 2021
Agency Assets (other than capital) $49,268,939 $62,009,688 $55,646,474 $61,573,694 $54,216,063 $74,963,995
Net Liabilities (pension & OPEB) $1,601,976 $2,233,916 $4,041,320 $4,486,912 $5,305,110 $6,302,341
CHAPTER THREE: BB. 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 2021 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. Benefit payments of $30,499, $30,876 and
$16,745 were made on a pay‐as‐you‐go‐basis for the fiscal years ended June 30, 2021, 2020, and
2019 respectively. 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.
Stormwater Funding
The City’s budget includes Storm Drain services for Fund #234. In FY 2021/2022, the City’s actual
budget expense was $50,000 and increased that to $550,000 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.
Stormwater‐Expenditure
0.25 21.5
21% 21
FB
0.2
20.5
0.15
20% 20
19.5
0.1
19% 19% 19% 19% 19
0.05
18.5
Stormwater
0 18
2016 2017 2018 2019 2020 2021
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CHAPTER THREE: BB. CITY OF GOLETA
Asset Maintenance and Repair
The City prepares an Annual Work Program for its Public Works Department to maintain, repair
or replace equipment, facilities, and/or City owned property. The City faces a backlog of deferred
maintenance related to critical infrastructure such as pavement and unfunded priorities in its
Capital Improvement Program (CIP). This backlog of deferred maintenance includes, but is not
limited to, a funding gap of over $100 million in the current five‐year CIP budget and an annual
funding gap of $3.3 million per year for the City’s annual pavement rehabilitation projects. The
City each year makes key accomplishments for maintenance and repairs under the Facilities
Division, or Parks and Open Space Division. In 2019 to 2021 such milestones include Goleta
Library, Goleta Valley Community Center, and Corporate Building, Stow Grove Redwoods
maintenance, irrigation systems at various parks, and upgrade trash cans and add recycling.
Capital Improvements
The City has a Capital Improvement Program (CIP) Division, which updates the 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:
support environmental vitality, support community vitality and enhanced recreational
opportunities, ensure financial stability, support economic vitality, strengthen infrastructure,
return old town to a vital center of the City, maintain a safe community, enhance the efficiency
and transparency of City operations, ensure equity, inclusion, and access in City programs,
services and activities. The Annual Work Program for FY 21‐22 includes over $200 million of
maintenance and upgrades to the streets, bike paths, bridge, transit, and buildings. Major capital
improvement projects identified include Ekwill street and Fowler Road Extensions
(approximately $34,000,000), San Jose Creek Bike Path Project (approximately $29,500,000),
Goleta US 101 Overcrossing (approximately $49,000,000), and Hollister Avenue Bridge
(approximately $22,500,000). A list of CIP projects for FY 21‐23 are listed below.
Projects Budgeted or Estimated 2021 to 2023
Ekwill Street & Fowler Road Extensions (Project No. 9002), approximately $34,000,000
San Jose Creek Bike Path – Northern and Southern Segments (Project No. 9006), approx. $27,000,000
San Jose Creek Bike Path – Middle Extent (Project No. 9007), approx. $2,800,000
Fire Station 10 (Project No. 9025), approx. $23,600,000
Goleta US 101 Overcrossing (Project No. 9027), approx. $49,000,000
Hollister Avenue Bridge (Project No. 9033), approx. $22,500,000
Cathedral Oaks Crib Wall Repair (Project No. 9053), approx. $8,000,000
LED Street Lighting (Project No. 9056), approx. $1,200,000
LAFCO of Santa Barbara County 873
CHAPTER THREE: BB. CITY OF GOLETA
RRFB* at Chapel/PHB* at Kingston (Project No. 9058), approx. $750,000
Storke/Hollister Transit, Bike/Ped, and Median Improvements (Project No. 9062), approx. $900,000
Evergreen Park Improvements (Project No. 9063), approx. $3,200,000
Miscellaneous Park Improvements (Project No. 9066), approx. $750,000
Goleta Community Center Improvements (Project No. 9067), approx. $8,100,000
Improvements at Athletic Field at Goleta Community Center (Project No. 9071), approx. $600,000
Stow Grove Multi‐Purpose Field (Project No. 9074), approx. $900,000
Goleta Train Depot and S. La Patera Improvements (Project No. 9079), approx. $19,000,000
Traffic Signal Upgrades (Project No. 9083), approx. $3,200,000
Community Garden (Project No. 9084), approx. $1,300,000
Crosswalk PHB* on Calle Real near Encina Lane (Project No. 9087), approx. $400,000
RRFB* Improvements at School Crosswalks (Project No. 9088), approx. $770,000
Goleta Traffic Safety Study (Project No. 9089), approx. $350,000
San Miguel Park Improvements (Project No. 9093), approx. $250,000
Santa Barbara Shores Park Improvements (Project No. 9094), approx. $200,000
Crosswalk at Calle Real/Fairview Center PHB* (Project No. 9099), approx. $500,000
City Hall Purchase and Improvements ‐ Elevator (Project No. 9101), approx. $12,100,000
Old Town South Fairview Avenue Drainage Improvements (Project No. 9107), approx. $350,000
Winchester II Park Improvements (Project No. 9108), approx. $300,000
Hollister Class I Bike Path Lighting (Project No. 9110), approx. $700,000
JDW Neighborhood Park Phase 2 – Splash Pad (Project No. 9111), approx. $850,000
Ellwood Butterfly Habitat Management Plan (Project No. 9112), approx. $3,900,000
Mathilda Park Improvements (Project No. 9113), approx. $200,000
Hollister Avenue Old Town Interim Striping (Project No. 9114), approx. $600,000
Public Works Corporation Yard Repairs/Improvements (Project No. 9115), approx. $600,000
Pickleball Courts (Project No. 9116), approx. $100,000
Goleta Traffic Safety Study (GTSS) and Local Road Safety Plan (LRSP) (Project No. 9089) ‐ $353,700
Concrete Repair Project, approx. $230,000
Hollister Avenue Complete Streets Corridor
Annual Pavement Rehabilitation Project approx $4,690,000
* RRFB = Rectangular Rapid Flashing Beacon, PHB = Pedestrian Hybrid Beacon
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CHAPTER THREE: BB. CITY OF GOLETA
The City has several CIPs that are currently under constructio n or are anticipated to be in the
construction phase over the next year. These projects include, but are not limited to, Ekwill Street
& Fowler Road Extensions, Hollister Avenue Bridge, San Jose Creek Bike Path – Middle Extent,
Fire Station 10, LED Street Lighting, Miscellaneous Park Improvements, Improvements at
Athletic Field at Goleta Community Center, Community Gardens, RRFB at Chapel/PHB at
Kingston, Crosswalk PHB on Calle Real near Encina Lane, RRFB Improvements at School
Crosswalks, Goleta Traffic Safety Study, Crosswalk at Calle Real/Fairview Center PHB,
Winchester II Park Improvements, and Hollister Avenue Old Town Interim Striping.
Long-term Liabilities and Debts
At fiscal year‐end of 2020, the long‐term liabilities reported by the City included compensated
absences, successor agency settlement agreement, other post‐employment benefits (OPEB)
liability (retiree health care) and net pension liability. At June 30, 2020, the City reported a
liability of $3,064,002 for its proportionate share of the net pension liability and $2,438,474 for
total OPEB liability.
On September 24, 2018, the City agreed to a settlement agreement to transfer $6,431,587 to the
Successor Agency from the Goleta Redevelopment Agency. The City paid $1,000,000 within 90
days of the settlement date and then pays $775,941 annually by June 30th of each year for seven
years. The 2011 Tax Allocation Bonds were refunded in full in the fiscal year ended June 30, 2020,
with the issuance of the 2020 Tax Allocation Refunding Bonds by reducing the interest rate for a
net present value of savings of $8,874,835.
Opportunities for Shared Facilities
The City does not currently share facilities but does manage library services 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.
LAFCO of Santa Barbara County 875
CHAPTER THREE: BB. CITY OF GOLETA
Rate Structure
Water and Sewer rates for the City are charged and collected by the local District which provide
that service. Storm Drain and other fees based on: 1."Development Impact Fee Program Update
Report" prepared by Urban Economics and approved by City Council on February 19, 2019; and
2. "Establishment of Beneficial Projects Categories Eligible for Development Impact Fee
Reductions or Waivers" approved by City Council on July 16, 2019.
Storm Drain Fees (Effective April 1, 2019)
A. Per Dwelling Unit or 1,000 square feet of floor area
Flat or Base Rates*
DIF/ DU or KSF
Single‐family detached $3,926
All Other Residential $2,848
ADU greater than 500 SF $543
Retail & Commercial $2,171
Office & Medical $2,916
Industrial $1,082
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
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CHAPTER THREE: BB. CITY OF GOLETA
Waste, Planning, Land Use, Building & Safety, Code Com pliance, 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 12
Kyle Richards Mayor Pro Tem Finance 6
Luz Reves‐Martin Council Member District 1 Public Affairs 2 mo
James Kyriaco Council Member District 2 Government 4
Stuart Kasdin Council Member Professor 6
Website Transparency
The table, on the next page, is not an exhaustive inventory of website criteria required under
current law. Rather, it identifies key components, required by the Government Code and/or
recommended by the California Special Districts Association and other organizations, for
websites to enhance transparency and accountability.
Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in
advance on their websites. Government Code Section 6253 requires that agencies post content
most requested by constituents and most often requested via Public Record Act requests. Because
of the difficulty for LAFCO staff to verify this information, these criteria are not included in the
website checklist. However, agencies should address these criteria to comply with current
website requirements.
LAFCO of Santa Barbara County 877
CHAPTER THREE: BB. CITY OF GOLETA
City of Goleta Website Checklist
website accessed 7/25/22 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%.
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.
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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 sust ainable 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.
The table below includes a list of questions asked of area residents to assess if satisfactory water,
sewer, and stormwater services met their needs and/or identify any unmet needs. The questions
identify key components recommended by LAFCO staff.
City of Goleta Questionnaire,
Revenues, Types of Service, and Resources
City of Goleta |
Responses by Respondence
Questions Satisfactory Unsatisfactory Undecided
1. Overall, are you satisfied with the level of ‐ ‐ ‐
water, wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment ‐ ‐ ‐
provided with the level of water, wastewater,
or stormwater 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.
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CHAPTER THREE: AGENCY PROFILES
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CC. City of Guadalupe
Agency Office: 918 Obispo Street,
Guadalupe, CA 93434
Phone: 805/356-3891
Fax: 805/343-5512
Email: tb@ci.gaudalupe.ca.us
Website: www.ci.guadalupe.ca.us
City Administrator: Todd Bodem
Public Works: Shannon Sweeney
Water Supervisor: Jamie Vidales
Wastewater Supervisor: David Miklas
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 8,293 residents. The
City provides water, wastewater services, and stormwater maintenance services within City
boundaries. Total fund balance has increased steadily from 2015 to 2021. The General Fund
balance is $370,356. The City continues to have expenditures higher than revenues in the General
Fund. In addition, the General Fund has a large interfund loan payable balance. 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 $1,827 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, 2021. 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.
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CHAPTER THREE: CC. CITY OF GUADALUPE
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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.
The Department’s focus is on fixing and maintaining aging infrastructure and public facilities and
planning to avoid unnecessary expansion projects. A number of recommendations were made
under the 2015 Wastewater Master Plan in order to improve effluent quality and meet permit and
regulatory requirements and 2021 Water Master Plan to improve water supply, storage, and
distribution system. The City continues to work towards these improvements. In addition, the
department strives to meet its NPDES compliance requirements for stormwater. The City
maintains a separate enterprise fund for water and sewer services, meaning that charges for
services are intended to pay for the costs of providing such services. The City also has almost $2.3
million in long-term debts.
The City employs approximately 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, Pedestrian & Transit,
Stormwater Management, Water Supply, Sewer/Wastewater, Engineering, Solid Waste,
Planning & Land Use, Building & Fire Safety, Code Compliance, Police, Recreation & Parks,
Library, Administration and Finance.
OPPORTUNITIES & CHALLENGES
The City has shown resourcefulness in providing services. The City has worked closely with their
neighboring City of Santa Maria to forge relationships to improve service. A large housing
development “Pasadera” has been approved by the City of Guadalupe which will result in 800 new
homes currently being built. Public facilities and services in Guadalupe may need expansion and
improvement to accommodate future increases in population. The City’s General Plan calls for
additional potable water allocation, enhanced stormwater and wastewater facilities, new and
expanded schools, increased presence of police, fire, and emergency services as areas of
opportunities and challenges.
The City adopted a Water Master Plan update which included development and evaluation of a
hydraulic model of the City of Guadalupe’s distribution system. The fire flow assessment
indicated that the distribution system was unable to provide the minimum required flow and
residual pressure to schools and industrial zones, as set forth by the City of Guadalupe Fire Chief.
This project was completed in August 2022, to implement the water distribution system upgrades
recommended to meet fire flow requirements under existing and future conditions.
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CHAPTER THREE: CC. CITY OF GUADALUPE
The Wastewater Master Plan included development and evaluation of a hydraulic model of the
City of Guadalupe’s collection system, along with a comprehensive review of the City of
Guadalupe’s WWTP capacity and operations. The assessment indicated that the collection and
treatment systems have significant deficiencies under existing and future conditions, and
recommended various upgrades to address the deficiencies.
In 2012, the City of Guadalupe completed WWTP improvements for effluent quality and to meet
permit requirements. The project was the first phase of a larger improvement plan recommended
to meet permit conditions and improve operability over a 30-year design life. The project scope
was reduced to meet available grant funding while performing the minimal improvements
necessary to ensure compliance with the existing Waste Discharge Requirements.
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
Santa Barbara County Water Agency established in partnership with eighteen 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 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
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CHAPTER THREE: CC. CITY OF GUADALUPE
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.
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.
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CHAPTER THREE: CC. CITY OF GUADALUPE
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 691 100.0% 2,205 3,800
Totals 691 100.0% 2,205 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 691 100.0% 2,205 3,800
Totals 691 100.0% 2,205 3,800
Total assessed value (land and structure) is set at $576.8 million as of April 2022, and translates
to a per acre value ratio of $834,820. The former amount further represents a per capita value of
$69,559 based on the estimated service population of 8,293. City of Guadalupe receives $5.1
million in annual charges for services revenue generated within its jurisdictional boundary and
operates as an enterprise for these services.
The jurisdictional boundary is currently divided into 2,205 legal
Close to 49-50 of the
parcels and spans 691 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 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 49 vacant parcels that collectively total 103 acres. The jurisdictional boundary
qualifies as a disadvantaged incorporated community.
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CHAPTER THREE: CC. 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. Between 2010 and 2020, the population of Guadalupe increased by 574
people (7.4 percent; or less than 1 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 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
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.
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CHAPTER THREE: CC. 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 (2023-2031) 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 CC-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 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Guadalupe was $55,511 in 2022, 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
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CHAPTER THREE: CC. CITY OF GUADALUPE
environmental and demographic data related to the prot ection 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 provides water, wastewater services, and stormwater maintenance services
within City boundaries. Guadalupe is part of the Santa Maria Groundwater Basin which has been
adjudicated and not subject to a Groundwater Sustainability Plan. The City is staffed by 41 full-
time employees, two (2) part-time, two (2) interns, and two (2) contract employees. The Public
Works Department, oversees the operations and maintenance of the water and wastewater
systems that are staffed with two (2) operators for water treatment, including a Water Supervisor
Grade II, Water Operator Grade I, and two (2) operators for wastewater, including Wastewater
Supervisor Grade III and Wastewater Operator Grade II personnel. 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.
WATER & WASTEWATER INFRASTRUCTURE AND PUBLIC
FACILITIES
Water Supply
The City of Guadalupe’s water is supplied by groundwater and supplemented by State Water
Project. The City’s two groundwater wells draw from the Santa Maria Valley Groundwater Basin;
1,300 AFY1 of developed water may be produced per a January 25, 2008 Stipulation (Superior
Court of California, County of Santa Clara) from Twitchell reservoir, and also an unquantified
amount of prescriptive and appropriative rights to groundwater. The City’s State Water Project
allocation is 550 AF with 55 AF drought buffer. The City sold 30 AFY of unused allotment to the
1 Until a water shortage is identified in the annual hydrogeologic report developed for the Twitchell management authority, the
City does not have a defined limit on the amount of groundwater that may be pumped.
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CHAPTER THREE: CC. CITY OF GUADALUPE
City of Solvang in 2017. In addition, as Pasadera develops, there is approximately 25-acre feet of
Twitchell Yield that will be transferred to the City.
The City currently has two wells as part of the water supply system: Obispo well in central part
of town and Pasadera well (formerly DJ Farm) located in the northeast portion of the Pasadera
Development. Both have a pump capacity of 1,000 gpm. The City also has had four additional
inactive or abandoned wells (Tognazzinni, 5th Street, 9th Street, & 242 Obispo Street), located
within the City that have been utilized in the past, but those wells have been decommissioned
because of water quality and/or operation issues.
Treatment System
The city water from their wells is treated at a distribution center, then mixed into three reservoirs
for distribution. Water from the State project is treated at the Polonio Pass Water Treatment
Plant and delivered directly to city storage tank.
Distribution
There is one pressure zone within the City. Since the topography of the City is relatively flat, the
City must rely on either elevated storage or pumping facilities to pressurize the City’s water
system to an adequate hydraulic grade. The City’s existing water distribution system contains
over 20 miles of water mains ranging from 4-inch to 16-inch in size and a variety of pipe material
and sizes. There is some cast iron pipe still in service that was installed in 1928. There is also a
dedicated 12-inch transmission pipeline from the Pasadera Well to the Obispo Tank Site. The City
has three water storage facilities in operation that holds 1.7 million gallons; the Obispo Street tank
(1,480,000 gallons), the Elevated storage tank (100,000 gallons), and Obispo Street Reservoir #2
(700,000 gallons). A fourth tank, Bonita Reservoir, is currently offline due to degraded physical
condition. The Bonita Reservoir has a total volume of 0.5 MG. The City’s Water Master Plan 2015
states:
“A portion of the Obispo Street tank is not always readily available for emergency storage. When
State Water is available, it is delivered on a continual 24-hour basis and the Obispo Street tank
must have an available capacity to accept this constant supply during periods of low demand.
Assuming a delivery of 150 gpm, based on the City’s modified 40% SWP allocation long-term
projected delivery, and reserving a volume equal to 10 hours of storage (90,000 gallons), the
available storage for the Obispo Street tank is approximately 1,480,000 gallons.”
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Recycled Water
The City of Guadalupe contributes to the replenishment of the groundwater system. The City’s
wastewater treatment plant currently discharges approximately 820,000 gallons of secondary
treated effluent per day (2020 ADF) used for spray irrigation. The City has not conducted a
Recycled Water Feasibility evaluation. However, it is assumed the cost-benefit to construct the
necessary plant improvements and city-wide infrastructure to treat, produce and deliver tertiary
treated, Title 22 compliant effluent cannot be met due to the limited number of potential users
that could utilize the reclaimed water.
Collection System
The City of Guadalupe’s wastewater collection system serves residential, commercial, and
industrial users. The City’s wastewater collection system includes approximately 14.1 miles of
gravity sewer line, 0.26 miles of force main, 266 manholes, and four (4) lift stations. The mainlines
are made of a variety of materials, depending on the age. Terra cotta salt glazed pipe, vitrified clay
pipe (VCP), and polyvinyl chloride are the materials currently utilized in sewers. There are no
substantially undersized lines or regular overflows being experienced. The system is maintained
regularly by City staff. Staff inspects known hot spots on a weekly basis. Staff also inspect flows
in various parts of the collection system on a weekly basis. It is estimated that all wastewater
collection pipes are cleaned every four years, with pipes vulnerable to blockages cleaned more
frequently. The City schedules professional flushing of complete collections system every three
years to ensure system functionality. Hot spots are documented and are jetted, as necessary. The
City currently has an ongoing contract with a FOG hauler to ensure that 100,000 feet of sewer
line are cleaned yearly.
Treatment System
The City operates a wastewater treatment plant serving the City. The WWTP was originally
constructed in 1940s and located on 12.88 acres of City-owned land. The system serves
approximately 2,333 connections and collects, treats and disposes of 820,000 gallons of
wastewater per day. The plant was upgrade in 2011 was a conversion of an Activated Integrated
Pond System (AIPS) into a new Biolac extended aeration biological process with provisions for
nitrogen removal. Other improvements included retrofit of the headworks with a new influent
bar screen, construction of an integral clarifier, a new blower aeration system, a grit removal
system, a new emergency standby generator, and sludge dewatering facilities. The overall capacity
of the City’s existing wastewater treatment facility is 960,000 gallons per day (gpd). All of the
water is treated to secondary treatment levels and discharged to percolation basins located at the
western end of the City.
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CHAPTER THREE: CC. CITY OF GUADALUPE
Disposal
Disposal of treated wastewater involves a series of ponds and spreading or spray irrigation to a
nearby property under the City’s NPDES permit.
Stormwater
The conducting of storm water runoff monitoring is provided by a partnership made up between
the County and its partners agencies under the County-wide Integrated Stormwater Resources
Plan. Guadalupe was concerned that many residents were paving most or all of their front, side
and rear yards. The City Council adopted Ordinance No. 2018-468 which added restrictions on
rear yard paving of residential properties. Currently a residential property can pave 40 percent of
the rear yard, 67 percent of the front yard and both side yards. When the building footprint,
driveway and any other impervious surfaces are added cumulatively, most of the lot results in
excess runoff. The City is considering an amendment to the zoning ordinance such that a
minimum of 25 percent pervious surfaces will remain on each residential lot. The City’s municipal
storm system consists of limited curbs and gutters, a network of open and closed storm water
drains and portions of Santa Maria River.
The larger storm water conveyance ditches, channels, and basins are primarily owned and
maintained by Santa Barbara County Flood Control and Water Conservation District (FCD). The
City essentially discharges to the FCD’s system. City flow then co-mingles with County flow and
agricultural tail water. The City’s storm drain system includes 76 drains, unknown number of
culverts, with cleanout operations on an as needed basis. The storm drain system, operates for the
most part without blockages and, therefore, major maintenance is performed on an as-needed
basis. Open channels and drop inlets are cleaned annually prior to the rain season to remove fallen
leaves and other debris collected in the system. The entire system including open channels, drop
inlets, pipelines and catch-basins, are cleaned on an as needed basis.
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City of Guadalupe
Incorporation, Revenues, Attributes, Types of Service, and Resources
Attributes
City Limits (est. square miles) 1.31
Population (2020 estimated) 8,293
Assessed Valuation (FY 21-22: Includes City only) $576,860,795
Number of Treatment Plants 1 (WW)
Regular Financial Audits Every Year
Average Annual Revenue Per Capita (FY 20-21) $1,827
Average Portion of County 1% Property Tax Received 13¢/$1
Ending General Fund Balance (June 2021) $370,356
Change in General Fund Balance (from June 2017 to June 2021) 184%
Total Fund Balance/Annual Revenue Total (FY 20-21) 11.2%
Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing
DOF Table E4, Assessed Valuation and Portion of County Property Tax Received are from County of Santa
Barbara Auditor-Controller’s Office; Fund Balance Information from City Audit; Other information from
City.
Note: City General Fund Balance was a deficit of $684 thousand in 2017.
Types of Services
Collection X
Treatment X
Disposal X
Recycled X
Other X
LAFCO of Santa Barbara County 893
CHAPTER THREE: CC. CITY OF GUADALUPE
City of Guadalupe
Formation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant, Booster, & Lift Stations
Address Acquired/Built Condition Size
5125 W Main St, Treatment Plant 1940s Good 12.88 acres
303 Obispo Street Blend Facility 2008 Good 1.75 acres
Obispo Street Booster Good 6,750 gpm
Bonita Booster 1981 Poor No to be
longer in demolished
service
Highway 1/6th Street Lift station 1960s Needs 570 gpm
replacing
Pioneer/8th Street Lift Station 1950s Needs 230 gpm
replacing
Gularte/La Guardia Lift Station 2005 Good 150 gpm
4th Lift Station (Pasadera) 2010s New Interim 135
gpm
The Obispo Street BPS consists of three low flow (booster) pumps and three high flow (fire)
pumps, all utilizing variable frequency drives (VFDs). The booster pumps feature a 2+1
configuration (two operational pumps, with one standby). The booster pumps alternate and are
used to maintain system pressure and low system demand. The three fire pumps are used to meet
all other system demands including fire-flow. Each booster pump has a rated capacity of 500 gpm
at the design head of 115 feet and each fire pump has a rated flow of 1,750 gpm at a design head of
115 feet. Based on input from City’s Water Operation staff, the Obispo Street BPS is regulated by
an external pressure gauge to maintain a constant system pressure of no less than 70 psi.
The booster pump station at the Bonita Reservoir is currently offline due to condition issues
associated with the Bonita Reservoir. Under normal operating conditions, the Bonita Reservoir
and BPS were only operated during off-peak hours. The Bonita BPS is currently equipped with
two pumps. The existing generator at Bonita is no longer in service and slated for demolition.
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CHAPTER THREE: CC. CITY OF GUADALUPE
Connections
Water Wastewater
Single-Family 2,266 2,240
Multi-Family 12 3
Commercial 111 90
Industrial 0 0
Agricultural 0 0
Other 60 0
In 2021, Guadalupe reported that the water purveyor serves approximately 2,449 municipal
connections and 2,333 wastewater connections. The MKN 2021 Water Master Plan report
indicates 985 afy of metered water use broken down as follows:
LAFCO of Santa Barbara County 895
CHAPTER THREE: CC. CITY OF GUADALUPE
Water & Wastewater
100% 0 0 000
90%
99%
80%
0.50%
70%
60% 88.40%
0.06%
50% 0.04%
40%
96%
30%
0.50%
20%
92.50%
10% 0.00%
0.03%
0.01%
0% 000 0 0000
SFR MFR Commercial Industrial Ag Other
Water Wastewater Future Water Future Wastewater
Under the existing General Plan, the City’s build-out would increase water demand by an
estimated 311,404 gpd. The total water demand is estimated to be 1.179 mgd in 20 years.
Total Staffing
Personnel Per 1,000
population
Full time Operators 6 0.07
Emergency Operators 0 0
Stormwater Personnel 2 0.02
Administrative Personnel 0 0
Other City Staff 35 4.22
Guadalupe has a total of six (6) permanent employees providing water
and wastewater services and two (2) shared employees (between streets
and transit) providing stormwater maintenance all managed under the
Public Works Director.
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CHAPTER THREE: CC. CITY OF GUADALUPE
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
Operator Supervisor (1) 16 16
Operator I (1) 5 1
Wastewater Supervisor (1) 5 3
Operator II (1) 5 1
Public Works Director (1) 26 3
Other City Staff N/A N/A
Water & Wastewater Capacity
The Santa Maria Valley groundwater stipulation provides for The Guadalupe service area’s
maximum daily capacity to convey
1,300 AFY of developed water supply and an unquantified
water to the blending Facility is 2.2
amount of prescriptive and appropriative water delivery capacity million gallons. The maximum daily
capacity to treat wastewater at the
from Santa Maria Valley Groundwater basin. In 2020, Guadalupe
Treatment Facility for treatment
estimated existing demand for potable water was 1,070 acre-feet and disposal is 0.96 million gallons
annually with a capacity of 2,896 acre-feet. Approximately 62 percent was used for residential
consumption, 33 percent for commercial, and the remaining five percent for miscellaneous
purposes. The largest single water user in the city is Taylor Farms, a vegetable processing,
washing, and packaging facility. Guadalupe’s 2021 General Plan estimates a buildout population
for Guadalupe of 12,479 persons (8,081 existing persons + 4,398 additional persons = 12,479
persons). According to the 2019 water evaluation, this level of population growth would generate
a demand for potable water between 2,187 and 2,322 acre-feet annually, a 120 percent increase in
water demand through buildout. The General Plan estimated that groundwater resources meet
existing demand and that the City can increase it use of State Water Project supply by 60% to
meet future water demand. The 2021 Water Master Plan also states the long-term reliability and
allocations of State Water is not guaranteed. Wastewater after 2031, the City indicates an update
of the wastewater treatment plant is necessary to meet future demand. Maximum allocation from
the SWP is 550 afy (with 55 afy drought buffer). The City operates a 0.96 mgd capacity
wastewater treatment plant.
System Demands
The estimated average annual water
City of Guadalupe service area’s average annual water demand is
demand is 0.955 mgd and
1,070 acre-feet. Annual wastewater collection demand generated wastewater flows generated during
the report period among Guadalupe
approximately ~0.82 MGD. It also translates over the report
users in the service area has been
period to an estimated 112 gallons per day per capita; it also 0.82 million gallons; an amount that
translates to 112 gallons per day.
translates to 144 gallons for every service connection (one
industrial customer is 25% of demand). The City’s updated 2040 General Plan Land Use Element
LAFCO of Santa Barbara County 897
CHAPTER THREE: CC. CITY OF GUADALUPE
considers additional buildout potential of the existing city limits. The City anticipates an
expansion of the wastewater treatment plant will increase treatment capacity to 1.5 mgd, which
based on a per capita wastewater generation of 80 gallons per day, will accommodate a population
of about 18,750 residents.
Service Performance
City of Guadalupe service area’s average annual water demand LAFCO estimates Guadalupe is
presently operating at 37% capacity
generated during the report period for subsequent treatment and in water service and 85.4% capacity
in wastewater service within its
distribution has been approximately 1,070 afy. Of this amount, it
service area. (There are no service
is estimated by LAFCO this represents 37% of permitted agreements outside of its service
boundary.
supplies. Average annual wastewater collection demand
generated for subsequent treatment and disposal at the Treatment Plant Facility has been
approximately 0.82 million gallons a day. Of this amount, it is estimated by LAFCO this
represents 85.4% of permitted capacity. The estimate gallons per day for each resident or
equivalent unit is 112 gpcd.
City of Guadalupe
Formation, Revenues, Attributes, Types of Service, and Resources
Total Inspected, Cleaned, Repaired, Added -Guadalupe
40000
35000
30000
25000
20000
15000
10000
5000
0
CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Water Sewer
Source: City Data.
Note: Information is for the entire City. Also, this table tabulates are in feet of lines cleaned, replaced,
added, and videoed.
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CHAPTER THREE: CC. CITY OF GUADALUPE
Upgrades or Repairs Completed -Guadalupe
FY -2020-2021
8
48.6%
7
6
5
4
3
13.1%
2
1
1.9%
0% 0% 0% 0%
0
Inspected Cleaned Replaced Added Video Booster Treatment
Stations Plant
Upgrades/Repairs
Source: City Data.
Note: Information is for the entire City. Additional upgrades preformed regarding lift/booster stations
and treatment plant included as part of percentage improved.
The City of Guadalupe provides water, wastewater,
Guadalupe Snapshot: FY2022
and stormwater services to its constituents directly and
Planning Reports Year Updated
plans for them in various planning documents,
General Plan 2021
including the Water Master Plan adopted in 2021, Draft
Water Master Plan 2021
Sewer System Master Plan underway, Capital Sewer System Master Plan Draft 2022
Stormwater System Plan None
Improvement Plan, Utility Rate Study in 2021, and
Capital Improvement Plan annually
participation in County-wide Integrated Stormwater
Rate Study 2021
Management Plan updated in 2019. The City’s General Climate Plan N/A
Integrated Stormwater 2019
Plan, which was last updated in 2021, contains a Land
Plan
Use, Public Facility, Safety Elements.
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. The City’s ending fund balance for water operation in 2021 was
$4,303,899 and wastewater operation in 2021 was $6,435,392. The City received $99,777 from
CARES Act in FY 2021.
LAFCO of Santa Barbara County 899
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CHAPTER THREE: CC. CITY OF GUADALUPE
City Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Property tax $1,547,855 12.4% $1,740,033 11.4%
Sales & use tax $603,956 4.8% $811,141 5.4%
Utility User tax $442,934 3.5% $480,619 3.2%
Other taxes $538,839 4.3% $544,711 3.6%
Charges for services $5,758,960 46.0% $6,038,041 39.9%
Grants & contributions $3,083,130 24.6% $5,183,017 34.2%
Interest $257,352 2.1% $170,365 1.1%
Miscellaneous $284,317 2.3% $183,118 1.2%
Revenue total $12,517,343 100.0% $15,151,045 100.0%
Fiscal Indicators
Select fiscal indicators are shown graphically below. Over the past three fiscal years, the City’s
expenditures have decreased in comparison to its revenues. The increase in revenues were primarily
due to increase in grant funding/contributions and increase in development of Pasadera. The City’s
reserve balances are now positive after prior two years being negative. The line graph below shows
the current financial trend in millions. These indicators provide a measurement of the agency’s
financial condition over time.
Fiscal Trends-City of Guadlaupe
16
14
12
10
8
6
4
2
0
-2 2018-19 2019-20 2020-21
Revenue Expenditure Reserve
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CHAPTER THREE: CC. CITY OF GUADALUPE
CITY OF GUADALUPE
Charges for Services
This indicator addresses the extent to which charges for
service covered expenses. Charges for Services is the primary
5.2
funding source for enterprise funds. Represented below a ratio
5 of one or higher indicates that the service is self-supporting.
4.8
4.6
4.4
4.2
4
3.8
2016-17 2017-18 2018-19 2019-20 2020-21
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
2016 $ 8,371,654 $ 7,921,244 1.0
2017 $ 8,661,435 $ 8,275,638 1.0
0.5 2018 $ 10,249,961 $ 9,431,893 1.0
2019 $ 11,675,687 $ 10,142,881 1.1
0 2020 $ 12,517,343 $ 10,423,984 1.2
2021 $ 15,151,045 $ 11,101,191 1.3
2016 2017 2018 2019 2020 2021
Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2018 2019 2020 2021 Trend
Funded ratio (plan assets as a % of plan liabilities) 73% 75% 75% 75%
Net liability, pension (plan liabilities - plan assets) $ 3,065,323 $ 3,050,995 $ 3,387,991 $ 4,157,638
Other Post-Employment Benefits (OPEB)
Funded ratio (plan assets as a % of plan liabilities) 0%
2021 year of OPEB reporting
Net liability, OPEB (plan liabilities - plan assets) $ 494,819
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 901
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Coverage of Net Post-Empployment Liabilities
14 60
12 50
10
40
8
30
6
20
4
2 10
0 0
2016 2017 2018 2019 2020 2021
2016 2017 2018 2019 2020 2021
Agency Assets (other than capital) $5,021,316 $5,441,320 $6,622,538 $9,152,070 $10,778,989 $13,149,970
Net Liabilities (pension & OPEB) $2,081,300 $2,891,293 $3,395,162 $3,413,998 $3,858,739 $4,276,907
CHAPTER THREE: CC. CITY OF GUADALUPE
Pension Obligations and Payments
The City offers all qualified permanent and probationary employees who are eligible to participate
in the Defined Benefit Pension Plan (Plan) administered by the California Public Employees’
Retirement System (CalPERS). The City sponsors four rate plans: two miscellaneous and two
safety. As of June 30, 2021, the City reported a net pension liability for its proportionate share of
the net pension liability of $3,782,088.
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.
Enterprise Funding
The City budget includes water and wastewater services for business type activities. In FY
2020/2021, the City’s actual budget expense was $3,428,278 and increased that to $3,546,634 for
FY 2021/2022 and $4,895,314 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.
Enterprise-Expenditure
2.5 40
2 34.3% 32.6% 33.5% 32.3% 33.5% 35
30
Water
25
1.5
Wastewater
19% 20
1
15
10
0.5
5
0 0
2016 2017 2018 2019 2020 2021
902 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: CC. CITY OF GUADALUPE
Asset Maintenance and Repair
The City prepares an Annual Work Program for maintenance, repair or replace equipment,
facilities, or City owned property. The City’s maintenance from 2020 to 2021 list includes
corporation yard building, park improvements, street maintenance, water and wastewater
systems. Equipment, facility, and vehicle maintenance have had little or no budget for the last
three years for most departments. The police and fire departments have included some
maintenance budget for vehicles and equipment replacement of this time frame.
Capital Improvements
The City has a capital improvement plan (CIP), adopted each year CIP projects improvements
and costs. The 2020-2021 Guadalupe Annual Work Program includes over $11 million of
maintenance and upgrades to the streets, bike paths, parks and buildings, and water and
wastewater. Major improvements identified include Leroy Park – Community Center
($3,850,000), Obispo and West Main waterlines ($1,000,000), Hwy 1 Lift Station ($1,000,000),
and Sewer Main Improvements ($1,400,000). A list of CIP projects for FY 21-22 are listed below.
Projects Budgeted or Estimated 2021 to 2022
Public Works Corporation Yard Building No. 089-101 $300,000
Financial Accounting Software No. 089-104 $156,000
General Plan Update No. 089-105 $164,220
O'Connell Park Improvement No. 089-202 $200,000
La Guardia and Gularte Lanes Pedestrian Improvements No. 089-307 $179,537
Recoat Elevated Tank (Design and Construction) No. 089-401 $490,000
Well Abandonment (9th St., 5th St., Obispo) No. 089-104 $100,000
Collection System Cleaning No. 089-506 $60,000
Aeration Basin Improvements No. 089-507 $150,000
WWTP Site Improvements No. 089-508 $106,000
Public Safety Equipment Annual Leases $ 6,000 Equipment
Vehicle Special Equipment $ 34,000 Equipment
Vehicle Rotation Safety and Purchase $ 80,000 Equipment
Police Body Camera Replacement Program $ 27,000 Equipment
Termite repair American Legion $ 70,000 Capital Project
City Hall roof repairs $ 40,000 Capital Project
LAFCO of Santa Barbara County 903
CHAPTER THREE: CC. CITY OF GUADALUPE
Biometric locking system $ 60,000 Capital Project
Facilities master plan $ 90,000 Capital Project
Pedestrian Improvements $ 179,537 Capital Project
Projects Budgeted or Estimated 2022 to 2023
Effluent Irrigation Pump Station Rehabilitation No. 089-503 $522,821
Hwy 1 Lift Station No. 089-504 $1,200,000
AIPS vault No. 089-510 $90,000
Elevated Tank Repairs/Evaluate Antenna Revenue No. 089-406 $95,000
Advanced Metering Infrastructure Phase 1 No. 089-407 $200,000
SCADA Improvements No. 089-408 $50,000
Bonita Tank Demolition No. 089-410 $40,000
Storm Drain Improvements 089-311 $60,000
Long-term Liabilities and Debts
The City on June 30, 2021, had almost $2.5 million in long-term debt outstanding. The City leases
vehicles and equipment under capital leases with terms that expire in December 2021.
Compensated absences in the governmental funds are generally liquidated by the General Fund
on a pay as you go basis. On December 21, 2000, the City issued certificates of participation
through the Guadalupe Financing Authority which were purchased by the US Department of
Agriculture (USDA) Rural Utilities Service (RUS), amounting to $1,429,800, in an agreement
which included a grant of $875,200 for water and sewer line replacement. 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, 2021, the principal balance outstanding was
$992,240.
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.
904 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: CC. CITY OF GUADALUPE
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.
Rate Structure
Water and Sewer rates for the City were last updated and adopted by the City Council in
November 2021. The rates are based on a 2021 Utility Rate Study prepared by Willdan.
Water and Sewer Fees (Effective December 31, 2022)
A. Connection Fees (represents share of capital costs)
Water – ranges from $2,905 per ¾” meter to $39,231 per 8” meter. Wastewater – ranges from
$4,359 per ¾” meter to $58,841 per 8” meter.
B. User Fee per Month
Base Rates*
Water Wastewater
Residential $32.00 $54.30
Up to 500 cu. ft.
600 cu. ft. $37.34
700 cu. ft. $42.68
800 cu. ft. $48.02
1000 cu. ft. $58.70
1200 cu. ft. $68.38
Commercial $32.00 $54.30
all cu. ft.
Consumption Charge (per HCF) $5.34 $2.29
Figures CC-3 and CC-4 show a rate comparison of four North County Communities. The
following charts show the comparison of two Cities, one sanitary District, and one CSD. Overall,
City of Guadalupe water and sewer rates for residential customers are slightly lower than other
communities in the North County area. The charts are based upon a sample billing using “10
LAFCO of Santa Barbara County 905
CHAPTER THREE: CC. CITY OF GUADALUPE
units” as a basis.
95.07
$100
$80 68.62
58.70
$60
34.17
$40
$20
$0
Guadalupe Orcutt (GSW) City of SM Los Alamos
906 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
sralloD
Bill Comparision -Monthly Residential Water -10 Units
1 unit = 100 Cubic Feet of Water
North County Communities
90.72
$100
$80 70.08
54.30
$60
$40
27.01
$20
$0
Guadalupe Laguna Sanitation City of SM Los Alamos
sralloD
Bill Comparision -Monthly Residential Sewer -10 units
1 unit = 100 Cubic Feet of Water
North County Communities
159.34
$180
$160 122.08
$140 113.00
104.25
$120
$100
$80
$60
$40
$20
$0
Guadalupe Orcutt area City of SM Los Alamos
sralloD
Total Comparision -Monthly Residential Water & Sewer -10 units
1 unit = 100 Cubic Feet of Water
North County Communities
CHAPTER THREE: CC. 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 9
Eugene Costa Jr. Mayor Pro Tem School Custodian 4
Vacant Council Member TBD 0
Christina Hernandez Council Member Non-Profit 2 mo
Gilbert Robles Council Member Self Employed 2
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
LAFCO of Santa Barbara County 907
CHAPTER THREE: CC. 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 7/25/22 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.
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CHAPTER THREE: CC. CITY OF GUADALUPE
Survey Results
The table below includes a list of questions asked of area residents to assess if satisfactory water,
wastewater, and stormwater 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 1 - -
water, wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment 1 - -
provided with the level of water, wastewater,
or stormwater 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 staff and 0 responses by the community that answered the
survey questions. The staff rated 100% satisfactory. No additional comments were provided.
LAFCO of Santa Barbara County 909
CHAPTER THREE: AGENCY PROFILES
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910 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
DD. 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
Water Supervisor: Shaun Ryan
Wastewater Supervisor: Dong Hyun
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
42,753 residents. The City expends approximately $24,371,354 per year for water and sewer
services. Total fund balance has increased from 2016 to 2021. The General Fund balance is now
over $8.7 million. 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 $2,710 per resident. The City has
financial procedures in place to ensure the preparation of timely agency audits. The most recent
audit by the City was for the year ending June 30, 2021. The City’s Sphere of Influence is 376 acres
beyond City boundaries, which includes a few small areas west along V Street and West Airport
Avenue, towards the south, two southeastern parcels, and primarily to the east of the City. Plans
to expand the sphere are being discussed.
BACKGROUND
The City of Lompoc was incorporated on August 13, 1888. The City operates pursuant to the
general laws codified under Government Code Sections 34000. The City is located in northern
Santa Barbara County adjacent to the Santa Ynez River in Lompoc Valley. Located at the
intersection of State Highway 1 and 246, it is adjacent to and includes a portion of Vandenberg
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 911
of Santa Barbara County
CHAPTER THREE: DD. CITY OF LOMPOC
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CHAPTER THREE: DD. CITY OF LOMPOC
OPERATIONS
The Public Utilities and Public Works departments are tasked with providing and maintaining
the infrastructure of the City. Lompoc’s public utilities is Santa Barbara County's only customer‐
owned, not‐for‐profit water, power, wastewater, and solid waste utility provider.
The City collects and treats wastewater. As well, it provides treatment and disposal of
wastewater for two agencies; Vandenberg Space Force Base and Vandenberg Village Community
Service District.
The City’s current water supply consists almost entirely of groundwater pumped from 11 City‐
owned wells serving 9,917 service connections. The City operate and maintain two (2) water
treatment plants and one (1) regional wastewater reclamation facility. The City serves existing
residences in the Miguelito Canyon area with water from Frick Springs (located on San Miguelito
Road, approximately 4.5 miles south of Willow Avenue) and the city water system.
Charges for services and other water and wastewater resources revenue constitute approximately
59.6% of all City’s revenues, while water and sewer services represent approximately 23.3% of
City’s expenses. The City maintains a separate enterprise fund for other services, meaning that
charges for services are intended to pay for the costs of providing such services. The City also has
$96.9 million in long‐term debts with $70.4 million reported in governmental activities, $26.6
million in business‐type activities, and $0.3 million in fiduciary funds.
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 has shown resourcefulness in providing services. The City has worked closely with their
neighboring communities, Vandenberg Village CSD, Mission Hills CSD, and Vandenberg Space
Force Base, to forge relationships to improve service and reduce costs. Lompoc is currently
experiencing no capacity limitations and maintains surplus capacity within the City’s water,
wastewater, storm drain, and electric utility systems.
Public facilities and services in Lompoc may need expansion and improvement to accommodate
future increases in population. The City’s General Plan states 44% of residents are employed in
the City of Santa Barbara, or other Cities outside of the Lompoc Valley, and commute from
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CHAPTER THREE: DD. CITY OF LOMPOC
Lompoc. The current General Plan calls for the City to “maintain a compact urban form and
growth pattern”. Associated policies include encouraging the development of underdeveloped
and vacant land within the City, limiting development of agricultural land surrounding the City,
protecting of prime agricultural land outside of the Urban Limit Line, and encouraging mixed‐use
development in certain areas.
Governance Structure Options
The opportunities for new governance structures in Lompoc are small. The City of Lompoc is
largely surrounded by farmland under Williamson Act land protection. For these reasons, it is
unlikely that Lompoc will annex additional land in the near future. The Community Services
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 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 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
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CHAPTER THREE: DD. CITY OF LOMPOC
treated and disposed of at the Lompoc Regional Wastewater Re clamation Plant operated by the
City of Lompoc.
Public transit services and facilities such as the COLT bus system, which serves Lompoc, Mission
Hills, and Vandenberg Village provides five bus routes available from 6:30 am to 8:00 pm on
weekdays, and 9:00 am to 5:00 pm on Saturday. Curb‐to‐curb service is also available for persons
with disabilities. Lompoc is also served by three regional commuter transit providers. The Breeze
Bus offers service from the City of Lompoc to Vandenberg Air Force Base and the City of Santa
Maria to the north. Clean Air Express offers service to the south, connecting Lompoc to the Cities
of Goleta and Santa Barbara. Wine Country Express is a transit service operated by COLT through
a partnership with the Cities of Lompoc, Buellton, and Solvang, as well as Santa Barbara County.
The airport is not served by the City’s public transit system. Since the airport manager also
manages the City Transit System, consideration should be given to developing a joint facility that
houses City Transit functions.
The City of Lompoc provides all weekly garbage and recycling collection services in the City and
owns and operates the City of Lompoc Sanitary Landfill, which also receives waste from adjacent
unincorporated County areas including Mission Hills, Mesa Oaks and Vandenberg Village.
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. 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
The City requested expansion to their Sphere of Influence, with the Bailey Avenue proposal. The
Bailey Avenue properties are under review and consideration as a separate action and application
and will not be evaluated under this service review. Subsequent municipal service review reports
will continue to monitor the City’s need to expand their Sphere of Influence. A map of the City’s
LAFCO of Santa Barbara County 915
CHAPTER THREE: DD. CITY OF LOMPOC
Sphere of Influence and boundaries can be seen at the beginning of this profile.
BOUNDARIES
Jurisdictional Boundary
Lompoc’s jurisdictional boundary
Lompoc’s existing boundary spans approximately 11.59 square spans 11.59 square miles with 98.2%
being incorporated and under the
miles in size and covers 6,625 acres (parcels and public rights‐of‐
land use authority of the City. The
ways) within mostly a contiguous area with a few municipal City does serve parcels outside of its
jurisdiction.
facilities being non‐contiguous. Nearly all of the jurisdictional
service boundary, approximately 98.2%, is incorporated and
under the land use authority of the City. The remaining portion of served land approximately 1.8%
of the total is unincorporated and under the land use authority of the County of Santa Barbara.
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% 11,000 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% 11,057 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% 11,000 23,232
Co of Santa Barbara TBD 1.8% 57 TBD
Totals 6,748 100.0% 11,057 23,232
Total assessed value (land and structure) is set at $3.5 billion as of April 2022, and translates to a
per acre value ratio of $527,064. The former amount further represents a per capita value of $81,698
based on the estimated service population of 42,753. City of Lompoc receives $69 million in annual
charges for services revenue generated within its jurisdictional boundary and operates as an
enterprise for these services.
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CHAPTER THREE: DD. CITY OF LOMPOC
The jurisdictional boundary is currently divided into 11,000 legal
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 109 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. 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.
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CHAPTER THREE: DD. 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 DD‐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.
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CHAPTER THREE: DD. CITY OF LOMPOC
Disadvantaged Unincorporated Communities
Senate Bill (SB) 244 of 2011 requires LAFCO to identify and consider disadvantaged
unincorporated communities (DUCs) when preparing MSRs and Sphere updates for Cities and
Special Districts that provide sewer, water, or structural fire protection services. A DUC is defined
by the Water Code as one in which the median annual household income (MHI) is 80 percent of
the statewide average. Incorporated communities also are defined as disadvantaged when the
MHI falls below 80 percent. In 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Lompoc was $57,071 in 2022, 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 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 City of Lompoc owns and operates a municipal wastewater collection, Tier IV Extended
Aeration Tertiary Treatment Wastewater Plant and disposal system that discharges tertiary
treated wastewater to San Miguelito Creek. The Facility receives wastewater from the City of
Lompoc, Vandenberg Space Force Base (VSFB), and Vandenberg Village Community Services
District (VVCSD). The City also provides water treatment and distribution and stormwater
maintenance within city limits. The City is staffed with a full‐time: Utility Director (1), WW
Superintendent (1), Supervisor (4), Admin (1), Operator (5), Other Staff (10) and a part‐time
General Technician (1) that maintain wastewater services. For water services a full‐time: Utility
LAFCO of Santa Barbara County 919
CHAPTER THREE: DD. CITY OF LOMPOC
Director (Same person, 1), Water Superintendent (1), Supervisor (2), Admin (1), Operator (6),
Other Staff (12) and two part‐time General Technician (2).
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.
GROUNDWATER MANAGEMENT
The Santa Ynez River Water Conservation District has called for a downstream 89‐18 water rights
release to be made from Lake Cachuma in summer 2021. The release was scheduled to start on
Monday August 2, 2021. It is anticipated to end on November 1, 2021 for a total release of about
5,800 acre‐feet of water. The release will be from the Above Narrows Account (ANA) only. The
planned end date and total amount released is subject to actual conditions experienced during the
three‐month time frame and is subject to change.
In consideration of continuing extreme drought condition and future projections, the Below
Narrows Account (BNA) water is being held back as a hedge against another potentially
consecutive dry winter. There is a high probability of a combined ANA/BNA release next summer
(2022), depending upon rainfall this coming winter.
This release has been coordinated with United States Bureau of Reclamation (USBR) Operations
staff, Cachuma Operation & Maintenance Board (COMB) Fisheries Division, and Central Coast
Water Authority (CCWA).
Groundwater Sustainability Agency
In accordance with SGMA, the Santa Ynez River Groundwater Sustainability Agency (SYRGSA) was
formed in 2017. The 11‐member Board of Directors includes representatives from the eight
agencies that intersect the Basin which includes, the Santa Ynez River Water Conservation
District (CMA; EMA; WMA), City of Solvang (EMA), City of Buellton (CMA), City of Lompoc
(WMA), County of Santa Barbara (CMA; EMA; WMA), Mission Hills Community Services District
(WMA), Santa Ynez River Water Conservation District Improvement District No. 1 (EMA), and
Vandenberg Village Community Services District (WMA).
Groundwater Sustainability Plans
There are three Management Areas in the Santa Ynez River Groundwater Basin (Basin),
the Western Management Area (WMA), Central Management Area (CMA), and Eastern
Management Area (EMA). Each Management Area is governed by a Groundwater Sustainability
Agency (GSA) with input from a GSA Committee. The GSPs have been developed and submitted
to the State. The GSAs are currently working to implement Projects and Management Actions.
Santa Ynez River Water Conservation District has taken the lead for SGMA efforts in the Basin.
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CHAPTER THREE: DD. CITY OF LOMPOC
Data Management
SGMA Law requires a Data Management System (DMS), a tool to organize and maintain data as
part of GSP preparation and implementation. To achieve the goals identified by SGMA, the DMS
will be a central source for groundwater data, specifically for the WMA, providing up‐to‐date
technical information regarding basin conditions. Collecting and centralizing these data is a step
towards meeting the goals of protecting water rights and ensuring local agencies continue to
manage groundwater while minimizing state intervention. DMS implementation goals include
improving data collection and storage, and assisting in the understanding and future reporting
about groundwater conditions in the WMA. The DMS contains information about the existing
wells in the basin including groundwater level data, well construction information, well logs,
geophysical data, pumping test data, water quality data, and pumping data. In addition, the DMS
houses data related to land subsidence, surface water flows, and total water use in the WMA. The
plan for the DMS is that a user’s primary mode of interaction will be to open and interact with a
web application (built on the Linux Apache MySQL PHP (LAMP) web stack), through a modern
web browser. Several user levels and roles have been established with different access privileges,
and some roles have limited administrative capacity. In additional to the database server, a map
server is also being run on the system to provide access to certain kinds of complex geospatial
data. A map server is an intermediary program that takes the source geographic information
system (GIS) data and provides it on demand in a format that client interface programs can access.
Currently, this map server is the QGIS server program and the MapProxy cache program.
Additional user notification is provided through an email service, currently through the Postfix
program. The DMS is currently located on a virtual private server (VPS) rented from a datacenter.
The current VPS provider for the WMA DMS is Host Winds.
WATER & WASTEWATER INFRASTRUCTURE AND PUBLIC
FACILITIES
Water Supply
The City relies on groundwater to meet current and future water demands. The City pumps water
from the Lompoc Plain using 11 wells located in the east‐northeast part of the City. The combined
capacity of the ten (10) wells is 7,360 gallons per minute, or 10.6 million gallons per day (MGD).
The Lompoc Plain stays in equilibrium because during certain periods of time, water is released
from Lake Cachuma to recharge groundwater levels in the eastern portion of the Lompoc Plain.
Water quality in the Lompoc Plain varies significantly both geographically and throughout the
upper and lower aquifer zones. Generally, groundwater quality degrades from east to west as
water nears the coastline of the Pacific Ocean. the City draws water from the Lompoc Plain
portion of the basin with average well depths of approximately 200 feet.
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CHAPTER THREE: DD. CITY OF LOMPOC
Water Treatment System
Water from the wells is conveyed to the Lompoc Water Treatment Plant (LWTP). The LWTP
was constructed in 1963 and employs a lime‐caustic soda softening process to treat the water for
hardness and to reduce total dissolved solids (TDS). Waste sludge from the softening process,
along with waste filter wash water, is discharged and dried in on‐site sludge lagoons or dried in
centrifuges. The dried sludge is utilized as an alternate daily cover material at the City’s landfill.
The peak treatment capacity of the LWTP is 10.0 MGD. Lompoc Water Treatment Plant re‐claims
and treats over 1.4 billion gallons of water every year.
Water Distribution
The City’s distribution system consists of 135 miles of water mains ranging between two and 16
inches in diameter size, a pump station, as well as four storage reservoirs having a total usable
storage capacity of 10 to 11 million gallons, valves, and meters. The lines are located in a looping
pattern, thereby, maintaining pressure for fire flow requirements.
Sewer Collection System
The Sanitation system is comprised of approximately 150 miles of sewer collection system
pipelines of varying sizes and ages, 2,200 manholes, and four (4) lift stations. The lengths of sewer
collection pipes are broken down by age below:
Pipeline Age Distribution
Pipe Diameter (inches) Length (feet) Length % of System
(miles) by Length
4 1,280 0.24 0.2
6 2,207,220 339.44 335.6
8 2,240,110 445.47 441.0
10 30,455 5.77 55.2
12 18,770 3.55 33.2
15 27,145 5.14 44.6
18 43,285 8.20 7.4
21 9,075 1.72 11.5
27 6,115 1.16 1.0
30 585 0.11 00.1+
36 595 0.11 00.1+
48 110 0.02 00.0+
56 80 0.02 00.0+
Total 585,825 110.95 100.0
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CHAPTER THREE: DD. CITY OF LOMPOC
Pipeline Age Distribution
Pipe Age Length (feet) Length % of System
(miles) by Length
2000‐present 105,944 20.06 18
1960‐1999 369,054 69.9 63
1916‐1959 110,827 21.00 19
Total 585,825 110.95 100.0
Wastewater Treatment System
The LRWRP located at the northwest corner of the City of Lompoc adjacent to San Miguelito
Creek. The Wastewater Division operates and maintains 150 miles of sanitary sewer collection
infrastructure and a regional Tier IV Extended Aeration Tertiary Treatment Wastewater Plant
with an average dry weather flow capacity of 5.5 million gallons per day (MGD). There are
approximately 53,494 municipal and industrial users. The wastewater generated from the service
area is approximately 90% domestic and 10% from a mixture of commercial, light industrial, and
military sources.
The LRWRP was upgraded in 2009 and has an average dry‐weather flow design capacity of 5.5
MGD, with a peak dry‐weather flow of 9.5 MGD. The peak wet‐weather capacity is 15 MGD. The
upgraded LRWRP achieves biological nutrient (nitrogen) removal by using oxidation ditches
with denitrification and nitrification treatment. The flow enters secondary clarifiers before being
transferred to flow equalization basins. Equalized flow is pumped through cloth media filters to
prepare it for disinfection by ultraviolet radiation. The facility has used ultraviolet disinfection
since November 2009. Maximum flow through the disinfection units is 5.5 MGD.
Biosolids Disposal
The LRWRP discharged approximately 3,133 AFY to the Santa Ynez River via San Miguelito
Creek. Biosolids from the Facility are thickened in two dissolved air floatation thickeners before
being fed to aerobic digesters. The digested material is transferred to a facultative lagoon before
being dried in sludge drying beds. The dried sludge is then shipped offsite for composting.
Recycled Water
The Lompoc Regional Wastewater Reclamation Plant (LRWRP) can produce tertiary recycled
water for landscape irrigation and construction purposes.
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CHAPTER THREE: DD. CITY OF LOMPOC
Stormwater
Lompoc’s stormwater infrastructure consists of channelized drainages, detention basins,
standard storm drain inlets and sub‐surface storm drainage systems, and curbs and gutters. Both
the City and County maintain stormwater infrastructure within the City of Lompoc. The City of
Lompoc maintains the East‐West Channel drainage and the City’s curbs and gutters. The County
maintains all the V Street Channel. Most stormwater flows are directed, to detention basins prior
to entering the sub‐surface drainages to avoid sediment loading. Stormwater ultimately flows into
the subsurface drainages, which then flow to either the East–West Channel, the V Street Channel,
or directly into the Santa Ynez River.
City of Lompoc
Incorporation, Revenues, Attributes, Types of Service, and Resources
Attributes
City Limits (est. square miles) 11.59
Population (2020 estimated) 42,753
Assessed Valuation (FY 21‐22: Includes City only) $3,492,854,989
1 W
Number of Treatment Plants
1 WW
Regular Financial Audits Every Year
Average Annual Revenue Per Capita (FY 20‐21) $2,710
Average Portion of County 1% Property Tax Received 17¢/$1
Ending General Fund Balance (June 2021) $34,537,359
Water Fund Balance $22,754,582 W
Wastewater Fund Balance $45,552,934 WW
Change in General Fund Balance (from June 2016 to June 2021) 79%
Total Fund Balance/Annual Revenue Total (FY 20‐21) 108%
Water Fund Balance 189% W
Wastewater Fund Balance 307% WW
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.
924 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: DD. CITY OF LOMPOC
Types of Services
Collection X
Treatment X
Disposal X
Recycled X
Other X
City of Lompoc
Formation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant, Booster, & Lift Stations
Address Acquired/Built Condition Size
LRWRP 1801 W Central Ave 1950s Fair 5.5 mgd
WTP groundwater plant 1962 Good 10.2 acres
601 E. North Ave.
WTP surface plant 1995 Good 6,000 sq ft
3765 Miguelito Cyn Rd
BJM shredder 2001 Fair 5 HP
341 gpm
Gorman‐Rupp 1998 Fair X2 – 6.2 HP
345 gpm
River Bend Park, 2004 Good X2 ‐ 5 HP
900 McLaughlin Road 130 gpm
Ken Adams Park 1990 Good X2 ‐ 5 HP
330 gpm
The first pump lift station includes a 100‐kW Chevy 454 V‐8 natural gas emergency
engine/generator. It has two submersible 5‐hp BJM shredder pumps with float control that
convey sewage collected from the River Park under the Santa Ynez River to connect to the
northeastern portion of the collection system.
The second, third and fourth lift stations have Honda 5 KW portable generators for backup
power. Gorman‐Rupp pumps lifts the sewage from the northern portion of the collection system
to be pumped to maintenance hole 18‐507 across the ‘H’ street bridge.
A third submersible shredder pump lift station with float control at River Bend Park, 900
McLaughlin Road, pumps to maintenance hole 26‐706 900 Canfield Ave.
LAFCO of Santa Barbara County 925
CHAPTER THREE: DD. CITY OF LOMPOC
A fourth submersible shredder pump lift station with float control at Ken Adams Park pumps to
maintenance hole 18‐518, 2400 Hancock Road.
Connections
Water Wastewater
Single‐Family 8,128 10,161
Multi‐Family 752 5,384
Commercial 717 266
5 98
Industrial
Agricultural/Irrigation 141 0
Other 52 0
The residential single‐family connections are equivalent to 865.1 units
on 804 parcels. Four commercial connections are equivalent to 16.1
single‐family units.
Total Staffing
Personnel Per 1,000
population
Full time Operators 18 0.42
Emergency Operators 2 0.05
Administrative Personnel 25 0.58
Other City Staff 300 7.02
Lompoc has a total of 343 permanent employees, of which 22 provide
wastewater services, 22 provide water services, along with two
administrative personnel. Emergency Operators can be hired from Fluid
Resource Management (FRM) if necessary.
926 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: DD. CITY OF LOMPOC
Staffing Experience/Tenure (average)
Years in Industry Year w/ District
Utility Director (1) 24 24
Wastewater Superintendent (1) 18 1.5
Operator Supervisor (1) 18 19
Operator IV (1) 17 17
Operator III (3) 10.3 2.8
Operator II (1) 5 2.5
Collections Supervisor (1) 28 20
Collections Worker (2) 6.75 6.75
Electric/Mech Technician (2) 13.5 11
Water Superintendent (1) 15 15
Treatment Operator Supervisor (1) 12 11
Treatment Operator II (2) 9.5 9
Treatment Operator I (1) 3 3
Treatment Operator OIT (2) 0.75 0.75
Distribution Supervisor (2) 17.5 17.5
Lead Distribution Operator (1) 4 4
Sr. Distribution Operator (3) 10.6 10.6
Distribution Operator (2) 3 1.25
Laboratory Technician (2) 7.5 3
PT General Technician (1) 20 9
Chemist (2) 7.5 9
SCADA Analyst (2) 17 11
Water Resources Tech (1) 1 1
Facility Maintenance Supervisor (1) 19 12
Maintenance Supervisor (1) 12 3
Sr. Maintenance Tech (1) 30 30
Maintenance Tech (2) 8 8
Sr. Meter Tech (3) 14.6 14.6
Administrative Personnel (2) 12 2
Other City Staff N/A N/A
Water & Wastewater Capacity
The Lompoc service area’s
maximum daily capacity to convey
City of Lompoc has a permitted water treatment plant capacity
water to the Treatment Facility for
of 10.0 MGD. The Vandenberg Village Community Services is 2.2 million gallons. Its maximum
daily capacity to convey wastewater
District owns a 0.89 mgd capacity right in the LRWRP. The
to the Treatment Facility for
LRWRP permitted capacity is 10.05.5 mgd. treatment and disposal is 10.05.5
million gallons.
LAFCO of Santa Barbara County 927
CHAPTER THREE: DD. CITY OF LOMPOC
System Demands
The estimated average annual water
City of Lompoc service area’s average annual water demand is
demand is 1.38 mgd and wastewater
4,235 afy, or 1.38 billion gallons per year. Annual wastewater flows generated during the report
period among Lompoc users in the
collection demand generated approximately ~2.98 MGD. It also
service area has been 2.98 million
translates over the report period to an estimated 88.4 gpcd of gallons per day.
water or estimated 65.5 gallons per day for each resident; it also
translates to 386 gallons for every service connection.
Service Performance
LAFCO estimates Lompoc is
City of Lompoc service area’s average annual water demand
presently operating at 37% capacity
generated during the report period for subsequent treatment and in water service and 60% capacity in
wastewater service within its
distribution has been approximately 4,235 afy. Of this amount,
service area. (This estimate includes
it is estimated by LAFCO this represents 37% of permitted service agreements outside of its
service boundary.
supplies. Average annual wastewater collection demand
generated for subsequent treatment and disposal at the Treatment Plant Facility has been
approximately 2.98 million gallons a day. Of this amount, it is estimated by LAFCO this
represents 60% of permitted capacity. The City generally has adequate capacity for anticipated
future needs.
City of Lompoc
Formation, Revenues, Attributes, Types of Service, and Resources
Total Distribution Inspected, Repaired, Added -Lompoc
2
1.8
1.6
1.4
1.2
1
0.8
0.6
0.4
0.2
0
CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Water Sewer
Source: Lompoc Data.
Note: Information is for the entire City. Also, this table tabulates miles of lines cleaned, replaced, added,
and videoed. Additional upgrades preformed regarding lift stations and treatment plant.
928 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: DD. CITY OF LOMPOC
Upgrades or Repairs Completed -Lompoc
FY -2020-2021
1
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0% 0% 0% 0% 0% 0% 0%
0
Inspected Cleaned Replaced Added Video Booster Treatment
Stations Plant
Upgrades/Repairs
Source: Lompoc Data.
Note: Information is for the entire City.
The City of Lompoc provides water, wastewater, and
Lompoc Snapshot: FY2022
stormwater services to its constituents directly and
Planning Reports Year Updated
plans for them in various planning documents,
General Plan 2021
including the Water Master Plan adopted in 2021, Draft
Water Master Plan 2021
Sewer System Master Plan underway, Capital Sewer System Master Plan 2022
Stormwater System Plan None
Improvement Plan, Utility Rate Study in 2022‐2023,
Capital Improvement Plan annually
and participation in County‐wide Integrated
Rate Study 2021
Stormwater Management Plan updated in 2019. The Climate Plan N/A
Integrated Stormwater 2019
City’s General Plan, which was last updated in 2021,
Plan
contains Land Use, Public Facility, and Safety
Elements.
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.
LAFCO of Santa Barbara County 929
CHAPTER THREE: DD. CITY OF LOMPOC
City Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Property tax $5,233,491 5.1% $5,393,831 4.6%
Sales tax $7,511,905 7.3% $15,034,182 12.9%
Other taxes $8,365,473 8.2% $9,578,372 8.3%
Grants & contributions $643,210 0.6% $646,527 0.6%
(not restricted)
Charges for services $68,070,924 66.5% $69,022,411 59.6%
Grants & contributions $8,977,772 8.8% $14,905,701 12.9%
Interest $2,579,023 2.5% $375,816 0.3%
Other revenue $990,827 1.0% $925,020 0.8%
Revenue total $102,372,625 100.0% $115,881,860 100.0%
Fiscal Indicators
Select fiscal indicators are shown graphically below. Over the past three fiscal years, the City’s
expenditures have remained relatively flat in comparison to its revenues. The increase in revenue was
primarily due to increased charges for services. The City’s reserve balances are insufficient to absorb
revenue imbalances. The line graph below shows the current financial trend in millions. These
indicators provide a measurement of the agency’s financial condition over time. The City received
$450,052 Cares Act funding for the water portion and wastewater funding received $945,144.
Fiscal Trends-City of Lompoc
140
120
100
80
60
40
20
0
2018-19 2019-20 2020-21
-20
Revenue Expenditure Reserve
930 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: DD. CITY OF LOMPOC
CITY OF LOMPOC
Charges for Services
This indicator addresses the extent to which charges for
service covered expenses. Charges for Services is the primary
73
funding source for enterprise funds. Represented below a ratio
72 of one or higher indicates that the service is self‐supporting.
71
70
69
68
67
66
2016-17 2017-18 2018-19 2019-20 2020-21
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
2016 $ 97,479,833 $ 88,626,310 1.0
1.05
2017 $ 101,345,340 $ 94,145,090 1.0
2018 $ 103,130,209 $ 97,613,048 1.0
1
2019 $ 106,901,540 $ 100,063,027 1.0
0.95 2020 $ 102,372,625 $ 98,435,626 1.0
2021 $ 115,881,860 $ 104,273,174 1.1
2016 2017 2018 2019 2020 2021
Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2018 2019 2020 2021 Trend
Funded ratio (plan assets as a % of plan liabilities) 71.2% 71.9% 71.3% 70.4%
Net liability, pension (plan liabilities ‐ plan assets) $ 83,754,319 $ 85,250,404 $ 90,600,620 $ 96,939,409
Other Post‐Employment Benefits (OPEB)
Funded ratio (plan assets as a % of plan liabilities) 98.1%
2021 year of OPEB reporting
Net liability, OPEB (plan liabilities ‐ plan assets) $ 399,968
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 931
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Coverage of Net Post‐Empployment Liabilities
200 1.2
1
150
0.8
100 0.6
0.4
50
0.2
0 0
2016 2017 2018 2019 2020 2021
2016 2017 2018 2019 2020 2020
Agency Assets (other than capital) $96,844,060 $104,936,232 $105,716,729 $117,687,417 $128,730,798 $145,540,490
Net Liabilities (pension & OPEB) $61,761,744 $75,329,931 $98,739,319 $99,039,317 $92,974,795 $97,339,377
CHAPTER THREE: DD. CITY OF LOMPOC
Pension Obligations and Payments
The City contributes to CalPERS for a defined benefit pension plan for all qualified permanent
and probationary employees. The City participates in one agent‐multiple employer plan for its
miscellaneous employees (Miscellaneous Plan) and one cost‐sharing employer plan with five tier
groups for its safety employees (Safety Plan). Members with five years of total service are eligible
to retire at age 50 with statutorily reduced benefits.
While the City's Miscellaneous Plan is not closed to new entrants, the component option of 2.7%
@ 55 is closed to new entrants. Classic Members, as defined by CalPERS, entering the City's
Miscellaneous Plan would enter the 2% @ 60 option while New Members, as defined by CalPERS,
entering the City's Miscellaneous Plan would enter the 2% @ 62 option.
The City participates in one safety cost‐sharing multiple‐employer plan with five tiers. The Safety
Plan consists of Police and Fire Tier 1, Police Tier 2, Fire Tier 2, Police PEPRA and Fire PEPRA.
The Police Tier 1 effective prior to November 19, 2011, and the Fire Tier 1 effective prior to
September 24, 2011, are closed to new entrants.
OPEB Obligations and Payments
The City’s primary Other Post‐Employment Benefits (OPEB) cost obligation is for retiree health
benefits, under its election to participate in the California State Associations of Counties – Excess
Insurance Authority’s (CSAC‐EIA) health care plans, which is an agent multiple‐employer
defined benefits OPEB plan. Effective December 31, 2018, the City changed medical providers,
leaving the CalPERS Health Benefit Program under the Public Employees’ Medical and Hospital
Care Act (PEMHCA), and joined the CSAC‐EIA health care plan.
The City entered into an agreement with California Employers' Retiree Benefit Trust (CERBT) to
pre‐fund the City's OPEB liability. The City entered the PERS medical insurance program in 1990
under the Public Employees Medical and Hospital Care Act (PEMHCA). The City provides post‐
employment health care insurance to all employees who retire from the City on or after attaining
age 50 with at least 15 years of OPEB credited service and a minimum of 10 consecutive years of
full‐time City service. Of the 165 retirees who had met eligibility requirements, 126 elected to
receive benefits under the plan. Retirees need to elect to receive benefits under the plan upon
retirement and if they do not, they are ineligible to elect in at any time in the future. On June 30,
2020, there are 331 active employees covered by the benefit terms for the plan.
The City pays a percentage of the cost incurred by pre‐Medicare retirees toward health, dental
and vision insurance, beginning with 50% with 15 years of service and increasing 2.5% with each
year, to a maximum of 75% with 25 years of service. The City also reimburses a fixed amount up
to $100 per month for a Medicare supplement for the 65 retirees eligible for Medicare.
932 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: DD. CITY OF LOMPOC
Enterprise Funding
The City’s budget includes water and wastewater services for public utilities. In FY 2020/2021,
the City’s actual budget expense were $24,371,354 and increased that to $37,453,784 for FY
2021/2022. 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.
Water & Wastewater‐Expenditure
16 Sewer 26.5
14 26% 26
25.5
12
Water 25% 25
10 24.5
24% 24%
8 24% 24
23.5
6
23% 23
4
22.5
2
22
0 21.5
2016 2017 2018 2019 2020 2021
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 of Santa Barbara County 933
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CHAPTER THREE: DD. CITY OF LOMPOC
ACCOMPLISHMENTS FOR FYS 2019-21
• City Council Chambers: Completed replacement of HVAC system.
• Restoration of the third of four Dewatering Units at the Water Treatment Plant Facility.
Re‐storing the unit increased operational flexibility.
• Completed a major retrofit of existing back‐up generator to support business continuity
during loss of utility power.
• Rehabilitation of Well #5.
• Completed the required annual Environmental Laboratory Accreditation Program (ELAP),
utilizing The Nelac Institute (TNI) international standards adopted in 2020‐21.
• Expanded our porta potty program from 2 to 6 vendors and restarted the original plant
upgraded dump station. This change increased efficiency and safety for both the dumpers
and the plant influent equipment. The original plant dump station eliminates the need to
unclog the old dump point which was time consuming and dangerous.
• Hauled 2,477 tons of bio solids to certified composting facility per the hauling contractors
certified scales.
• Completed contract with Vandenberg Space Force Base to haul their biosolids to VSFB for
land‐fill decommissioning project, this saved hauling costs by 55% for Fiscal years 2019‐20.
• Initiated planning and implementation of sludge dewatering equipment and determined
the prop‐er polymer product for the upcoming installation of the sludge dewatering
equipment
• Contracted to review and upgrade the Plant’s Supervisory Control and Data Acquisition
(SCADA) system to allow access to the system’s advanced management capabilities. This
was a key component to removing the graveyard shift.
• Enhanced plant physical security system by repairing perimeter fencing, installing a CCTV
cam‐era system and a fire/intrusion alarm service all monitored 24 hours a day 7 days a
week.
• Rehabilitated Final Effluent Structure.
• Reinitiated and updated pretreatment programs.
OBJECTIVES 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.
934 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: DD. CITY OF LOMPOC
• Continue to upgrade and improve the meter reporting cap abilities, 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.
• Rehabilitate emergency holding basin for proper drainage 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
LAFCO of Santa Barbara County 935
CHAPTER THREE: DD. CITY OF LOMPOC
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 15‐year Capital Improvement Plan (CIP), which is updated regularly and identifies
and prioritizes system improvements and costs. The 2021‐2023 CIP is divided into five categories:
Public Safety, Municipal Improvements and Support, Transportation, Enterprise Utilities, and
Citywide Internal Service Funds. Summary includes over $42 million in upgrades.
Projects Budgeted or Estimated 2021 to 2023
Full Trash Capture Connector Pipe Screens $50,490
Full Trash Capture Coanda Screens $16,000
Automatic Retractable Screens $4,500
23Water Distribution Mains $4,240,000
Meter Replacements $430,000
Reservoir Mixing Units $50,000
Reservoir Chlorination Project $65,000
Filter Body Feed System Upgrade $45,000
Frick Springs Vehicle Bridge $320,000
Reservoir tank re‐coating $150,000
Sewer Line Replacement $4,000,000
Drying Bed Paving $285,000
Replace Perimeter Fence Sections $25,000
Rebuild Secondary Clarifiers $250,000
Laboratory Upgrades $75,000
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
936 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: DD. CITY OF LOMPOC
been transferred to the Successor Agency Trust Fund as of Fe bruary 1, 2012. The bonds bear
interest rates from 2.75% to 4.85%. Principal and interest payments are due each March 2 and
September 2 through September 2, 2034. The bonds contain a provision in the event of default,
the outstanding principal balance and accrued interest are due and payable immediately. On June
30, 2021, the principal balance outstanding on the City's portion of the bonds was $1,680,000.
The City leases vehicles and equipment under direct borrowing capital leases that expire through
2035 and are reported as financed purchases of the underlying assets. The City has pledged the
underlying assets as collateral on the leases, for a total value of $2,511,597 and for a total value of
$3,805,710. The leases contain the provision that in the event of default, the lessor may retake
possession of the underlying asset or require payment for the entire balance of the remaining lease
term. On June 30, 2021, future minimum payments on direct borrowing capital leases are 2022 ‐
$1,442,015, 2023‐$1,128,602, 2024‐$1,030,888, 2025‐$937,866, 2026‐$939,353, and thereafter‐
$2,704,628.
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, 2021, the principal amount
outstanding on the bond was $7,960,000.
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, 2021, the principal
amount outstanding on the bond was $13,250,000.
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, 2021, the principal balance
outstanding was $37,767,239.
LAFCO of Santa Barbara County 937
CHAPTER THREE: DD. CITY OF LOMPOC
On March 1, 2017, the City entered into a direct placement financing contract with the State of
California, Department of Resources Recycling and Recovery (CalRecycle). On July 23, 2018, the
City secured $1,000,000 in financing for the Solid Waste Disposal and Codisposal Site Cleanup
Program for the City of Lompoc Landfill Gas Collection and Control System (LGCCS) project
from CalRecycle. The total repayment obligation, including interest, to the CalRecycle loan is
$1,033,723. Repayment on the loan began during the year ending June 30, 2020, and is due in equal
annual payments of $103,372 through fiscal year 2029. The interest rate on the loan is 0.599% per
annum. On June 30, 2021, the principal balance outstanding was $804,873.
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 $7,856,162 on
June 30, 2021, and represents the cumulative amount based on the use of 52.7% 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.
Rate Structure
Water and Sewer rates for the City were last updated and adopted by the City Council in
February 2016 The rates are based on a 2016 Enterprise Reimbursement Study prepared by HF&H
Consultants, LLC and undergo periodic review and adjustment, per City policy.
Water & Sewer Fees (Effective July 1, 2020)
A. Connection Fees (represents share of capital costs)
938 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: DD. CITY OF LOMPOC
Water – ranges from $4,322 per ¾” meter to $420,997 per 12” meter. Wastewater ‐ ranges
from $4,191 per ¾” meter to $408,240 per 12” meter
B. User Fee per Month
Base Rates*
Meter Size Water Usage Wastewater
per HCF
5/8'' $41.47 $46.40
3/4'' 54.22
1" $79.71 $62.25
1 1/2" $143.43 $65.45
2" $219.90
3" $398.33
4" $653.22
6" $1,290.46
8" $2,055.15
10" $2,947.29
12" n/a
Commodity Charge
(per 100 HCF)
Tier I (0‐10 HCF) $6.13 $9.28
Tier II (10.1‐20 HCF) $6.56 $9.28
Tier III (20.1+ HCF) $7.85 $9.28
Multi‐family $6.12 $9.28
Commercial $6.29 $12.45
Institutional/Landscape $6.78 $12.45
Industrial $6.12 $13.09
Figures DD‐3 and DD‐4 show a rate comparison for four County Communities. The following
charts show the comparison of two Cities and two Community Service Districts. Overall, Lompoc
water and sewer rates for residential customers are much higher than other communities in the
County area. The charts are based upon a sample billing using “10 units” as a basis.
LAFCO of Santa Barbara County 939
CHAPTER THREE: DD. CITY OF LOMPOC
$140
115.52
$120 95.07
$100
$80 67.71
$60
36.99
$40
$20
$0
VVCSD MHCSD City of SM City of Lompoc
940 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
sralloD
Bill Comparision -Monthly Residential Water -10 Units
1 unit = 100 Cubic Feet of Water
North County Communities
92.80
$100
75.67 68.82
$80
$60
$40
27.01
$20
$0
VVCSD MHCSD City of SM City of Lompoc
sralloD
Bill Comparision -Monthly Residential Sewer -10 units
1 unit = 100 Cubic Feet of Water
North County Communities
$250
208.32
$200
136.53 122.08
$150 112.66
$100
$50
$0
VVCSD MHCSD City of SM City of Lompoc
sralloD
Total Comparision -Monthly Residential Water & Sewer -10 units
1 unit = 100 Cubic Feet of Water
North County Communities
CHAPTER THREE: DD. CITY OF LOMPOC
ORGANIZATION
Governance
City of Lompoc’s governance authority is established under general law for Cities codified under
Government Code Sections 34000. Cities are authorized to provide all municipal services. A five‐
member City Council governs the City of Lompoc with the Mayor elected at‐large and Council
Members by Districts. The citizens elect a Mayor every four years. There is no limit on the number
of times a candidate can run for re‐election to the City Council. The City operates under the
Council‐Manager form of government, which means that the City Council appoints a City
manager who is responsible to oversee the daily operations of the City. The City Council provides
policy direction to the City Manager who works with the City’s administration team and the
citizens to implement the direction of the Council. Additionally, the City Council appoints a City
Attorney to represent and advise the City Council on legal matters, a five‐member Planning
Commission, Airport Commission, Parks and Recreation Commission, and various other
commissions and committees. The City employs approximately 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 6
Gilda Cordova Council Member District 1 Business Owner 3
Victor Vega Council Member District 2 Real Estate/Sm Bus 8
Dirk Starbuck Council Member District 3 Business Owner 12
Jeremy Ball Mayor Pro Tem District 4 Business Owner 2
Website Transparency
The table, on the next page, is not an exhaustive inventory of website criteria required under
current law. Rather, it identifies key components, required by the Government Code and/or
recommended by the California Special Districts Association and other organizations, for
websites to enhance transparency and accountability.
LAFCO of Santa Barbara County 941
CHAPTER THREE: DD. CITY OF LOMPOC
Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in
advance on their websites. Government Code Section 6253 requires that agencies post content
most requested by constituents and most often requested via Public Record Act requests. Because
of the difficulty for LAFCO staff to verify this information, these criteria are not included in the
website checklist. However, agencies should address these criteria to comply with current
website requirements.
City of Lompoc Website Checklist
website accessed 7/25/22 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.
942 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: DD. CITY OF LOMPOC
Survey Results
The table below includes a list of questions asked of area residents to assess if satisfactory water,
wastewater, and stormwater 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 2 ‐ ‐
water, wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment 2 ‐ ‐
provided with the level of water, wastewater,
or stormwater service?
3. Do you feel an adequate level of funding is 2 ‐ ‐
provided given the level of service?
4. Personnel arrived in a timely manner and were 2 ‐ ‐
professional?
5. Personnel was knowledgeable, answer 2 ‐ ‐
questions, and were informative?
A total of one (1) response was provided by the community and one (1) response by staff answered
the survey questions. The community and agency staff rated 100% satisfactory. Additional
Comments were provided to place more efforts toward stormwater retention/conservation.
LAFCO of Santa Barbara County 943
CHAPTER THREE: AGENCY PROFILES
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944 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
EE. City of Santa Barbara
Agency Office: P.O. Box 1990, Santa Barbara, CA 93102
Phone: 805/963-0611
Fax: 805/564-5475
Email: rbjork@santabarbaraca.gov
Website: www.santabarbaraca.gov
City Administrator: Rebecca Bjork
Water Plant Operations: Andrew Rhodes
Wastewater Operations: Thomas Welche
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 90,911 residents. The City expends
approximately $76,408,077 per year for water & sewer services. Total fund balance has increased
steadily from 2015 to 2020. The General Fund balance is now over $38,734,314, which can be used
to offset short term funding lows. The City receives a portion of the County’s 1% base property
tax of 12¢/$1. The City receives financial support at a rate of approximately $4,305 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, 2021. The City’s Sphere of Influence is larger than its boundaries including areas to the
north (Mission Canyon & San Marcos Foothills) and west (Los Positas), and several islands
surrounded by the City that have not been annexed. Plans to expand the Sphere are being
discussed.
BACKGROUND
The City of Santa Barbara was incorporated on August 26, 1850. The City was established under
charter law for Cities codified under Government Code Sections 34450 within California
Constitution Article XI, Section 5(a). The City is located in southern Santa Barbara County and
is the County Seat. The City extends from Montecito on the east to Highway 154 and Hope Ranch
on the west. The City is governed by a seven-member City Council with mayor elected at-large
and six Council Members elected by Districts. It has a City manager form of government and is a
full-service City, providing most essential City services.
LAFCO 945
of Santa Barbara County
CHAPTER THREE: EE. CITY OF SANTA BARBARA
946 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: EE. CITY OF SANTA BARBARA
The City of Santa Barbara overlaps the Goleta Sanitary District, Goleta Water District, Santa
Barbara Mosquito and Vector Control District, Santa Barbara Metropolitan Transit District,
Cachuma RCD, 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.
OPERATIONS
The water and wastewater systems are operated and maintained by the Water Resources Division
of the City’s Public Works Department. The water system is supported by 79.5 employees and the
wastewater and recycled water system are supported by 52 employees. The City’s Water
Resource Division provides water and wastewater services to 27,330 connections to residences,
businesses, and other facilities. Currently, the City obtains its water from nine sources: Cachuma
Project, Gibraltar Reservoir, Devil’s Canyon Creek, Mission Tunnel, State Water Project,
Groundwater, Desalination, Recycled Water, and Storm Drainage.
The City has several service agreements with neighboring agencies for water and sewer services.
Some of the agencies receive water or City wastewater treated by City’s regional Cater WTP and
El Estero WRC. The total population the City reported to DWR for service records total 94,929
people. The City, through a JPA, treats the raw surface water allotments for Montecito Water
District and Carpinteria Valley Water District. This portion of the water supply belongs to the
Districts as part of their Cachuma Project water that just gets routed through the City treatment
plant and the City only receive reimbursement for the treatment costs. A similar situation also
exists between the City of Santa Barbara and La Cumbre Mutual Water District where the City
treats their State Project Water for them.
Charges for services and other water and wastewater resources revenue constitute approximately
48.3% of all City’s revenues, while water and sewer services represent approximately 20.9% of
City’s expenses. The City maintains separate enterprise funds for other services, meaning that
charges for services are intended to pay for the costs of providing such services. The City also has
$182.5 million in business-type activities in long-term debts with no reported debt in
governmental activities.
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,
Sewer/Wastewater, Engineering, Solid Waste, Planning & Land Use, Building & Safety, Code
Compliance, Police & Fire, Recreation & Parks, Waterfront/Harbor, Airport, Library,
Administration and Finance.
LAFCO of Santa Barbara County 947
CHAPTER THREE: EE. CITY OF SANTA BARBARA
OPPORTUNITIES & CHALLENGES
The City has shown resourcefulness in providing services. The City has worked closely with their
neighboring communities, Goleta, Montecito, and Carpinteria, to forge relationships to improve
service and reduce costs. The operations and services have been defined along the borders through
exchange agreements and JPAs. The City provides existing utility service to pockets of
unincorporated areas completely surrounded by the City, towards the north (Mission Canyon
area) and west side of the City. It also provides water and sewer service outside the eastern edge
of the City. This infrastructure was built prior to LAFCO regulation requiring authorization of
this kind of service expansion.
The City has several property owners interested in connecting to their sewer system. In general,
the City supports getting customers off septic but believes the process for single family residential
properties is cumbersome and expensive. The City would welcome support that would
streamlines this effort for property owners.
Like most full-service municipalities, personnel costs are the largest area of expense in the General
Fund. Although salary increases have been low to moderate in comparison to other agencies,
increases in retirement costs are driving the overall cost increases with regard to City personnel
costs. Starting in 2016, CalPERS adopted more conservative funding policies, resulting in
substantial increases in employer contributions and will continue until at least 2025 and beyond.
Modest revenue growth coupled with exceptional increases in retirement costs over the next five
years will challenge the City to maintain a balanced budget. Fiscal Year 2022 adopted budget
identified $6.8 Million of General Fund operating savings, along with additional strategies, in
order to balance the budget.
Governance Structure Options
The opportunities for new governance structures in Santa Barbara are small. The City of Santa
Barbara is largely surrounded by suburban residential, National Forest, and the Santa Barbara
Channel. The City of Goleta and community of Montecito are the nearest along the eastern and
western border of the City. The Pacific Ocean is located to the south. In the early 2000’s the
eastern Goleta Valley citizens committee applied to LAFCO to become part of the City of Santa
Barbara. This application was declined by LAFCO and subsequently a request to amend the City’s
Sphere of Influence in 2006 was also declined. The incorporation of the Goleta was approved in
2002. In 2007, the Committee for One proposal was declined because it included additional
territory comprised of the surrounding mobile home parks which if annexed into the City could
have potentially lost their rent control protection.
948 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: EE. CITY OF SANTA BARBARA
The City seeks interest in a streamline provision for utility service to properties outside City
limits, specifically within nearby existing City utility infr astructure. The City believes getting
these properties on existing municipal services could reduce the need for emergency connections
in the future due to failed groundwater wells or septic systems. The City and landowners feel the
annexation process is long and financially infeasible for most applicants. The City desires a
streamlined out-of-agency service agreement process. The Commission has adopted policies
regarding out-of-agency service agreement which include the following:
Considerations for Approving Agreements:
Annexations to cities and special districts are generally preferred for providing public services,
however, out-of-agency service agreements can be an appropriate alternative. While each
proposal must be decided on its own merits, the Commission may favorably consider such
agreements in the following situations:
1. Services will be provided to a small portion of a larger parcel and annexation of the entire
parcel would be inappropriate in terms of orderly boundaries, adopted land use plans, open
space/greenbelt agreements or other relevant factors.
2. Lack of contiguity makes annexation infeasible given current boundaries and the requested
public service is justified based on adopted land use plans or other entitlements for use.
3. Where public agencies have a formal agreement defining service areas, provided LAFCO has
formally recognized the boundaries of the agreement area.
4. Emergency or health related conditions mitigate against waiting for annexation.
5. Other circumstances which are consistent with the statutory purposes and the policies and
standards of the Santa Barbara LAFCO.
Agreements Consenting to Annex:
Whenever the affected property may ultimately be annexed to the service agency, a standard
condition for approval of an out-of-agency service agreement is recordation of an agreement by
the landowner consenting to annex the territory, which agreement shall inure to future owners of
the property.
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.
LAFCO of Santa Barbara County 949
CHAPTER THREE: EE. CITY OF SANTA BARBARA
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: Joint Powers Agreement (for water treatment to MWD and CVWD), Juncal Agreement,
Agreement with La Cumbre for Recycled Water Delivery, Agreement with La Cumbre 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 for City to supply District desal water, 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 parking resources subject to the
terms of a Joint Use Agreement and subsequent Five-Year Supplemental Parking Agreements. In
addition to other terms, the agreements establish fees and seasonal use of the Waterfront
Department’s Leadbetter and Harbor West parking lots (Leadbetter lots) and SBCC’s La Playa
West and East parking lots (La Playa lots).
Public transit services and facilities are provided by the Santa Barbara Metropolitan Transit
District (MTD) throughout the City and to neighboring jurisdictions. The Waterfront and
Downtown Shuttles, operated by MTD and partially funded by the City, provide frequent lower
cost service along Cabrillo Boulevard between the Harbor and the Santa Barbara Zoo and along
State Street to Downtown.
The City of Santa Barbara provides all weekly garbage and recycling collection services through
MarBorg Industries. The Material Recovery Facility receives recycling materials collected. Waste
is taken to the South Coast Recycling and Transfer Station. Unrecyclable solid waste from the
City is ultimately disposed at Tajiguas Sanitary Landfill located in the City of Goleta.
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CHAPTER THREE: EE. CITY OF SANTA BARBARA
SPHERE OF INFLUENCE & B OUNDARIES
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.
Sphere of Influence Study Areas
For study purposes, LAFCO staff has prepared the following table and map that included five (5)
areas to be considered as the Study Areas for the Sphere of Influence. The Study Areas are used
to help analyze and identify which properties should be added or excluded from the Sphere of
Influence. A summary of the Study Areas is listed in the table below:
Table EE-1: City of Santa Barbara Study Areas
Study Description Acres Existing Prime Constraints
Area Zoning AG Land
Eucalyptus Hill 9.32
1 Single-Family Residential No Unknown
(APNs 013-240-007
& 008) 5-E-1
Alston Rd (APNs 3.81
2 Single-Family Residential No Unknown
009-091-003 & 037)
2-E-1
Skyview Dr/El 32.7
3 Single-Family Residential No Unknown
Rancho Rd & Calle
Hermoso/Calle 2-E-1
Elegante
Barker Pass 5.61
4 Single-Family Residential No Existing service
Agreement
agreement
2-E-1
Sunrise Hill Lane 110
5 Single-Family Residential No Unknown
Gap
2-E-1
5-E-1
Totals 161.44
LAFCO of Santa Barbara County 951
CHAPTER THREE: EE. CITY OF SANTA BARBARA
The Study Areas are described in more detail below and include: a map that focuses on the
particular area and the recommendation made by LAFCO Staff. The discussion addresses the size
and location of the area, current zoning and other relevant information. The staff
recommendation for each area is based upon the information in Municipal Service Review and
information provided by the City. Most of these five areas are within both the Montecito Water
Districts service area and Sphere of Influence.
SOI Study Area #1 – Eucalyptus Hill APN 013-240-007 & 008 (Located in SB County;
Outside SOI). These two vacant single parcel totals 9.32 acres located northerly of Eucalyptus
Hill Road. The parcels are within unincorporated County designated single-family residential
and zoned 5-E-1. The properties are better served by City of Santa Barbara due to location of
existing water and sewer mains in the area.
Figure EE-2
SOI Study Area #1
Study Area
Existing SOI
City Limit
1
9.32 acres
Vacant - Residential
LAFCO Staff Recommendation. The SOI and eventual annexation should be cleaned up at some
point in Study Area One. Staff recommendation is maintaining the existing Sphere of Influence
and note the clean-up actions necessary at some point in the future. At the conclusion of the
consolidation feasibility study of the Montecito Water and Sanitary Districts, if adjustment to the
Sphere of Influence and service area boundary are necessary, LAFCO can consider this request at
that time. The Study Area and alignment concern is only being raised here to document the need
952 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: EE. CITY OF SANTA BARBARA
if consolidation or activated of latent wastewater power is not requested. It might be premature
if the Montecito Water and Sanitary District were to purs ue consolidation. Montecito Sanitary
currently provides wastewater collection and treatment to these parcels and the surrounding
parcels. If a new Community Services District or other consolidated agency were to be formed or
MWD activated latent power of wastewater services, then the parcels would need to be included
within the District service boundary. At the conclusion of the consolidation feasibility study, if
no follow-up actions are recommended or acted upon, then the City may request Sphere of
Influence amendment and annexation into its boundary.
SOI Study Area #2 –Alston Rd (APNs 009-091-003 & 037) (Located in SB County; Outside
SOI). These two parcels total 3.81 acres located contiguous to the City of Santa Barbara limit line.
The Alston Road parcels are just north of City limits. These two parcels are within
unincorporated County designated single-family residential and zoned 2-E-1. The property is
better served by City of Santa Barbara due to location of existing water and sewer mains in the
area.
Figure EE-3
SOI Study Area #2
Study Area
Existing SOI
City Limit
3.81 acres
2
Residential
LAFCO of Santa Barbara County 953
CHAPTER THREE: EE. CITY OF SANTA BARBARA
LAFCO Staff Recommendation. The SOI and eventual annexation should be cleaned up at some
point in Study Area Two. Staff recommendation is maintaining the existing Sphere of Influence
and note the clean-up actions necessary at some point in the future. At the conclusion of the
Montecito Water and Sanitary Districts consolidation feasibility study, if adjustment to the
Sphere of Influence and service area boundary are necessary, LAFCO can consider this request at
that time. The Study Area and alignment concern is only being raised here to document the need
if consolidation or activated of latent wastewater power is not requested. It might be premature
if the Montecito Water and Sanitary District were to pursue consolidation. Montecito Sanitary
currently provides wastewater collection and treatment to these parcels and the surrounding
parcels. If a new Community Services District or other consolidated agency were to be formed or
MWD activated latent power of wastewater services, then the parcels would need to be included
within the District service boundary. At the conclusion of the consolidation feasibility study, if
no follow-up actions are recommended or acted upon, then the City may request Sphere of
Influence amendment and annexation into its boundary.
Along with Montecito Water District Study Area Ten Recommendation, if the area northerly
along Golf Road were to be amended (i.e., detached from the MWD and added to the City of Santa
Barbara), then these two parcels should be included along with any action to amend the City’s
Sphere of Influence as one action.
SOI Study Area #3 – Skyview Dr/El Rancho Rd & Calle Hermoso/Calle Elegante (Located in
SB County; Within SOI). These parcels total 32.7 acres located north of the City of Santa Barbara
limit line. A total of 20 parcels totaling 20.5-acres are nearest to Calle Hermoso/Calle Elegante
that are developed with residential single-family homes. The other area consists of 13 parcels
nearest Skyview Dr/El Rancho Rd totals 12.2-acres also developed with residential single-family
homes. The MWD does not have infrastructure in the area. The City currently provided City of
Santa Barbara water through the City’s infrastructure in the area.
Adjustment of these 33 parcels would clarify billing, avoid water availability charge on property
tax roll, accurately reflect MWD service boundary, and provide clear messaging to the customers
about water source and water related emergencies/notices as they arise. The District has
requested these parcels should be detached from the District. The area is within unincorporated
County designated single-family residential and zoned 2-E-1. The nearest City limit boundary is
contiguous to the City of Santa Barbara.
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CHAPTER THREE: EE. CITY OF SANTA BARBARA
Figure EE-4
SOI Study Area #3
Study Area
Existing SOI
City Limit
32.7 acres
Residential
3a b
&
LAFCO Staff Recommendation. Staff recommendation is to maintaining the existing Sphere of
Influence in Study Area Three. The City does have infrastructure in the area however, future
connection by the MWD could be possible. At the conclusion of the consolidation feasibility
study, if adjustment to the Sphere of Influence and service area boundary are necessary, LAFCO
can consider this request at that time. The Study Area and alignment concern is only being raised
here to document the need if consolidation or activated of latent wastewater power is not
requested. The District has requested these parcels be detached from the District. The area is
contiguous to the City boundary and dual action of adjustment to the City of Santa Barbara
Sphere of Influence and detachment would make some sense once the outcome of the
consolidation study is known.
SOI Study Area #4 – Barker Pass Agreement (Located in SB County; Within SOI). These six
parcels total 5.61 acres located along Barker Pass Road. APNs are 013-170-026, 027, 028, 029, 030,
& 041. The City and District entered into the Barker Pass Agreement in 1979, as a result of the
Districts deteriorating 12-inch waterline that excessively caused costly repairs, interruption of
service, and waste of water during breaks. The City had an existing 8-inch water main fronting
the properties capable of serving the area. The MWD customers are currently provided City of
Santa Barbara water through the City’s infrastructure, however, they are billed by the MWD at
the Districts rates. The District computes the total amount of water metered during each monthly
LAFCO of Santa Barbara County 955
CHAPTER THREE: EE. CITY OF SANTA BARBARA
billing and reports it to the City who then deducts this amount plus ten (10) percent contingency
loss factor from the water received by the City from the District via the Coyote and Alston Road
Agreements.
Adjustment of these six parcels would clarify billing, avoid staff time for both agencies to true up
water usage each month, accurately reflect MWD service boundary, and provide clear messaging
to the customers about water source and water related emergencies/notices as they arise. The
District has requested these parcels should be billed by the City and not MWD and ultimately be
detached from the District. The area consists of six existing single-family residences each on
approximately 1-acres lots, built between 1959 and 1964, with the newest in year 2000. The area
is within unincorporated County designated single-family residential and zoned 2-E-1. The
nearest City limit boundary is approximately 0.37 miles southerly along Barker Pass Road. The
six parcels are separated by ten intermediate parcels in order to be annexed into the City. Study
Area 3 includes the intermediate parcels that would create a contiguous boundary.
Figure EE-5
SOI Study Area #4
Study Area
Existing SOI
4
City Limit
5.61 acres
Residential
LAFCO Staff Recommendation. The SOI and eventual annexation could be cleaned up at some
point in Study Area Four. Staff recommendation is maintaining the existing Sphere of Influence
and note the clean-up actions necessary at some point in the future. The existing Barker Pass
Agreement allows the City to provide water services to these six parcels. LAFCO would agree
that cleaning up the Barker Pass Agreement area would clarify billing, avoid staff time for both
956 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: EE. CITY OF SANTA BARBARA
agencies to true up water usage each month, accurately reflect MWD service boundary, and
provide clear messaging to the customers about water source and water related
emergencies/notices as they arise, it might be premature if the Montecito Water and Sanitary
District were to pursue consolidation. Montecito Sanitary currently provides wastewater
collection and treatment to these six parcels and the surrounding parcels. If a new Community
Services District or other consolidated agency were to be formed or MWD activated latent power
of wastewater services, then the six parcels would need to be included within the District service
boundary. At the conclusion of the consolidation feasibility study, if no follow-up actions are
recommended or acted upon, then the District and City may request reorganization and sphere
amendment from its boundary. The Barker Pass Agreement may remain in place as necessary,
which would allow the City to provide water service to a non-contiguous area from a recognized
prior out-of-agency agreement.
The City and MWD would also need to request a portion of Study Area Three be included in the
Sphere of Influence expansion/reorganization after the consolidation outcome in order for a
contiguous area to be served by the City.
SOI Study Area #5 – Sunset Hill Lane Gap (Located in SB County; Within SOI). These 103
parcels total approximately 110 acres located just north of the City limits creating a gap area of
underserved properties. The area is outside of the Cit’s Sphere of Influence, outside of the
Montecito Water District service area, and outside of the Montecito Sanitary District service area.
The area is largely built out with existing single-family residences. The properties are better
served by the City of Santa Barbara due to location of existing water and sewer mains in the area.
The City already services some parcels water along Sierra Vista Road. The area is within
unincorporated County designated single-family residential and zoned 2-E-1 and 5-E-1. In 2020,
LAFCO amended the City’s Sphere to include an adjacent parcel to the City’s boundary located
at 4 Sunrise Hill, APN 013-210-049 within the SOI and authorize an out-of-agency service
agreement for water and sewer services.
LAFCO of Santa Barbara County 957
CHAPTER THREE: EE. CITY OF SANTA BARBARA
Figure EE-6
SOI Study Area #5
Study Area
5
Existing SOI
City Limit
110 acres
Residential
LAFCO Staff Recommendation. The SOI should include Study Area Five. Staff recommendation
is to include Study Area Five this would allow the City to be the service provider in the area. The
City is the most logical provider and has infrastructure in the area and already services some
parcels. LAFCO has approved similar Sphere expansions and out-of-agency service agreements
recently. The area is largely built out with existing single-family residences. Including the area
into the City’s Sphere would remove a gap area and make for orderly development.
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 10,965 acres (parcels and excluding public rights-of- authority of the City. The remainder
of the service boundary lies within
ways) between one non-contiguous area with the airport
the County of Santa Barbara.
connected by a narrow strip. Nearly all of the jurisdictional
service boundary (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-
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of-agency-service agreements. Overall, there are 62,830 registered voters within the jurisdictional
boundary.
City of Santa Barbara |
Boundary Breakdown By Service Area
Total % of Total Total Number of
Service Area Assessor Parcel Acres Accessor Parcel Acres Assessor Parcels Registered Voters
City of Santa Barbara 10,965 90.7% 25,584 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 12,041 100.0% 26,755 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 10,957 90.7% 25,584 62,830
Co of Santa Barbara 1,084 9.3% 1,171 612
Totals 12,041 100.0% 26,755 63,442
Total assessed value (land and structure) is set at $27.0 billion as of April 2022, and translates to
a per acre value ratio of $2.4 million. The former amount further represents a per capita value of
$297,923 based on the estimated service population of 90,911.
LAFCO of Santa Barbara County 959
CHAPTER THREE: EE. CITY OF SANTA BARBARA
The jurisdictional boundary is currently divided into 25,584 legal
Close to 76% of the
parcels and spans 10,957 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 521 vacant parcels that collectively total 591 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, 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.
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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. 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.
Demographics for the City are based on an age characteristics report prepared by SBCAG in 2017
and American Community Survey, which identified the largest age group in Santa Barbara as 18
to 64 group at 63.6 percent. Approximately 19.6 percent of the population was in the 65 or older
years age group and 16.8 percent in the under the age of 18 group.
According to the 2020 U.S. Census, approximately 55.8 percent of the total population identified
themselves as non-Hispanic white. The Hispanic population, which is the second largest ethnic
group in Santa Barbara, comprised 36.7 percent of the total population.
Projected Growth and Development
The City of Santa Barbara’s General Plan serves as the City’s vision for long-term land use,
development and growth, and provides the City’s vision within its Planning Area. The City’s
General Plan was adopted in 2011, although the Housing Element is updated every 8 years in
accordance with state regulations and spans the 2023-2031 planning period. The City plans to
start an update to the General Plan within the next year.
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.
LAFCO of Santa Barbara County 961
CHAPTER THREE: EE. CITY OF SANTA BARBARA
Table EE-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 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Santa Barbara City was $81,618 in 2022, 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 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
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6083000804 that was in the 73rd percentile largely due to environmental effects of groundwater
threats, impaired waters, cleanup sites, and solid waste having scores in the 80 plus range.
However, this would not qualify the City as a disadvantaged community under LAFCO’s
definition.
SERVICES
Overview
The City Public Works Department is responsible for maintaining the City’s Public Right of
Ways, infrastructure facilities, and managing the water and wastewater infrastructure and
system. The City’s Water Resources Division manages and maintains the City's water and
wastewater infrastructure system. Ensures quality water delivery and treatment that meets
regulatory requirements. The Streets Operations & Infrastructure Management Division (Streets
Division) cleans and maintains the City's existing transportation and storm drain system
infrastructure within the public right of way. The City maintains three water treatment facilities
(Cater Water Treatment Plant Ortega Groundwater Treatment Plant, and Charles E. Meyer
Desalination Plant), 15 water pumping stations, 15 balancing reservoirs, 16 pressure-reducing
stations, nine (9) production wells, to deliver water to its customers. For wastewater seven (7)
lift stations, 25 creek crossings, over 7,000 access structures (manholes and cleanouts), and the El
Estero Water Resource Center facility provides wastewater treatment to its customers. The
water system is supported by 79.5 employees and the wastewater and recycled water system are
supported by 52 employees.
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.
GROUNDWATER MANAGEMENT
Groundwater Sustainability Agency
The City obtains pumped groundwater from three hydrogeologic basins: Foothill Basin, Storage
Unit I, and Storage Unit III. All three are classified as very-low priority basins. Generally, under
a conjunctive management program, the City increases pumping of groundwater during periods
of drought or emergency to replace diminished surface water supplies. During normal to wet years
when surface water is available, pumping from the groundwater basins is decreased and the basins
are allowed to recharge. Natural recharge can be augmented by injecting treated surface water. A
primary goal is to use the sustainable yield of the groundwater basins while maximizing available
storage for use during extended drought conditions.
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CHAPTER THREE: EE. CITY OF SANTA BARBARA
DWR determined that SGMA does not apply to the portion of the Santa Barbara Basins. The
City’s groundwater basins were rated “very low” priority based on the prioritization analysis by
DWR following passage of the Sustainable Groundwater Management Act (SGMA) in 2014. The
City of Santa Barbara and County and other water providers made the decision not to form a GSA
for the areas of the Basin not subject to SGMA.
Groundwater Sustainability Plans
The City is not required to prepare a Groundwater Sustainability Plan. The City plans to prepare
a short annual report that describes the current conditions in the basin through a series of maps,
charts, and tables. After completing its first annual groundwater report, the City will consider
whether to prepare a GSP in compliance with the SGMA or an equivalent GSP that meets the
City’s needs but is outside of SGMA compliance and reporting.
Data Management
The City, in partnership with the USGS, has been the lead water agency studying the basin
through data collection and groundwater modeling for decades. The City has implemented several
groundwater management actions. In addition to water conservation and use of alternative
supplies (described in section below), the City has implemented the following groundwater
management actions:
• Groundwater level and water quality monitoring
• Metering and measuring of groundwater pumping
• Groundwater well permitting
• Groundwater modeling to estimate sustainable yield
• Recharge and Conjunctive Use Programs
WATER & WASTEWATER INFRASTRUCTURE AND PUBLIC
FACILITIES
Water Supply
The City’s diverse water supply portfolio, includes the following sources:
• Cachuma Project
• Gibraltar Reservoir
• Devil’s Canyon Creek
• Mission Tunnel
• State Water Project
• Groundwater
• Desalination
• Recycled Water
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• Stormwater
A summary of each water source is provided below. On average the Cachuma Reservoir provides
about 52 to 54% of the water supply, Gibraltar Reservoir about 33 to 35%, and groundwater about
8 to 12%. Reclaimed water use is about 4 to 5%.
Cachuma Project
The U.S. Bureau of Reclamation (USBR) constructed Lake Cachuma and Bradbury Dam as part
of the Cachuma Project in the early 1950s. The project is a 188,030 AF reservoir formed by
Bradbury Dam on the Santa Ynez River and operated by the U.S. Bureau of Reclamation. The
Cachuma Project is currently operated at a total annual supply yield of 25,714 AFY in non-drought
periods for the advantage of the five water agencies benefiting from project water. These agencies
— referred to collectively as the Cachuma Member Units — are the City of Santa Barbara,
Carpinteria Valley Water District, Goleta Water District, Montecito Water District, and Santa
Ynez River Water Conservation District, Improvement District No. 1. The City’s current share of
the annual yield is 32.19%, or 8,277 AFY, in normal years. Water is conveyed from Lake Cachuma
through the Santa Ynez Mountains to the South Coast via the 6.4-mile Tecolote Tunnel, through
the 24.3-mile South Coast Conduit, and to three regulating reservoirs, completed in 1956.
Deliveries during extended drought can be expected to be reduced by up to 40%.
The USBR operates the Cachuma Project pursuant to a water rights permit issued by the State
Water Resources Control Board (SWRCB). Project water, or that portion of the water stored in
Lake Cachuma that has been allocated to Cachuma Member Units for water supply purposes, is
administered via the Cachuma Master Contract between the USBR and the Santa Barbara County
Water Agency. In this capacity, the Santa Barbara County Water Agency acts on behalf of the
Cachuma Member Units. The Cachuma Master Contract was last renewed in 1996 for a 25-year
term. Renewal discussions started again in 2017, and USBR recently extended the contract
through September 30, 2023. USBR indicated its desire to complete negotiations on a long-term
contract by 2023; however, USBR has yet to schedule the start of negotiations.
During recent Cachuma Master Contract extension negotiations, USBR expressed a strong desire
to limit or cap the amount of carryover water Cachuma Member Units can bank in Lake Cachuma.
Carryover water is annually allocated Cachuma water that has not been used by a Cachuma
Member Unit in the year it was allocated, although no formal decision or contract has been made.
Historically, Cachuma Member Units have been allowed to bank carryover water in Lake
Cachuma until the carryover water is used or until the Bradbury Dam spills, which then erases all
banked carryover water. Such a substantial change would cause the Cachuma Member Units to
reconsider how they manage their water supplies and would impact their ability to prepare for a
drought. The other existing large storage options for the City are SWP water in San Luis Reservoir
and groundwater storage in the City’s groundwater basins, but both have smaller storage and
LAFCO of Santa Barbara County 965
CHAPTER THREE: EE. CITY OF SANTA BARBARA
production capacities. The ability to store non-project supplies, such as Gibraltar Reservoir pass-
through water, SWP water, or other surface water conveyed to the lake, would provide the City
with additional operational flexibility and cost-effective reliable supplies during drought
conditions.
Gibraltar Reservoir
The City has pre-1914 water rights to divert water from the Santa Ynez River. Gibraltar Dam,
which is City owned and operated, is located on the Santa Ynez River, about eight miles north of
Santa Barbara and upstream of where Lake Cachuma was subsequently constructed with a
current volume of 7,098 AF. Construction of Gibraltar Dam was completed in 1920. The dam
formed Gibraltar Reservoir, which had an initial storage capacity of 15,793 AF. Annual
bathymetric surveys performed on the reservoir since 2017 demonstrate that Gibraltar has
suffered an overall reduction of 2,267 AF in storage capacity over the past three years, leaving the
reservoir with a current storage capacity of 4,559 AF.
The City operates the reservoir under the 1989 “Pass Through Agreement” with other Santa Ynez
River water agencies and generally diverts approximately 5,000 AFY from the reservoir when not
constrained by drought. The average long-term average yield is approximately 4,300 AFY. The
City agreed to defer its planned enlargement of the Gibraltar Reservoir in exchange for provisions
that would allow the City to “pass through” a portion of its Gibraltar water to Lake Cachuma for
storage and delivery through Cachuma Project facilities. Due to the impact of the Zaca Fire on the
Gibraltar Reservoir, the City elected to commence this phase of operations and is working with
the USBR to negotiate a “Warren Act” contract as the preferred approach of accounting for the
City’s pass-through water.
To execute a Warren Act contract, the USBR must prepare an environmental assessment under
the National Environmental Policy Act. The USBR released a draft environmental assessment that
has gone through public review. The final environmental assessment has yet to be released by the
USBR. Staff worked with the USBR in 2018 to review and negotiate draft Warren Act contract
language. Staff continues to wait for a response from the USBR regarding outstanding
environmental assessment issues.
Water from Gibraltar Reservoir is conveyed to the Cater WTP for treatment via Mission Tunnel.
Water quality is affected by turbidity during high-flow periods in the Santa Ynez River, which
temporarily interrupts diversions. Since the reservoir is drafted heavily to maximize its yield, there
are years when little or no water is available from Gibraltar.
Devil’s Canyon Creek
The City has pre-1914 water rights to divert water from Devil’s Canyon Creek and maintains a
small diversion works on Devil’s Canyon Creek below Gibraltar Dam, which diverts water from
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Devil’s Canyon Creek into Mission Tunnel. From 1976 to 2020, annual yield ranged from 0 AFY to
557 AFY and averaged 120 AFY. Water, when available, is diverted to help improve the quality of
Gibraltar’s water, as it flows into Mission Tunnel. Diverted water is counted as a part of allowable
diversions under the Pass-Through Agreement.
Mission Tunnel
Mission Tunnel conveys water from Gibraltar Reservoir through the Santa Ynez Mountains to
the City. The tunnel construction was originally completed in 1910, and rehabilitation work was
completed in 1994. The tunnel is 3.7 miles long from the North Portal (located approximately 1,700
feet downstream of Gibraltar Dam) to the South Portal (located along Mission Creek,
approximately 3 miles north of downtown Santa Barbara). Infiltration into the tunnel from
watersheds on both sides of the mountains contributes about 1,100 AFY to the City’s supply
during normal years.
Water supplies from infiltration to Mission Tunnel have varied from a low of 500 AFY in 1951 to
a high of 2,375 AFY, with an average annual yield of 1,125 AFY based on analysis in the EIR for the
Cachuma Project water rights hearings. Tunnel infiltration augments water conveyed from
Gibraltar Reservoir and flows to the Cater WTP via the penstock hydroelectric facility and Lauro
Reservoir. Water quality is relatively hard, as is typical of the region, but otherwise good.
State Water Project
The City is a participant in the State Water Project with a “Table A” allotment of 3,000 AFY with
an additional 10% drought buffer entitlement to firm up deliveries during drought. Deliveries are
made on an “as available” basis. During the recent drought, the City purchased supplemental
water through the CCWA. Some of the water purchase agreements have required an exchange,
which means the City must return the water, or a portion of the water, within a certain period of
time. The City’s current “water debt” is 2,000 AF to Antelope Valley-East Kern Water Agency.
The agreement requires the water to be returned within a 10-year period.
Cater Water Treatment Plant
The City treats water from Lake Cachuma, Gibraltar Reservoir, Devil’s Canyon Creek, Mission
Tunnel, and the SWP at the City’s regional Cater WTP, which has a capacity of 37 million gallons
per day (MGD). Cater WTP provides treated water to City customers and treated Lake Cachuma
and SWP water is allocated to Montecito Water District and Carpinteria Valley Water District.
Groundwater
The City obtains pumped groundwater from three hydrogeologic basins: Foothill Basin, Storage
Unit I, and Storage Unit III. The City water well system is capable of extracting up to 4,500 AFY.
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CHAPTER THREE: EE. CITY OF SANTA BARBARA
Generally, under a conjunctive management program, the City increases pumping of groundwater
during periods of drought or emergency to replace diminished surface water supplies. During
normal to wet years when surface water is available, pumping from the groundwater basins is
decreased, and the basins are allowed to recharge. Natural recharge can be augmented by injecting
treated surface water. A primary goal is to use the sustainable yield of the groundwater basins
while maximizing available storage for use during extended drought conditions. Below provides
a description of each basin, along with the City’s groundwater management strategies.
Foothill Basin
The Foothill Basin, referred to as Basin No. 3-53 in DWR Bulletin 118, is an approximately 4.5-
square-mile groundwater basin bounded by tertiary sedimentary rocks of the Santa Ynez
Mountains to the north and northeast; the Goleta fault to the northwest; the Modoc, More Ranch,
and Mesa faults to the southwest; and the Mission Ridge fault to the southeast. The lower
boundary of the basin was formed by tertiary sedimentary rock. The principal aquifer of the basin
is the Santa Barbara Formation. This formation is primarily composed of marine sand, silt, and
clay and has a maximum thickness of approximately 400 feet. The entirety of the formation is
overlain by alluvium, except where it crops out south of the Goleta fault.
Water quality in the Foothill Basin is relatively good, and only wellhead disinfection is required.
The primary pumpers of the basin include the City, which operates three municipal production
wells in the basin, and LCMWC, which pumps up to 300 AFY. There are some private pumpers
in the basin as well. Their pumping is estimated to be about 150 AFY.
The United States Geological Survey (USGS) developed a three-dimensional finite-difference
model for the Foothill Basin in 1989. The calibrated model estimated recharge was determined to
be 905 AFY (438 AFY from stream recharge and 367 AFY from aerial recharge). The production
from other pumpers in the basin was approximately 450 AFY, leaving about 450 AFY for the City.
The USGS has since improved understanding of the Santa Barbara and Foothill Basins and
developed a calibrated three-dimensional density-dependent groundwater flow-and-solute
transport model that was documented in USGS Scientific Investigations Report 2018–5059: Santa
Barbara and Foothill groundwater basins Geohydrology and optimal water resources management — Developed
using density dependent solute transport and optimization models (Nishikawa 2018). In the 2018 report, the
USGS developed a multi-objective simulation-optimization model to derive optimal management
strategies and estimate the maximum pumping rates. Groundwater modeling analyses performed
in the USGS study estimated that the drought yield available to the City from Foothill Basin
groundwater storage is 8,100 AF over a 10-year period. However, the USGS does not identify a
sustainable yield for the Foothill Basin.
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Storage Unit I
Storage Unit I and Storage Unit III (discussed subsequently) are recognized collectively by DWR
as the Santa Barbara Basin (and are labeled Basin No. 3-17 in DWR’s Bulletin 118). Storage Unit I
underlie downtown Santa Barbara and covers approximately seven square miles. It is bounded to
the northwest by the Mission Ridge fault, to the northeast by the Santa Ynez foothills at the
Sycamore and Lagoon faults, to the southeast by the Mesa fault; to the east by the Montecito
Groundwater Basin; and to the southeast by the Pacific Ocean.
The unconsolidated deposits range in thickness from less than 200 feet to more than 1,000 feet
and have been divided into five zones, including the shallow zone, the upper producing zone, the
middle zone, the lower producing zone, and the deep zone. The upper producing and lower
producing zones are the main water-producing zones of the basin, with the lower producing zone
being the major source of groundwater for wells located within the basin.
Natural recharge can be augmented by injecting treated surface water at the San Roque, Alameda,
and High School Wells in Storage Unit I. Seawater intrusion into Storage Unit I is a key concern
because the groundwater basin is in contact with seawater from the Pacific Ocean that can flow
into the basin during periods of heavy pumping. Under normal periods of little or no pumping,
the groundwater flow is toward the ocean, which stops intrusion and pushes the seawater
interface seaward.
The City works with the USGS regularly to monitor the groundwater quality of Storage Unit I
with four of six groundwater monitoring wells located between the ocean and the municipal
supply wells which have shown chloride levels greater than 1,000 milligrams/liter. This is
indicative that seawater contamination is linked to heavy pumping in the basin, although no
significant degradation of municipal production wells has occurred.
Along with the Foothill Basin, the USGS developed a multi-objective simulation-optimization
model to estimate pumping levels during a critical drought period that represent a compromise
between maximizing production and minimizing seawater intrusion in Storage Unit I. The model
estimated a drought yield available to the City from Storage Unit I groundwater storage of roughly
16,100 AF over a 10-year period, depending on level of seawater intrusion that is allowed into the
basin.
Storage Unit III
Storage Unit III lies to the southwest of Storage Unit I and covers an area of about 2.5 square
miles. Its geology is quite similar to Storage Unit I although it is much smaller. The basin is
bounded to the north by the Mesa fault, to the west by an unnamed fault, to the south by the
Lavigia fault, and to the east by an offshore fault. Like Storage Unit I, Storage Unit III consists of
five zones. The major source of water to wells in this unit is the lower producing zone, which
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CHAPTER THREE: EE. CITY OF SANTA BARBARA
ranges from 100 to 140 feet thick. Groundwater quality in the basin is quite poor. The City
operates one municipal well in the basin, the Valle Verde well, that is not treated to potable
standards and is instead used to supplement the City’s recycled water distribution system on an
as-needed basis. The average annual yield is approximately 200 AFY. Assuming approximately
100 AFY of pumping by other private wells, the yield available to the City is 100 AFY.
Treatment System
The water treated at Cater WTP first passes through Lauro Reservoir, which is operated by the
City. Water from Lake Cachuma via the Tecolote Tunnel, including SWP water, and water from
Gibraltar Reservoir, Devil’s Canyon Creek, and Mission Tunnel mixes in Lauro Reservoir prior to
treatment. Water from Gibraltar Reservoir, Devil’s Canyon Creek, and Mission Tunnel passes
through the Gibraltar Hydroelectric Facility prior to entering Lauro Reservoir. In normal
precipitation years when Gibraltar Reservoir is full, power generated at the hydroelectric facility
can offset 100% of Cater WTP’s electricity needs.
Storage Unit I water source requires treatment at the Ortega Groundwater Treatment Plant prior
to use as potable water. The Ortega Groundwater Treatment Plant treats naturally occurring
constituents, primarily sulfides, iron, and manganese. The City is the only known major pumper
in this basin, operating five municipal wells. The Ortega Park Well was the sixth operational well,
but it has been abandoned because of poor production. At some point in the future, the City may
choose to drill a replacement well in the vicinity of the abandoned Ortega Park Well. The average
annual sustainable yield for Storage Unit I is estimated to be 1,850 AFY.
The Charles E. Meyer Desalination Plant was reactivated in 2017 in response to the recent
drought. The desalination facility built in 1991-92, is at a capacity of 7,500 AFY. The plant can
provide 3.0 million gallons per day (MGD) of supply, equivalent to 3,125 AFY at 93% of production
capacity. New infrastructure is needed to produce up to 10,000 AFY however, the permits are in
place to expand to maximum capacity. Desalination is needed in most years to bridge the
supply/demand gap during non-drought conditions, especially if existing supplies decline. The
City in 2021 adopted a Long-Term Water Supply Plan (LTWSP) Adaptive Management Plan does
allow the Water Resources Manager to put the desalination plant in standby mode when water
supply conditions warrant it. The LTWSP also provides some suggested water reserve thresholds
to assist the Water Resources Manager in making such a decision.
The system includes treated filter backwash water, including dewatering of backwash and lime
clarifier solids. Backwash water is produced by the desalination facility’s granular media filtration
process, which removes naturally occurring solids and biological material from the seawater
before it is desalinated by the facility’s reverse osmosis process. Ferric sulfate and polymer may be
added to the influent seawater to assist in the removal of the particulate matter by the granular
media filtration process. Upon backwashing the filters, the backwash water is treated by a
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sedimentation process, aided by more polymer addition, where the backwash solids are thickened
into a sludge that is subsequently dewatered and disposed of at a landfill. Solids and maintenance
flows produced by the desalination facility’s lime treatment system are also discharged to the
backwash water treatment system where these solids and flows are treated and dewatered with
the filter backwash water. The treated backwash water is subsequently combined with
discharges that flow to the ocean outfall
Distribution
The City’s water distribution system encompasses 312 miles of water mains, 15 water pumping
stations, 15 balancing reservoirs, 16 pressure-reducing stations, nine (9) production wells, and
27,252 service connection and meters. Some areas within the City limits are served by other public
water agencies, including Coast Village Road (Montecito Water District) and the north city
boundary (Goleta Water District). City water is also supplied to unincorporated areas, including
Mission Canyon, the Barker Judgment area, and portions of the Las Positas Valley and Hope
Avenue/La Cumbre Road area. There are approximately 250 customers of the Goleta Water
District in the Hope/La Cumbre area and the Las Positas Valley that are supplied with water from
the City’s water system under an Overlap Agreement. This constitutes a demand of approximately
250 AFY. Efforts are being made to develop an agreement to transfer these customers to the City
in order to resolve the operational complexities of overlapping service responsibilities.
Collection System
The Sanitation system is comprised of approximately 256 miles of sewer collection system
pipelines of varying sizes and ages, seven (7) lift stations, 25 creek crossings, over 7,000 access
structures (manholes and cleanouts), two (2) miles of pressurized force mains, and the El Estero
Water Resource Center (El Estero).
Treatment System
The City’s wastewater treatment plant, El Estero Water Resource Center (WRC), has a design
capacity of 11 million gallons per day (MGD) and an average flow of 6.0 MGD. The plant is located
in the Coastal Zone between Highway 101 and the railroad tracks at 520 East Yanonali Street. El
Estero WRC includes 2.5 MGD of tertiary filtration and disinfection capacity to produce recycled
water for use at the plant and for the recycled water distribution system. The treatment process
at the City’s El Estero WRC includes secondary treatment for all wastewater collected and
tertiary treatment for the City’s recycled water system. Full secondary treatment involves the
removal of solids and the reduction of the biological oxygen demand of the wastewater through a
series of physical and biological processes. After secondary treatment, the wastewater is
chlorinated, and then de-chlorinated, in order to eliminate remaining pathogens prior to
LAFCO of Santa Barbara County 971
CHAPTER THREE: EE. CITY OF SANTA BARBARA
discharge. Bio-gas generated in the treatment process in converted to electricity to offset 70% of
the electrical needs at El Estero.
Design work is underway to modify El Estero’s secondary treatment process to a
nitrification/denitrification system, along with other upgrades. The nitrification/denitrification
process will produce a more stable secondary effluent, increase production of higher-quality
process water for subsequent production of recycled water, and yield a higher quality of treated
effluent discharge.
Disposal
Disposal of approximately four (4) tons/per day of biosolids is composted by Engel, Gray and
Liberty Composting. Secondary effluent that does not go through the tertiary treatment process
is discharged through an effluent outfall pipeline that discharges treated effluent into the ocean
at a water depth of 70 feet, approximately 1.5 miles offshore of East Beach. With the exception of
approximately 100 parcels near the western City limits, all Coastal Zone properties are connected
to the City’s sanitary sewer system.
Recycled Water
There are 88 direct recycled water supply connections within the City system, although 80 are
active for landscape irrigation the remainder are truck meters. There are 13 industrial and 16 dual-
plumbed connections. Under normal conditions, the existing recycled water customer demand is
approximately 700 AFY plus approximately 300 AFY of process water for use at El Estero WRC.
The City initiated planning for a recycled water project in the early 1980s. Phase I was completed
at El Estero WRC in 1989. It included a tertiary treatment plant with carbon filtration and
disinfection, a 670,000-gallon distribution reservoir and pumping station, and 5.1 miles of
distribution mains. Phase II was completed in 1992, which added an additional pumping station,
a 1.5- million-gallon reservoir at the Santa Barbara Golf Club, and 8.3 miles of distribution main.
The system now consists of 13.5 miles of distribution main, two (2) balancing reservoirs, and four
(4) pump stations. In 2015, the City completed upgrades to its tertiary treatment plant to include
an ultrafiltration treatment process.
Stormwater
The City is active in stormwater management through programs run by the Creeks Division of the
City’s Parks and Recreation Department. The City has separate storm water and sanitary sewer
conveyance systems. Everything that enters the storm water conveyance system is transported
directly to receiving waters such as local creeks, streams, and the ocean. It is not treated in a
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wastewater treatment plant. The program identifies, promotes, and/or enforces, as applicable,
BMPs for minimizing urban runoff to the ocean and local creeks. These include:
• Required design elements for promoting storm drain infiltration in lieu of runoff to the
stormwater system on any significant new development projects
• A series of BMPs for use during all construction activities for capturing runoff and sediment
• Various educational efforts to encourage voluntary actions to minimize stormwater runoff
In the City, the beneficial effects of stormwater management relate mostly to improved quality of
stormwater runoff and some augmentation of groundwater in the shallow groundwater zones,
which in turn may augment creek flows, thereby supporting habitat. The water quality program
focuses on creek clean-up, street sweeping and stormwater projects. The Creeks Division has
prepared Watershed Action Plans for Santa Barbara’s three major watersheds. The City also
participates in the County-Wide Integrated Stormwater Resources Plan. The City of Santa Barbra
has adopted the LID model of addressing local non-point sources of water pollution. The details
of the City’s storm drain and inlets system was not available during the preparation of this report.
The City’s stormwater and watershed plan document the requirements, purpose, and regulatory
reasons the City implements management, but none of the documents describe the existing
system.
City of Santa Barbara
Incorporation, Revenues, Attributes, Types of Service, and Resources
Attributes
City Limits (est. square miles) 19.49
Population (2020 estimated) 90,911
Assessed Valuation (FY 21-22: Includes City only) $27,084,538,558
4 total
Number of Treatment Plants
3 water and 1 sewer
Regular Financial Audits Every Year
Average Annual Revenue Per Capita (FY 20-21) $4,305
Average Portion of County 1% Property Tax Received 12¢/$1
Ending General Fund Balance (June 2021) $38,734,314
Change in General Fund Balance (from June 2016 to June 2021) 7.8%
Total Fund Balance/Annual Revenue Total (FY 20-21) 9.8%
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
LAFCO of Santa Barbara County 973
CHAPTER THREE: EE. CITY OF SANTA BARBARA
Barbara Auditor-Controller’s Office; Fund Balance Information from City Audit; Other information from
City.
Types of Services
Collection X
Treatment X
Disposal X
Recycled X
Other X
City of Santa Barbara
Formation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant, Booster, & Lift Stations
Address Acquired/Built Condition Size
Cater 1964 Good 37 MGD
12.22 acres
Ortega 1974 Good 1,850 afy
1,800 gpm
10,000 sq.ft.
Desal 1991 Good 3 MGD
1.47 acres
El Estero n/a Good 11 MGD
12.0 acres
Braemar LS, n/a Good unk
1 Alan Rd, SB
Camino De La Luz LS, n/a Good unk
1901 El Camino De La Luz, SB
La Colina LS, n/a Good unk
4001 La Colina Rd, SB
Linda Rd LS n/a Good unk
312 Linda Rd, SB
Skofield LS, n/a Good unk
1819 Las Canoas Rd, SB
Tallant LS, n/a Good unk
524 Tallant Rd, SB
Via Lucero LS, n/a Good unk
3959 Via Lucero, SB
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Connections
Water Wastewater
Single-Family 16,790 16,326
6,888 6,731
Multi-Family
Commercial 2,716 2,668
Industrial 52 57
Agricultural 68 N/A
Landscape 816 N/A
Total Staffing
Personnel Per 1,000
population
Full time Operators 29 0.31
Emergency Operators 16 0.17
Administrative Personnel 5 0.5
Other City Staff 1,040 11.1
City of Santa Barbara has a total of 1,074 permanent employees.
Staffing Experience/Tenure (average)
Years in Industry Year w/ City
Water Resources Manager (1) n/a n/a
Water Supply/Service Manager (1) n/a n/a
Water Service Supervisor (2) n/a n/a
Water Conservation Analyst (1) n/a n/a
Water Resources Analyst (1) n/a n/a
PW Oper Assistant (2) n/a n/a
Water Resources Specialist (2) n/a n/a
LAFCO of Santa Barbara County 975
CHAPTER THREE: EE. CITY OF SANTA BARBARA
Water Tech II (2) n/a n/a
Water Tech I (2) n/a n/a
Water Quality Supervisor (1) n/a n/a
Water Desal Treatment Supervisor (1) n/a n/a
Laboratory Supervisor (1) n/a n/a
Laboratory Coordinator (2) n/a n/a
Laboratory Water Analyst (2) n/a n/a
Laboratory Wastewater Analyst (2) n/a n/a
SLIP Sr. Program Coordinator (1) n/a n/a
SLIP Project Coordinator (3) n/a n/a
Water System Manager (1) n/a n/a
Project Engineer (1) n/a n/a
Distribution Superintendent (1) n/a n/a
Distribution Chief Operator (1) n/a n/a
Distribution Supervisor (3) n/a n/a
Sr. Cross Connection Specialist (1) n/a n/a
Cross Connection Specialist (1) n/a n/a
Water Maintenance Planner (1) n/a n/a
Account Assistant (3) n/a n/a
Admin Specialist (2) n/a n/a
Distribution Project Coordinator (2) n/a n/a
Distribution Lead Operator Tech (2) n/a n/a
Distribution Operator Tech I (9) n/a n/a
Distribution Operator Tech I/II (8) n/a n/a
Distribution Operator Tech OIT (4) n/a n/a
Sr. Control System Specialist (2) n/a n/a
Control System Specialist I (1) n/a n/a
Dam Caretaker (1) n/a n/a
Water Treatment Superintendent (1) n/a n/a
Water Treatment Supervisor (1) n/a n/a
Water/Wastewater Planner (1) n/a n/a
Water Treatment Chief Operator (1) n/a n/a
Water Treatment Operator III (9) n/a n/a
Wastewater System Manager (1) n/a n/a
WW Collection Superintendent (1) n/a n/a
WWCS Maintenance Planner (2) n/a n/a
WWCS Project Coordinator (1) n/a n/a
WW Comp Specialist (1) n/a n/a
WWCS Supervisor (1) n/a n/a
WWCS Lead (2) n/a n/a
WWCS Sr. Operator (5) n/a n/a
WWCS Operator II (2) n/a n/a
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WWCS Operator I (5) n/a n/a
WW Treatment Superintendent (1) n/a n/a
WWTP Maintenance Planner (1) n/a n/a
WWTP Supervisor (1) n/a n/a
WWTP Chief Operator (1) n/a n/a
WWTP Sr. Operator (2) n/a n/a
WWTP Operator III (10) n/a n/a
WWTP Operator OIT (1) n/a n/a
Treatment Plant Tech Supervisor (1) n/a n/a
Sr. Control System Specialist (1) n/a n/a
Control System Specialist II (2) n/a n/a
Sr. Treatment Plant Tech (2) n/a n/a
Treatment Plant Tech (3) n/a n/a
Administrative Personnel (1) n/a n/a
Other City Staff n/a n/a
Water & Wastewater Capacity
Santa Barbara’s Cater WTP
City of Santa Barbara has a permitted treatment capacity of 37 capacity is 37 mgd. Groundwater
mgd. The City’s current share of the Cachuma annual yield is can divert 550 afy. SWP is 3,000 afy,
Creek supplies are 1,200 afy, and
32.19%, or 8,277 afy. The average long-term Gibraltar average Desal has a capacity of 3,125 afy. Its
service area’s maximum daily
yield is approximately 4,300 afy. Surface water averaged 1,200 afy
capacity to convey wastewater to
while groundwater average is 550 afy. State Water Project the Treatment Facilities for
treatment and disposal is 11 million
allotment is 3,000 afy with an additional 10% drought buffer.
gallons.
Desalination Plant has a capacity of 3,125 afy. The City operates a
11 mgd capacity wastewater treatment plant.
System Demands
The estimated average annual water
City of Santa Barbara’s service area’s average annual water demand is 9.7 mgd and wastewater
flows generated during the report
demand is 10,920 acre-feet. Annual wastewater collection
period among Santa Barbara users in
demand generated approximately ~6.5 MGD. It also translates the service area has been 6.5 million
gallons per day.
over the report period to an estimated 92 gpcd; it also translates
to 429 gallons for every service connection.
LAFCO of Santa Barbara County 977
CHAPTER THREE: EE. CITY OF SANTA BARBARA
Service Performance
City of Santa Barbara service area’s average annual water demand LAFCO estimates Santa Barbara is
presently operating at 56% capacity
generated during the report period for subsequent treatment and
in water service and 59% capacity in
distribution has been approximately 10,920 afy. Of this amount, wastewater service within its
service area. (This estimate includes
it is estimated by LAFCO this represents 56% of permitted
service agreements outside of its
supplies. Average annual wastewater collection demand service boundary.
generated for subsequent treatment and disposal at the Treatment Plant Facility has been
approximately 6.5 million gallons a day. Of this amount, it is estimated by LAFCO this represents
59% of permitted capacity. The City generally has adequate capacity for anticipated future needs.
City of Santa Barbara
Formation, Revenues, Attributes, Types of Service, and Resources
Total Collection Inspected, Repaired, Added -Santa Barbara
400
350
300
250
200
150
100
50
0 0 0 0 0.9 0
CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Inspected Video Cleaned Replaced Added
Source: SB Data.
Note: Information is for the entire City system. Also, this table tabulates miles of lines cleaned, replaced,
added, and videoed. Additional upgrades preformed regarding lift stations and treatment plant.
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CHAPTER THREE: EE. CITY OF SANTA BARBARA
Upgrades or Repairs Completed -Santa Barbara
FY -2020-2021
300
97% 97%
250
200
150
100
50 12%
21% 10%
0% 0.3%
0
Inspected Cleaned Replaced Added Video Booster Treatment
Stations Plant
Upgrades/Repairs
Source: SB Data.
Note: Information is for the entire City system.
The City of Santa Barbara provides water, wastewater,
Santa Barbara Snapshot: FY2022
and storm drainage services to its constituents directly
Planning Reports Year Updated
and plans for them in various planning documents,
General Plan/LCP 2011 & 2019
including the Draft Sewer System Master Plan UWMP 2020
underway, Capital Improvement Plan, Water Rate Sewer System Master Plan 2018
Storm Drainage System None
Study in 2021, Wastewater Rate Study in 2022, and
Plan
participation in County-wide Integrated Stormwater Capital Improvement Plan annually
Management Plan updated in 2019. The City’s General Rate Study 2021 & 2022
Climate Plan 2020
Plan/LCP, which was last updated in 2019, contains a
Sea Level Rise Plan pending
Land Use, Public Facility, and Safety Elements. Integrated Stormwater 2019
Plan
FINANCES
The City prepares an annual budget and financial statement, which includes details for each of its
government and enterprise funds. The City maintains a separate enterprise fund for wastewater
services, meaning that charges for services are intended to pay for the costs of providing such
services.
LAFCO of Santa Barbara County 979
CHAPTER THREE: EE. CITY OF SANTA BARBARA
City Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Property tax $38,148,151 9.7% $39,861,718 10.2%
TOT tax $18,168,065 4.6% $18,807,331 4.8%
Sales & use tax $44,533,319 11.3% $49,770,272 12.7%
Business Licenses $2,765,152 0.7% $2,542,827 0.6%
Utility User $14,120,037 3.6% $14,673,886 3.7%
Cannabis $1,051,592 0.3% $1,920,398 0.5%
Property Transfer Tax $657,612 0.2% $1.144,357 0.3%
Other taxes $3,488 0.0% $336 0.01%
Franchise fees $3,634,849 0.9% $3,851,973 1.0%
Motor Vehicle fees $74,026 0.02% $68,584 0.02%
Charges for services $182,047,000 46.2% $188,931,000 48.3%
Grants & contributions $42,992,000 10.9% $66,681,000 17.0%
Other Revenue $37,855,436 9.6% $278,656 0.07%
Interest $8,242,899 2.0% $2,897,581 0.7%
Revenue total $394,293,626 100.0% $391,429,919 100.0%
Fiscal Indicators
Select fiscal indicators are shown graphically on the next page. Over the past three fiscal years, the
City’s expenditures have increased steadily, while revenues have outpaced these increases. The
increase in expenditures was primarily due to increased spending in personnel expenses including
medical insurance and pension costs, as well as inflationary increases from supplies, services, and
capital projects. The City used the general fund reserve to balance FY 2021 budget, as well as
implement over $6 million of departmental expenditure reductions in order to balance the budget
during COVID. The line graph below shows the current financial trend in millions. These indicators
provide a measurement of the agency’s financial condition over time.
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Fiscal Trends-City of Santa Barbara
450
400
350
300
250
200
150
100
50
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
CITY OF SANTA BARBARA
Charges for Services
This indicator addresses the extent to which charges for
service covered expenses. Charges for Services is the primary
195
funding source for enterprise funds. Represented below a ratio
of one or higher indicates that the service is self-supporting.
190
185
180
175
170
165
2016-17 2017-18 2018-19 2019-20 2020-21
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
2016 $ 332,774,948 $ 266,808,030 1.2
1.1
2017 $ 321,437,787 $ 279,530,288 1.1
2018 $ 345,324,864 $ 325,689,029 1.0
1
2019 $ 361,962,044 $ 342,271,422 1.0
0.9 2020 $ 394,293,626 $ 349,463,775 1.1
2021 $ 391,429,919 $ 363,903,714 1.0
2016 2017 2018 2019 2020 2021
LAFCO of Santa Barbara County 981
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Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2018 2019 2020 2021 Trend
Funded ratio (plan assets as a % of plan liabilities) 68.5% 71.5% 71.5% 66.9%
Net liability, pension (plan liabilities - plan assets) $ 330,936,334 $ 328,048,428 $ 344,469,054 $ 415,775,168
Other Post-Employment Benefits (OPEB)
Funded ratio (plan assets as a % of 0%
2021 year of OPEB reporting
plan liabilities) Net liability, OPEB $ 54,177,218
(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, 2021, the City reported a net pension
liability $21,320,474 for its Miscellaneous, $14,431,400 Safety Police, and $9,703,820 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,
2020, the following employees were covered by the benefit terms:
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Coverage of Net Post-Empployment Liabilities
500 0.58
0.56
400
0.54
300 0.52
200 0.5
0.48
100
0.46
0 0.44
2016 2017 2018 2019 2020 2021
2016 2017 2018 2019 2020 2021
Agency Assets (other than capital) $150,119,000 $154,673,000 $175,943,000 $188,170,000 $188,940,000 $225,933,000
Net Liabilities (pension & OPEB) $266,540,375 $313,522,415 $357,078,334 $354,632,428 $371,037,054 $469,952,239
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CHAPTER THREE: EE. CITY OF SANTA BARBARA
Miscellaneous Safety
- Retired employees – 1,096 263
- Active employees – 742 138
OPEB Obligations and Payments
The City benefit payments are recognized when currently due and payable in accordance with the
benefit terms on a pay-as-you-go basis and sets monthly amount by the applicable Memorandum
of Agreement of the retired employee.
The payment is based upon the employees’ years of service up to a maximum of 35 years,
multiplied by the annual amount for the respective employee unit. The City will continue to make
its contribution until the retiree reaches age 65 or dies, whichever occurs first. However, provided
that if the retiree dies before reaching the age of 65 and there is a surviving spouse or registered
domestic partner, the City’s contribution shall cease when the retiree would have reached age 65.
Thereafter, the spouse may remain on the insurance plan, at his/her own cost, subject to the
conditions set forth by the insurance company.
For the Police bargaining unit only: The City will continue the normal retiree medical allowance
past the age of 65 for the six (6) specified employees named in the Police Memorandum of
Understanding who retire after December 23, 2006 and thereafter certify, on an annual basis, that
they are not eligible to apply for Medicare Part A (hospitalization) coverage on the basis of their
City service. Other covered employment, through a spouse’s covered employment, or through any
other means. The OPEB plan does not have a stand-alone financial report.
In addition to the direct City paid contributions, retirees covered under the City’s plans receive
pre-65 benefits that are subsidized, as the cost of their coverage is based on blended (active and
retiree) premium rates instead of normally higher retiree only rates. This implicit subsidy is also
considered in the valuation for retirees electing City healthcare plan coverage. However, it does
not apply to retirees electing coverage in non-City plans. As of the June 30, 2021, measurement
date, the following current and former employees were covered by the benefit terms under the
plan:
- Retired employees – 236
- Active employees – 944
LAFCO of Santa Barbara County 983
CHAPTER THREE: EE. CITY OF SANTA BARBARA
Enterprise Funding
The City budget includes water and wastewater services for enterprise funds. In FY 2020/2021,
the City’s actual budget expense was $72,916,213 and increased that to $136,866,413 for FY
2021/2022. 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.
Water & Wastewater-Expenditure
60 21.5
21.2%
50
20.9% 21
20.8%
40 Water
20.5
30
20.1%
Sewer 20
19.9%
20 19.8%
10 19.5
0 19
2016 2017 2018 2019 2020 2021
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.
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CHAPTER THREE: EE. CITY OF SANTA BARBARA
Capital Improvements
The City’s 6-year Capital Improvement Plan (CIP) is updated regularly. The CIP identifies and
prioritizes system improvements and costs. The 2023 CIP Summary includes over $45.1 million of
maintenance and upgrades to City programs. Approximately, $1.1 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 $41.1 million in outstanding revenue bonds including the following: $27.8
million of 2019 Airport refunding bonds, $6.8 million of 2016 Sewer refunding bonds, $6.4 million
of 2014 Waterfront refunding bonds. The Water Fund has $10.8 million in outstanding COP
bonds which refunded the 2002 COP bonds in 2013 issued at $22.7 million. These proceeds were
used to finance capital improvements to the water distribution system.
The outstanding $130.6 million in loans payable in the Business-Type Activities includes $86.4
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 $80 million, with an
outstanding balance of $62.1 million on June 30, 2021. The Desalination Project was completed in
Fiscal Year 2018.
The Waterfront Fund has $9.0 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 Santa Barbara County 985
CHAPTER THREE: EE. CITY OF SANTA BARBARA
The Airport Fund carries outstanding loans from the State Department of Transportation totaling
$0.6 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 currently shares the Carter and Ortega Groundwater Treatment Plant Facilities with
the Carpinteria Valley (20%) and Montecito (19.7%) Water Districts for water treatment. The
City is also a member of the Joint Powers Agency for Cachuma Operation and Maintenance Board
(COMB) which operates, repairs, and maintains all Cachuma project facilities, except Bradbury
Dam. Members include Bureau of Reclamation, City of Santa Barbara, Carpinteria Valley Water,
Goleta Water, and Montecito Water Districts. The Agreement was established in 1996 and
amended in 2003. In 2018, the JPA Separation Agreement was signed acknowledging the removal
of the Santa Ynez River Water Conservation Improvement District No. 1 from COMB
membership. COMB is responsible for diversion of water to the South Coast through the Tecolote
Tunnel, and operation and maintenance of the South Coast Conduit pipeline, flow control valves,
meters, and instrumentation at control stations, and turnouts along the South Coast Conduit and
at four regulating reservoirs.
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.
Rate Structure
Water and Sewer rates for the City were last updated and adopted by the City Council in June
2021 and April 2022. The rates are based on a 2021 Water Rate Study and 2022 Wastewater Rate
Study prepared by HDR and undergo periodic review and adjustment, per City policy.
986 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: EE. CITY OF SANTA BARBARA
Water & Sewer Fees (Effective July 1, 2022)
A. Capacity Charges (represents share of capital costs)
Water – ranges from $10,248 per 5/8” meter to $81,988 per 2” meter. Wastewater – ranges
from $3,744 per 5/8” meter to $29,954 per 2” meter. These do not include installation fees.
B. User Fee per Month
Base Rates*
Meter Size Monthly Service Charges
5/8'' $ 31.05
3/4'' $ 45.45
1" $ 74.26
1 1/2" $ 146.27
2" $ 232.69
3" $ 506.35
4" $ 909.64
6" $ 1,874.64
8" $ 3,458.98
10" $ 5,475.41
Residential
Tier 1 (0-4 HCF) $4.85
Tier 2 (5-16 HCF) $14.46
Tier 3 (over 16 HCF) $27.19
Commercial/Industrial
All other users Charge
$ 7.40
(per HCF up to 100% of base)
All other use
$27.10
Irrigation/Agricultural
All use within monthly budget
$ 3.63
(per HCF)
All other use
$26.93
Irrigation/Recreation
All use within monthly budget
$ 5.59
(per HCF)
All other use
$26.93
LAFCO of Santa Barbara County 987
CHAPTER THREE: EE. CITY OF SANTA BARBARA
Irrigation/Urban
All use within monthly budget
$ 14.46
(per HCF)
All other use
$27.19
Recycled Water
All HCF
$4.75
Wastewater Rates
Customer Class Fixed Monthly Charge Volume Monthly Charge
Residential Accounts
Single-Family Residential $25.35 $3.83 up to 9 HCF
Multi-family Residential 1-4 units $25.35 per dwelling unit $3.83
Multi-family Residential 5 + units $25.35 per dwelling unit $3.83
Commercial Accounts Minimum Charge Based Volumetric Charge
on Meter Size ($/HCF)
Commercial $46.65 for a 5/8” meter $4.94
Commercial High Strength/Ind $61.04 for a 5/8” meter $6.24
Figures EE-3 and EE-4 show a rate comparison of four South County Communities. The following
charts show the comparison of one City and three Water and Sanitary Districts. Overall, City of
Santa Barbara’s water and sewer rates for residential customers are slightly higher than other
communities in the South County area. The charts are based upon a sample billing using “10 HCF”
as a basis.
988 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: EE. CITY OF SANTA BARBARA
137.21
$140
$135
128.02
$130
123.78
$125
118.66
$120
$115
$110
$105
Goleta Water Montecito Water City of SB Carpinteria Water
LAFCO of Santa Barbara County 989
sralloD
Bill Comparision -Monthly Residential Water -10 Units
1 unit = 100 Cubic Feet of Water
South County Communities
123.33
$140
$120
$100
$80
59.82 60.96
44.20
$60
$40
$20
$0
Goleta San Montecito San City of SB Carpinteria San
sralloD
Bill Comparision -Monthly Residential Sewer -1 unit
1 unit = varies per each agency
South County Communities
$300 247.11
$250
197.03
172.22 179.62
$200
$150
$100
$50
$0
Goleta Water/San Montecito City of SB Carpinteria
Water/San Water/San
sralloD
Total Comparision -Monthly Residential Water & Sewer -10 HCF
1 unit = 100 Cubic Feet of Water or varies for sewer
South County Communities
CHAPTER THREE: EE. CITY OF SANTA BARBARA
O RGANIZATION
Governance
City of Santa Barbara’s governance authority is established under charter law for Cities codified
under Government Code Sections 34450 within California Constitution Article XI, Section 5(a).
Cities are authorized to provide municipal affairs outlined in their charter. A seven-member City
Council with mayor elected at-large and six Council Members elected by Districts governs the
City of Santa Barbara. Every four years, the citizens elect a Mayor for a period of four years. There
are term limits of eight consecutive years a candidate can run for re-election to the City Council.
The City operates under the Council-Manager form of government, which means that the City
Council appoints a City manager who is responsible to oversee the daily operations of the City.
The City Council provides policy direction to the City Manager who works with the City’s
administration team and the citizens to implement the direction of the Council. Additionally, the
City Council appoints a City Attorney to represent and advise the City Council on legal matters,
a seven-member Planning Commission, Fire & Police Commission, Harbor Commission, Housing
Authority, Parks and Recreation Commission, and a number of committees. The City employs
approximately 1,037 full-time employees that manage the following professional and technical
municipal services: Road Maintenance and Transportation Planning, Bikeways, Pedestrian &
Transit, 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 holds meetings every Tuesday of each week at 2:00 pm in the Council
Chambers, 735 Anacapa Street, Santa Barbara. A current listing of City Council along with
respective backgrounds follows.
City of Santa Barbara|
Current Governing Council Roster
Member Position Background Years on Council
Randy Rowse Mayor Ret, Restaurant 1
Owner
Alejandra Gutierrez Council Member District 1 Career Center Tech 3
Mike Jordan Council Member District 2 Finance 3
Oscar Gutierrez Council Member District 3 Journalism 3
Kristen Sneddon Council Member District 4 Educator 4
Eric Freidman Council Member District 5 Grocery Crew 4
Member
Meagan Harmon Mayor Pro Tem District 6 Real Estate 3
Attorney
990 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: EE. CITY OF SANTA BARBARA
Website Transparency
The table below is not an exhaustive inventory of website criteria required under current law.
Rather, it identifies key components, required by the Government Code and/or recommended by
the California Special Districts Association and other organizations, for websites to enhance
transparency and accountability.
Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in
advance on their websites. Government Code Section 6253 requires that agencies post content
most requested by constituents and most often requested via Public Record Act requests. Because
of the difficulty for LAFCO staff to verify this information, these criteria are not included in the
website checklist. However, agencies should address these criteria to comply with current
website requirements.
City of Santa Barbara Website Checklist
website accessed 7/25/22 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.
LAFCO of Santa Barbara County 991
CHAPTER THREE: EE. CITY OF SANTA BARBARA
S urvey Results
The table below includes a list of questions asked of area residents to assess if satisfactory water,
wastewater, and stormwater 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 - - 1
water, wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment - - 1
provided with the level of water, wastewater,
or stormwater 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 the community that answered the survey questions. The
community rated the agency with all undecided. No additional comments were provided.
992 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
FF. City of Santa Maria
Agency Office: 110 East Cook Street,
Santa Maria, CA 93454
Phone: 805/925‐0951 Ext 2200
Fax: 805/349‐0657
Website: www.Cityofsantamaria.org
Email: jstilwell@Cityofsantamaria.org
City Manager: Jason Stilwell
Water Res. Manager: Alexandra Griffith
SUMMARY
The City of Santa Maria is located in the Santa Maria Valley in northern Santa Barbara County,
situated just south of Santa Maria River and San Luis Obispo County. The City’s boundaries cover
a total of 22.78 square miles and include an estimated 107,407 residents. The City expends
approximately $69.9 million per year (in 2021) for water and wastewater services. Total fund
balance has increased steadily from 2015 to 2020. The General Fund balance is now over
$45,904,080, with an unrestricted fund balance of approximately $17,039,890, which can be used
to offset short term funding lows. The City receives a portion of the County’s 1% base property
tax of 12¢/$1. The City receives financial support at a rate of approximately $2,154 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, 2021. 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. Study areas are being studied.
BACKGROUND
The City of Santa Maria was incorporated on September 12, 1905. The City was established under
general law, but later adopted charter laws for Cities codified under Government Code Sections
34450 within California Constitution Article XI, Section 5(a). The majority of the City is situated
west of State Highway 101. The City is governed by a five‐member City Council with a Mayor
elected at‐large and four Council Members elected by Districts. It has a City manager form of
government and is a full‐service City, providing most essential City services.
LAFCO 993
of Santa Barbara County
CHAPTER THREE: FF. CITY OF SANTA MARIA
994 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: FF. 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 Water Resource Division provides water and wastewater services to 22,888 homes,
businesses, and other facilities. Currently, the City obtains its water from two sources: State
Water Project surface water imported from northern California through a series of canals and
pipelines and groundwater that is pumped to the surface with several wells. The groundwater
basin is recharged with water from Twitchell Reservoir.
The City has a service agreement with Laguna County Sanitation District. Some of the City’s
wastewater discharges are treated by Laguna County Sanitation District, and some of the
wastewater flows generated within Laguna’s jurisdiction are treated at the City’s Wastewater
Treatment Plant.
The City provides water to a portion of the unincorporated area, which is approximately 600 acres
of land. A small portion comprised of about 96 acres within the City limits is served by Golden
State Water Company (GSWC). A few residents may be served by private wells.
Charges for services and other water resources revenue constitute approximately 21.6% of all
City’s revenues, while water and sewer services represent approximately 20.4% of City’s
expenses. The City maintains separate enterprise funds for water, sewer, solid waste, and solid
waste collections, meaning that charges for services are intended to pay for the costs of providing
such services. The City also has $271.8 million in long‐term debts with $167.6 million reported in
governmental activities and $104.2 million in business‐type activities.
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 communities City of Guadalupe, Nipomo Community Services District, and private
LAFCO of Santa Barbara County 995
CHAPTER THREE: FF. CITY OF SANTA MARIA
water providers to maintain operations. The City is nearing completion of an update to their
General Plan. The City is also underway preparing an update to their 2023 Housing Element. This
update will allow the City to identify any challenges and possible opportunities to ensure the
delivery of City services are in an efficient and effective manner 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 water, wastewater, stormwater, and flood control services within
their respective jurisdictions. Santa Maria is currently experiencing no capacity limitations with
the City’s water, wastewater, and storm drain systems.
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
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
996 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: FF. CITY OF SANTA MARIA
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'
Compensation Insurance, and fire protection and hazardous materials authorities.
SPHERE OF INFLUENCE & BOUNDARIES
The City of Santa Maria has a Sphere of Influence that totals 5,084 acres beyond City boundaries.
The SOI boundary includes areas to the south (Orcutt) and southwest adjacent to the City limits.
The City is currently undergoing a General Plan Update that will consider a number of options
and potential new sphere of influence boundaries to consider. The City did not request expansion
to their Sphere of Influence. No significant projects 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.
A Private and Mutual Water Company have expressed interest in out‐of‐agency service
LAFCO of Santa Barbara County 997
CHAPTER THREE: FF. CITY OF SANTA MARIA
agreements for water services with the City. These include the Saint Marie Mobile Home Park
(MHP) and Ray Water Company. The Saint Marie MHP is located outside the City limits but
within the City’s Sphere of Influence and was authorized for an out‐of‐agency‐service agreement
in July 2019 by LAFCO that authorized water service from the City. Saint Marie MHP does not
need amendments for services because it is already receiving water service. Ray Water Company
is located outside of the City limits and also within the City’s Sphere of Influence. Ray Water
Company is included in this review as Study Area No.1. The existing service agreements along the
northeast area is included as Study Area No.2.
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 two
areas to be considered as the Study Areas for the Sphere of Influence. The Study Areas are used
to help analyze and identify which properties should be added or excluded from the Sphere of
Influence. A summary of the Study Areas is listed in the table below:
Table FF-1: City of Santa Maria Study Areas
Study Description Acres Existing Prime Constraints
Area Zoning AG Land
Ray Water 6.63
1 Industrial No Failing water system
Company
M‐2
111‐030‐005 to 013
128‐094‐025, 027, 506
2 Agriculture Yes Unknown, existing
067, 069 & 128‐064‐
service agreements
007 A‐11‐40
Field crops, poultry,
Totals 512.63
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.
998 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: FF. CITY OF SANTA MARIA
SOI Study Area #1 – APN 111-030-005 to 013 Ray Water Company (RWC) (Located in SB
County; Within SOI). This area includes eight parcels totals 6.63 acres located west of City
limits located at 1800 West Betteravia Road between Rayville Lane and A Street. The area
includes a total of 13 connections serving 45 people with one existing groundwater well and one
steel water storage tank. The steel tank is 32‐feet tall, 12‐feet in diameter, with a capacity of
approximately 25,000‐gallons. The service includes residential and general industrial uses. The
Water Company has experienced high arsenic, chromium, and nitrates. Over the years, RWC has
had ongoing difficulties meeting regulatory requirements – primarily due to aging and outdated
infrastructure. Based on these challenges, RWC received a Technical Assistance Grant to help
bring their water system into regulatory compliance.
Figure FF-2
SOI Study Area #1
Study Area
Existing SOI
1
City Limit
6.63 acres
Residential/Industrial
LAFCO Staff Recommendation. The SOI should remain in Study Area One. Staff
recommendation is to maintain Study Area One. The City of Santa Maria is preparing for a
consolidation of the Ray Water Company with the City’s water system. These components would
include 4,860 linear feet (0.92 miles) of new pipelines. The site is located on the western edge of
the City of Santa Maria. The existing uses are anticipated to use 4,885 gallons per day to meet
existing demand. The State Water Resources Control Board has identified the Ray Water
Company in need of meeting regulatory compliance and has identified the system as a public
LAFCO of Santa Barbara County 999
CHAPTER THREE: FF. CITY OF SANTA MARIA
health threat. RWC has received numerous notices of violation (from Santa Barbara County)
dating back to 1980. Santa Barbra County issued RWC an enforcement action Compliance Order
on March 6, 2020 due to ongoing nitrate concentrations above the MCL. The Compliance Order
required RWC to inform all residents of the elevated nitrate concentrations, submit a progress
report, and submit a corrective action plan to resolve the nitrate issue. The consolidation of the
RWC and City system would resolve the compliance order. The City would extend water main,
a distribution line, and service connections. The City has submitted an Out‐of‐Agency Service
Agreement application to LAFCO. Maintaining the Sphere of Influence would assist in allowing
the City to provide water service. If in the future annexation is requested or conditioned having
the site within the sphere would be necessary.
SOI Study Area #2 – APN 128-094-025, 027, 067, 069 & 128-064-007 - AG Parcels (Located
in SB County; Outside SOI). The City has two active connections for the same customer on
these parcels, one 6” connection for fire protection and one 6” meter service (no sewer). The
address is listed as 720 Rosemary and the customer is listed as Rio Mesa Landco, Inc.
Figure FF-3
2
SOI Study Area #2
Study Area
Existing SOI
City Limit
506 acres
Agricultural
LAFCO Staff Recommendation. The SOI should exclude Study Area Two. Staff
recommendation is to maintain the existing Sphere of Influence in this area and note the existing
water service agreement with the five AG parcels.
1000 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: FF. CITY OF SANTA MARIA
BOUNDARIES
Jurisdictional Boundary
Santa Maria’s jurisdictional
Santa Maria’s existing boundary spans approximately 22.78 boundary spans 22.78 square miles
with 99.5% being incorporated and
square miles in size and covers 12,922 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 12,922 99.5% 24,625 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 13,482 100.0% 24,638 46,979
LAFCO of Santa Barbara County 1001
CHAPTER THREE: FF. 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 12,922 99.5% 24,625 46,979
Co of Santa Barbara 559.81 0.5% 13 0
Totals 13,482 100.0% 24,638 46,979
Total assessed value (land and structure) is set at $10.6 billion as of April 2022, and translates to
a per acre value ratio of $823,106. The former amount further represents a per capita value of
$99,026 based on the estimated service population of 107,407. City of Santa Maria receives
$5,233,491 in annual property tax revenue generated within its jurisdictional boundary and
operates as an enterprise for other services.
The jurisdictional boundary is currently divided into 24,625 legal
Close to 89% of the
parcels and spans 12,922 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 262 vacant parcels that collectively total 193 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.
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CHAPTER THREE: FF. 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. 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 1003
CHAPTER THREE: FF. CITY OF SANTA MARIA
Table FF‐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 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Santa Maria was $67,634 in 2022, 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 some cases, except the
EJScreen and EnviroAtlas, 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.
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CHAPTER THREE: FF. CITY OF SANTA MARIA
SERVICES
Overview
The City Utilities Department provides water treatment and distribution, sewer collection,
wastewater treatment, and trash, recycling, and organics waste collection services, to the City
and to a few small areas outside its City limits. The Utilities Department also operates a solid
waste disposal facility (Santa Maria Regional Landfill) that provides disposal services to the City
and the surrounding areas.
The City of Santa Maria has two sources of water supply, local groundwater, extracted via water
production wells and imported State Water delivered via the Coastal aqueduct of the State Water
Project. Golden State Water Company (GSWC), an investor‐owned public utility, provides
potable water service to customers in the Santa Maria Customer Service Area in Santa Barbara
County in the unincorporated communities of Orcutt, Tanglewood, Lake Marie, and Sisquoc.
GSWC holds rights to pump groundwater from the Santa Maria Groundwater Basin and holds a
contract with the State Water Project to receive State Water. GSWC does not have a mechanism
to receive State Water for the Orcutt community and therefore utilizes an interconnection
between the City of Santa Maria to receive its allocation of State Water. The City of Santa Maria
delivers 20 AF per year of water to GSWC through two interconnections. and any additional
water received through the interconnections involve an exchange of GSWC’s State Water Project
allocation for the City’s potable water supply.
The Department’s focus for water, sewer, and wastewater treatment is on building infrastructure
for local resiliency, identifying needs to promote and support future growth, meeting regulatory
demands, and fixing and maintaining aging infrastructure. The City continues to work towards
water and sewer improvements identified in the 2012 Utilities Capacity Study.
The City of Santa Maria is responsible for operating and maintaining the City’s storm drain
system except for the flood control facilities that are owned and operated by the Santa Barbara
County Flood Control & Water Conservation District. There are numerous key flood control
facilities located within the City some of them include: Blosser Channel, Bradley Channel, Santa
Maria Airport Channel, Blosser Basin, Bradley Basins, A Street Basin, Getty Basin, Kovar, Basin,
and Hobbs Basin.
All other services provided by the City are not the primary focus of this report and will be
discussed in greater detail under the appropriate future MSR Study.
LAFCO of Santa Barbara County 1005
CHAPTER THREE: FF. CITY OF SANTA MARIA
GROUNDWATER MANAGEMENT
Groundwater Sustainability Agency
The Santa Maria Valley Groundwater Basin has been Adjudicated under a settlement agreement
(Stipulation) and is classified as a high‐priority basin. However, the basin is not required to form
a groundwater sustainability agency (GSA) and adopt a groundwater sustainability plan (GSP)
or submit an alternative to a GSP. DWR determined that SGMA does not apply to the portion of
the Santa Maria Basin that is at issue in the litigation (“adjudicated area”) provided that certain
requirements are met. Santa Barbara County decided not to form a GSA for the areas of the Basin
not subject to the adjudication.
Groundwater Sustainability Plans
The City is not required to prepare a Groundwater Sustainability Plan.
Data Management
The Twitchell Management Authority (TMA) which is the court established Board consisting of
representatives from the stipulating entities that draw water from the Santa Maria Groundwater
Basin funds the court appointed Engineer to prepare an annual Santa Maria Valley Management
Area Engineer compile the results of the annual assessment and accounting into a report for
submittal to the Court.
WATER & WASTEWATER INFRASTRUCTURE AND PUBLIC
FACILITIES
Water Supply
The City’s water portfolio is comprised of the following available water supply sources: local
groundwater, purchased water from the State Water Project (SWP), associated return flows
recaptured from the Basin, assigned rights to water from the Basin, and assigned rights to
augmented yield from Twitchell Reservoir. Imported water supplies for the City are obtained
from the SWP via a contract with Central Coast Water Authority (CCWA). Santa Maria has a
Water Supply Agreement with CCWA for 17,820 AFY of Table A imported SWP water.
Historically, the City pumped water from the Santa Maria Valley Groundwater Basin as its sole
water supply. The City receiving SWP water from the CCWA via the Coastal Branch Aqueduct
in 1997. The SWP water augments local groundwater supplies. Pursuant to the Stipulation, Santa
Maria agreed to import and use, within the Basin, no less than 10,000 AF/YR of available SWP
water, or the full amount of available SWP water (yearly allocation) if the amount available is less
than 10,000 AF. Under the Stipulation, the City is entitled to groundwater that is a fixed
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CHAPTER THREE: FF. CITY OF SANTA MARIA
percentage of the annual amount of SWP water it uses within the Basin. The fixed percentage for
the City is 65 percent, based on a rolling average of the prior five years of imported water use.
These return flows augment the groundwater yield in the Basin through the recharge that occurs
when these sources are used within the Basin. Twitchell Reservoir on the Cuyama River (a
tributary to the Santa Maria River in the south), provide storage of stormwater for recharge of the
Basin. Overall, on average, the City does not expect their SWP usage to increase over their
historical usage, which has been 9,943 AF/year.
The Basin is under a court‐ordered settlement agreement. Under this agreement, the City derives
a portion of its water supply from local groundwater, associated return flows to the aquifer from
imported SWP water that may be recaptured in the Basin, and a share of the yield of the recharge
from Twitchell Reservoir operations. The City’s rights to rely on Basin water resources for both
pumping and storage are governed by a settlement agreement (“Stipulation”) signed by a majority
of the parties (Santa Maria Valley Water Conservation District vs. City of Santa Maria, et al., Case No. 770214),
commonly known as the “Santa Maria Groundwater Adjudication.” Currently, the City pumps
groundwater from six active groundwater wells in the Basin. The City’s wells have a current total
normal year active capacity of about 17,830 AF/YR. Over water years from 2018 through 2022, the
extracted groundwater averaged 7,750 AF/YR. The City blends its local groundwater supplies
with imported SWP water at its blending facility, reducing the overall hardness and mineral
content.
The City’s water supply is expected to reliably meet the projected demands through 2045 based
on population growth and the 2020 per capita water usage of 109 gallons per capita per day. The
base per capita water use estimate (as an average for ten (10) base years) is 148 gallons per capita
per day (GPCD). The per capita water use target for the City for 2020 is 118 GPCD. The City met
this goal with a per person use of 109 gallons per day and is planning to continue their water
conservation programs to keep meeting this goal in the future.
Water sales to NCSD involve potable water delivery and use of the City’s water supply
infrastructure. The agreement between NCSD and the City requires that the City deliver and
NCSD pay for a minimum 645AF for the first year of delivery (Fiscal Year 2015‐2016);800 AF for
years two (2) through five (5) (FY 2016‐2020); 1,000 AF for years six (6) through ten (10) (FY
2020‐2025); and 2,500 AF from year 11 (FY 2025‐2026) through June 30, 2085. NCSD may request
delivery of Supplemental Water in excess of the above quantities up to an additional 3,200 AF/YR
in accordance with the Wholesale Water Supply Agreement dated May 7, 2013
Water Treatment System
The City of Santa Maria operates a Blending and Disinfection Facility (BDF) that was constructed
in 1990s adjacent to Well #9. At the BDF, local groundwater and imported State Water header
LAFCO of Santa Barbara County 1007
CHAPTER THREE: FF. CITY OF SANTA MARIA
lines enter the facility where disinfectant residuals are adjusted and balanced and fluoride is added
prior to entering the City’s water distribution system.
Water Distribution
The City’s water distribution system is comprised of approximately 330 miles of pipeline,
including over 10,100 water valves, 3600 hydrants, and over 23,000 service connections.
Sewer Collection System
The sewer collection system is comprised of approximately 250 miles of pipeline, 22 miles of
which is greater than 12 inches in diameter and therefore considered a trunk line. The sewer
collection system pipelines are of varying sizes and ages. In addition to pipes, the sewer collection
system also contains over 5,100 manholes, and one (1) lift station. The City owns three Vactor
trucks (vacuum trucks) and one video inspection truck equipped with a robotic sewer inspection
camera.
Wastewater Treatment System
The City’s Wastewater Treatment Plant (WWTP) is located on the western boundary of the City.
The WWTP is permitted for a maximum monthly flow of 13.5 million gallons per day, which
includes flows from the City’s Septage Receiving Station. The City’s WWTP uses preliminary,
primary, and secondary treatment processes to treat wastewater before discharging it to onsite
percolation ponds. Wastewater treatment processes include headworks, grit removal, primary
clarifiers, primary trickling filters, intermediate clarifier, secondary trickling filters, secondary
clarifiers, gravity sludge thickeners, anaerobic digesters, and sludge drying beds. The WWTP also
includes a septage receiving station upstream of the headworks.
Wastewater Effluent Disposal
The wastewater is treated, and the treated effluent is disposed of through 13 onsite percolation
ponds covering over 100 acres, returning the effluent to the underlying groundwater basin. In
2020, a total estimated 9,910 AF of treated municipal wastewater was discharged in the SMVMA.
The City of Santa Maria’s contribution is about 74 percent (7,380 AF) of that total. Solids are
removed, digested, dried, and disposed of at a composting facility or used at the Santa Maria
Regional Landfill for soil amendment. Non‐recycling items are transported to the City’s landfill
for proper disposal.
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CHAPTER THREE: FF. CITY OF SANTA MARIA
Recycled Water
The City does not currently use and has no plans to use recycled water in the near future.
However, the City’s treated wastewater discharges to ponds that percolate into the subsurface
and recharge the groundwater basin as return flows. These return flows recharge the groundwater
basin help protect against seawater intrusion.
Stormwater
There are approximately 65 detention and retention basins distributed throughout the City
varying in size from under an acre to 30 acres. These basins are owned and maintained by the City,
the County, or private parties. This network of basins has helped to restrict flows from flooding
the City and consistently reaching the Santa Maria River, thereby reducing the discharge of
pollutants to the Santa Maria River. The City is working to reduce discharges of pollutants that
could cause exceedances of water quality objectives through numerous BMPs described in its
Wasteload Allocation Attainment Program. The performance of the City’s system for the
purposes of protecting receiving waters and protection of the City for flood control supports both
water quality and flood control purposes. The City maintains 1,271 storm drain inlets throughout
the City.
City of Santa Maria
Incorporation, Revenues, Attributes, Types of Service, and Resources
Attributes
City Limits (est. square miles) 22.78
Population (2020 estimated) 107,407
Assessed Valuation (FY 21‐22: Includes City only) $10,636,181,741
1 W BDF
Number of Treatment Plants
1 WW
Regular Financial Audits Every Year
Average Annual Revenue Per Capita (FY 20‐21) $2,154
Average Portion of County 1% Property Tax Received 12¢/$1
Ending General Fund Balance (June 2021) $52,183,211
Change in General Fund Balance (from June 2016 to June 2021) 47%
Total Fund Balance/Annual Revenue Total (FY 20‐21) 56%
Source: District area estimated utilizing County of Santa Barbara GIS Data; Population estimated utilizing
DOF Table E4, Assessed Valuation and Portion of County Property Tax Received are from County of Santa
Barbara Auditor‐Controller’s Office; Fund Balance Information from City Audit; Other information from
City.
LAFCO of Santa Barbara County 1009
CHAPTER THREE: FF. CITY OF SANTA MARIA
Types of Services
Sewer Collection X
Wastewater Treatment X
Water Treatment X
Solid Waste Collections X
Solid Waste Disposal X
Recycled Water ‐
Other X
City of Santa Maria
Formation, Revenues, Attributes, Types of Service, and Resources
Water Treatment Plant, Water Treatment, & Lift Stations
Address Acquired/Built Condition Size
601 S. Black Road, WWTP 1930 Good 120acres
13.5MGD
Fairway Drive, BDF 1997s Good 20 MGD
Corner of Wisteria and Lorencita, 1925 Good 2.4 Hp
Bower Lift Station 150 gpm
The City's lift station serves 117 homes and has built‐in redundancy with two pumps when only
one is needed to meet demand flows. The lift station has the capability for emergency generator
hookup. In the event a generator is unavailable, a vacuum truck can be used to pump down the
influent chamber on a regular basis until electrical power or pump operation is restored. The City
has also installed over 30 manhole monitors in the sewer collection system problem areas. The
manhole monitors track manhole surcharges and send alarm notifications via cellular signals
(phone call, text). These early notification alerts allow operators to respond before an overflow
condition arises.
1010 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: FF. CITY OF SANTA MARIA
Connections
Water Wastewater
Single‐Family 19,188 19,188
878 878
Multi‐Family
1895 1895
Commercial
Industrial
95 95
Landscape 622 N/A
Agricultural N/A N/A
Total Staffing
Personnel Per 1,000
population
Full time Water and Wastewater 19 0.14
Operators
Emergency Water and Wastewater 19 0.14
Operators
Administrative Personnel 2 0.01
Other City Staff 560 5.21
City of Santa Maria has a total of 578 permanent employees.
Staffing Experience/Tenure (average)
Years in Industry Year w/ City
Water Resources Manager (1) n/a n/a
Wastewater Supervisor (1) n/a n/a
Lead Water Resources Operator (2) n/a n/a
Water Resources Operator (4) n/a n/a
Wastewater Operator (3) n/a n/a
LAFCO of Santa Barbara County 1011
CHAPTER THREE: FF. CITY OF SANTA MARIA
Water Supervisor (1) n/a n/a
Water System Operator I (2) n/a n/a
Water System Operator II (1) n/a n/a
Water Operator (7) n/a n/a
Administrative Personnel (2) n/a n/a
Other City Staff n/a n/a
Water Capacity
Santa Maria’s groundwater can
City of Santa Maria has a prescriptive right of 5,100 AF/YR from divert 20,000 afy. SWP is 17,820 afy.
groundwater supplies and a right of 14,300 AF/YR from Twitchell Its service area’s maximum daily
capacity to convey wastewater to
yield plus 65% of the latest five‐year average use of SWP water as the WWTP for treatment and
disposal is 13.5 million gallons.
return flows to the groundwater basin. The City’s State Water
Project entitlement is 17,820 AFY including a 10% drought buffer.
Santa Maria agreed to import and use within the Basin no less than 10,000 AFY of available SWP
water. The City operates a 13.5 MGD capacity wastewater treatment plant.
System Demands
The average annual water demand is
City of Santa Maria’s total annual water demand for 2021 is 11,907 11.8 mgd and wastewater flows
generated during the report period
acre‐feet, including 837 acre‐feet of water delivered to the
among Santa Maria users in the
Nipomo Community Services District. Average daily wastewater service area has been 8.8 million
gallons per day.
flows for 2021 were 6.95 MG. It also translates over the report
period to an estimated average daily demand of 65.4 gallons per day (per resident) and the
maximum daily demand of 109 gallons per resident.; it also translates to 526 gallons for every
service connection.
Service Performance
LAFCO estimates Santa Maria is
City of Santa Maria service area’s annual water demand for 2021
presently operating at 36% capacity
was 11,907 AF. Of this amount, it is estimated by LAFCO this in water service and 52% capacity in
wastewater service within its
represents 36% of groundwater water right entitlements.
service area.
Average daily wastewater flows for 2021 received at the City’s
WWTP was 6.95 million gallons. Of this amount, it is estimated by LAFCO this represents 52%
of permitted capacity. The City generally has adequate capacity for anticipated future needs.
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CHAPTER THREE: FF. CITY OF SANTA MARIA
City of Santa Maria
Formation, Revenues, Attributes, Types of Service, and Resources
Total Distribution Inspected, Repaired, Added -Santa Maria
120
115
110
105
100
95
90
CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Water Sewer
Source: SM Data.
Note: Information is for the entire City. Also, this table tabulates miles of lines cleaned, replaced, added,
and videoed. Additional upgrades preformed regarding lift stations and treatment plant.
Upgrades or Repairs Completed -Santa Maria
FY -2020-2021
1
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0% 0% 0% 0% 0% 0% 0%
0
Inspected Cleaned Replaced Added Video Booster Treatment
Stations Plant
Upgrades/Repairs
Source: SM Data.
Note: Information is for the entire City.
LAFCO of Santa Barbara County 1013
seliM
latoT
CHAPTER THREE: FF. CITY OF SANTA MARIA
The City of Santa Maria provides water, wastewater,
and stormwater services to its constituents directly and Santa Maria Snapshot: FY2022
plans for them in various planning documents, Planning Reports Year Updated
including the Urban Water Management Plan adopted General Plan 2011
UWMP 2021
in 2021, Sewer System Master Plan in 2021, Capital
Sewer System Master Plan 2020
Improvement Plan, Utilities Capacity Study in 2012, Stormwater System Plan None
Capital Improvement Plan annually
and participation in County‐wide Integrated
Capacity Study 2012
Stormwater Management Plan updated in 2019. The
Climate Plan N/A
City’s General Plan, which was last updated in 2011, Integrated Stormwater 2019
Plan
contains Land Use, Public Facility, Safety Elements.
FINANCES
The City prepares an annual budget and financial statement, which includes details for each of its
government and enterprise funds. The City maintains separate enterprise funds for water,
wastewater, solid waste, and transit services, meaning that charges for services are intended to
pay for the costs of providing such services.
City Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Property tax $21,217,885 9.9% $22,293,587 9.6%
Sales Tax Revenues $53,519,347 24.9% $60,953,136 26.3%
Franchise fees $4,660,913 2.2% $4,683,115 2.0%
TOT tax $2,949,707 1.4% $3,213,990 1.4%
Other Taxes $939,090 0.4% $1,009,535 0.4%
Charges for services $96,787,693 45.1% $103,360,753 44.7%
Grants & contributions $15,585,898 7.3% $32,586,665 14.1%
Other Revenue $2,238,018 1.0% $1,590,426 0.7%
Use of Money $16,853,458 7.8% $1,683,151 0.7%
Revenue total $214,752,009 100.0% $231,374,358 100.0%
Note: The above numbers are Citywide, which include Government & Business‐Type Funds
Fiscal Indicators
Select fiscal indicators are shown graphically below. Over the past three fiscal years, the City’s
revenues and expenditures from governmental activities have grown at about the same rate.
However, it is important to note that revenues from governmental activities include special purpose
revenues, Gas Tax, and grants for example, that are restricted in how those revenues can be spent.
In addition, the City has reduced operational budgets, primarily by funding fewer positions, as a way
1014 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: FF. CITY OF SANTA MARIA
to address the City’s escalating pension costs, specifically required annual unfunded pension liability
payments that have gone from $5.8 million in 2017‐18 to $8.6 in 2019‐2020. The line graph below
shows the current financial trend in millions. These indicators provide a measurement of the
agency’s financial condition over time.
Fiscal Trends-City of Santa Maria
Governmental Activities
250
200
150
100
50
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
CITY OF SANTA MARIA
Charges for Services
This indicator addresses the extent to which charges for
service covered expenses. Charges for Services is the primary
58
funding source for enterprise fund. Represented below a ratio
56 of one or higher indicates that the service is self‐supporting.
54
52
50
48
46
44
42
2016-17 2017-18 2018-19 2019-20 2020-21
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
1.3 operating expenditures
Fiscal Year Operating Operating
1.2 Revenues Expenditures Ratio
1.1 2016 $ 89,978,384 $ 78,765,487 1.1
2017 $ 95,093,954 $ 82,031,714 1.2
1 2018 $ 95,833,235 $ 93,984,405 1.0
2019 $ 105,139,912 $ 101,144,248 1.0
0.9 2020 $ 119,690,413 $ 112,630,553 1.1
2016 2017 2018 2019 2020 2021 2021 $ 231,374,358 $ 192,258,721 1.2
LAFCO of Santa Barbara County 1015
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CHAPTER THREE: FF. CITY OF SANTA MARIA
Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2018 2019 2020 2021 Trend
Funded ratio (plan assets as a % of plan liabilities) 71% 73% 72% 72%
Net liability, pension (plan liabilities ‐ plan assets) $ 125,674,822 $ 126,451,039 $ 135,780,061 $ 271,777,807
Other Post‐Employment Benefits (OPEB)
Funded ratio (plan assets as a % of plan liabilities) 0%
2021 year of OPEB reporting
Net liability, OPEB (plan liabilities ‐ plan assets) $ 25,161,613
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) 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, 2019, the City reported a net pension
liability for its proportionate share of the net pension liability of the Misc. Plan of $71,809,763 and
Safety Plan of $54,641,276.
At the liability measurement date of June 30, 2019, the following employees were covered by the
pension benefit terms:
Miscellaneous Safety
‐ Retired employees – 377 178
‐ Active employees – 372 171
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Coverage of Net Post‐Empployment Liabilities
500 0.7
0.6
400
0.5
300 0.4
200 0.3
0.2
100 0.1
0 0
2016 2017 2018 2019 2020 2021
2016 2017 2018 2019 2020 2021
Agency Assets (other than capital) $263,402,857 $292,083,039 $324,540,068 $357,526,572 $397,540,699 $458,445,496
Net Liabilities (pension & OPEB) $89,496,153 $115,118,327 $143,457,620 $144,552,691 $154,888,863 $296,939,420
CHAPTER THREE: FF. CITY OF SANTA MARIA
OPEB Obligations and Payments
The City benefit payments are recognized when currently due and payable in accordance with the
benefit terms on a pay‐as‐you‐go basis.
The City provides post‐retirement health benefits, in accordance with State statues, to all
employees retiring from the City and enrolled in an insurance program under the California Public
Employees’ Medical and Hospital Care Act (PEMHCA). The CalPERS PEMHCA Plan is a defined
contribution, cost sharing multiple‐employer defined benefit healthcare plan providing benefits
to active and retired employees.
PEMHCA determines the amount contributed by the City toward retiree health insurance. The
City was required to contribute $133 per month during calendar year 2018 and $136 per month
during calendar year 2019 towards the cost of the retiree health insurance, which is the same
amount contributed toward active employee health insurance. The contribution amount is
calculated by using the annual consumer price index increase. During fiscal year 2018‐19,
expenditures of $235,314 were recognized for post‐retirement health insurance contributions on
a pay‐as‐you‐go basis.
In addition to the direct City paid PEMHCA contributions, retirees covered under the City’s plans
receive pre‐65 benefits that are subsidized as the cost of their coverage is based on blended (active
and retiree) premium rates instead of normally higher retiree only rates. This implicit subsidy is
also considered in the valuation for retirees electing City healthcare plan coverage. However, it
does not apply to retirees electing coverage in non‐City plans. As of the June 30, 2019 measurement
date, the following current and former employees were covered by the benefit terms under the
plan:
‐ Retired employees – 143
‐ Active employees – 533
Enterprise Funding
The City budget includes water and wastewater services. In FY 2019/2020, the City’s actual
budget expense was $59,835,292 and decreased that to $48,712,125 for FY 2020/2021. The
following chart shows a six‐year trend. The graph below shows the current financial trend in
millions. This indicator provides a measurement of the agency’s expenditure over time.
LAFCO of Santa Barbara County 1017
CHAPTER THREE: FF. CITY OF SANTA MARIA
Water & Wastewater‐Expenditure
40 0.5
0.45 35 0.43% 0.42%
0.39% 0.4% 0.38% 0.4
30 Water
0.35
25
0.3
20 0.25
0.2%
0.2
15
Sewer 0.15
10
0.1
5
0.05
0 0
2016 2017 2018 2019 2020 2021
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
maintenance, as well as additional costs to help achieve organizational 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 2020 Capital Projects Budget for 2020‐22
consists of 112 capital projects representing approximately $81 million in appropriations. A total
of 155 projects were requested by operating departments, totaling $97.6 million; however, 43
projects (representing approximately $16.6 million) were not funded. The 2020‐22 Budget
reflects $48.2 million in projects in the first year and $32.8 million in the second year. For
comparison purposes, the 2018‐20 Budget consisted of 108 capital projects totaling $81.1 million
in appropriations. There are 23 General Fund projects that were not funded due to funding
limitations in Fund 801, the General Capital Fund. A partial list of CIP projects for FY 20‐24 are
listed below, see the full list attached to the City approved Budget.
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CHAPTER THREE: FF. CITY OF SANTA MARIA
Budgeted or Estimated 2020 to 2024
PUBLIC UTILITIES CAPITAL PROJECTS
Reservoir Site Improvements $1,000,000
Water Meter Replacement $1,200,000
Water Meters ‐ New Development $300,000
Water Main Upgrade $950,000
Well Rehabilitation $975,000
Well Generators and Enclosures $600,000
Well Site Repairs $20,000
Water Line Conversion $150,000
Potable Water Line $140,000
Reconnect Potable Water System $100,000
Blending Facility Improvements $130,000
Hydrant Replacement $2,440,000
Valve and Hydrant Replacement and Relocation $990,000
Stand‐By Well Motor $40,000
Solar Bee Repair And Replacement $130,000
Long-term Liabilities and Debts
The City had $235.7 million in bonds and other long‐term liabilities outstanding at fiscal year‐end
in 2019.
On June 19, 2012, the City issued $50,119,493 of Water and Wastewater 2012 A/B Revenue
Refunding Bonds (Bonds) with an interest rate ranging from three to five percent. The purpose
of the Bonds was to refund prior Certificates of Participation Bonds (COP's) with interest rates
ranging from five to 7.4 percent, with a par value of $38,320,394, and maturing annually on August
1 between 2013 and 2022. As of June 30, 2019, $195,567 of defeased COP’s are still outstanding.
State and Federal laws and regulations require the City to place a final cover on its landfill site
when it stops accepting waste, and to perform certain maintenance and monitoring functions at
the site for a minimum of 30 years after closure. The City reported $16,163,990 in landfill closure
and post‐closure care liability on June 30, 2019, and is based on the percent of capacity used
(86.4%). It is estimated that the total cost of all closure and post‐closure costs to be $21.4 million.
LAFCO of Santa Barbara County 1019
CHAPTER THREE: FF. CITY OF SANTA MARIA
The City will recognize the remaining estimated costs of $5.2 million in closure and post‐closure
care as the remaining capacity is filled, which is expected to be by 2024.
On March 22, 2013, the City entered into three lease agreements with Suntrust Equipment
Finance Corporation for the acquisition of vehicles and equipment for the Fleet Services Fund in
the amount of $4,905,000. The three leases have terms of seven, ten and twelve years with interest
ranging from 2.14 and 2.68 percent. Payments are due semi‐annually under the terms of the lease
agreement.
On January 11, 2017, the City entered into a lease agreement with Community Bank of Santa Maria
for the acquisition of a Computer Aided Dispatch and Records Management System (CAD/RMS)
in the amount of $2,280,000. The lease has a term of ten years with interest rate of 3.1 percent.
The Water and Wastewater Fund has long‐term commitments to purchase water from the State
Water Project. The Fund has contracted for 16,200 acre‐feet of water per year plus a “drought
buffer” of 1,620 acre‐feet per year at costs estimated between $12 and $20 million per year through
2035.
Opportunities for Shared Facilities
The City does not currently share facilities with other agencies. Limited dispatch and airport
patrol is shared with the City of Guadalupe. It has been identified by staff or in the preparation
of this report that Santa Maria does not have any opportunities to do so. Due to relative distance
between the City and other communities, opportunities for shared facilities are limited. It is
unlikely that a proposal would be feasible in the near future.
Rate Structure
Water and Sewer rates for the City were last updated and adopted by the City Council in October
2019, which established rate adjustments each year with the last adjustment scheduled for
January 2023. The rates are based of Services Study and undergo periodic review and adjustment,
per City policy.
Water Fees (Effective Jan 1, 2022)
A. Connection Fees (represents share of capital costs)
SFR Residential – ranges from $18,287.53 + $4,281/ unit per ¾” meter to $386,065.69 + $4,281/
unit per 3” meter. MFR Residential – ranges from $17,843.53 + $3,837/ unit per ¾” meter to
$385,621.69 + $3,837/ unit per 3” meter. Non‐Residential ‐ ranges from $21,310.53 per ¾” meter
to $533,051.69 per 3” meter.
B. User Fee per Month
1020 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: FF. CITY OF SANTA MARIA
Water Tier Rates* Meter S ize *
Residential Meter Size Monthly Charges
Tier 1 (0‐5 CCF) $5.16 5/8'' and 3/4'' $ 42.52
Tier2(6‐15 CCF) $5.35 1" $ 71.01
Tier3(>15 CCF) $5.73 1 1/4" $ 92.27
MHP $4.62 1 1/2" $ 141.59
Tier 1 (1‐5 CCF) 2" $ 226.63
MHP $5.19 3" $ 425.20
Tier 2 (>6 CCF) 4" $ 708.81
6" $ 1,417.19
Variable Sewer Rates* Fixed Charge *
Type Type Monthly Charges
Commercial I $2.92 Single‐family $ 27.01
Commercial II $4.00 Multi‐family < 2 Rm $ 20.76
Heavy Users ($/CCF) $1.26 Multi‐family > 3 Rm $ 16.74
BOD ($/ib) $0.57 Mobile Home $ 23.08
SS($/ib) $0.61 Other Lodging $ 14.67
Figures FF‐4 and FF‐5 show a rate comparison for four North County Communities. The
following charts show the comparison of one City, two Community Services Districts, and one
County Sanitation District. Overall, Santa Maria water and sewer rates for residential customers
are average when compared to other communities in the North County area. The charts are based
upon a sample billing using “10 units” as a basis.
LAFCO of Santa Barbara County 1021
CHAPTER THREE: FF. CITY OF SANTA MARIA
95.07
$100
$80 68.62
$60
36.99 34.17
$40
$20
$0
Orcutt (GSW) VVCSD City of SM Los Alamos
1022 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
sralloD
Bill Comparision -Monthly Residential Water -10 Units
1 unit = 100 Cubic Feet of Water
North County Communities
90.72
$100
75.67
$80 70.08
$60
$40
27.01
$20
$0
Laguna Co VVCSD City of SM Los Alamos
sralloD
Bill Comparision -Monthly Residential Sewer -10 units
1 unit = 100 Cubic Feet of Water
North County Communities
159.34
$180
$160 122.08
112.66
$140
104.25
$120
$100
$80
$60
$40
$20
$0
Orcutt area VVCSD City of SM Los Alamos
sralloD
Total Comparision -Monthly Residential Water & Sewer -10 units
1 unit = 100 Cubic Feet of Water
North County Communities
CHAPTER THREE: FF. CITY OF SANTA MARIA
ORGANIZATION
Governance
City of Santa Maria’s governance authority is established under charter law for Cities codified
under Government Code Sections 34450 within California Constitution Article XI, Section 5(a)).
Cities are authorized to provide municipal affairs outlined in their charter. A five‐member City
Council with the Mayor elected at‐large, Council Members by Districts, governs the City of Santa
Maria. Every four years, the citizens elect a Mayor for a period of four years. There is no limit on
the number of times a candidate can run for re‐election to the City Council. The City operates
under the Council‐Manager form of government, which means that the City Council appoints a
City manager who is responsible to oversee the daily operations of the City. The City Council
provides policy direction to the City Manager who works with the City’s administration team
and the citizens to implement the direction of the Council. Additionally, the City Council
appoints a City Attorney to represent and advise the City Council on legal matters, a five‐member
Planning Commission, Recreation and Parks Commission, and a number of advisory committees.
The City currently employs approximately 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 23
Carlos Escobedo Council Member District 1 Farmer 2
Mike Cordero Mayor Pro Tem District 2 Law Enforcement 15
Gloria Soto Council Member District 3 Healthcare 4
Maribel Aguilera‐ Council Member District 4 Attorney 2 mo
Hernandez
Website Transparency
The table, on the next page, is not an exhaustive inventory of website criteria required under
current law. Rather, it identifies key components, required by the Government Code and/or
recommended by the California Special Districts Association and other organizations, for
websites to enhance transparency and accountability.
LAFCO of Santa Barbara County 1023
CHAPTER THREE: FF. CITY OF SANTA MARIA
Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in
advance on their websites. Government Code Section 6253 requires that agencies post content
most requested by constituents and most often requested via Public Record Act requests. Because
of the difficulty for LAFCO staff to verify this information, these criteria are not included in the
website checklist. However, agencies should address these criteria to comply with current
website requirements.
City of Santa Maria Website Checklist
website accessed 7/25/22 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.
1024 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: FF. CITY OF SANTA MARIA
Survey Results
The table below includes a list of questions asked of area residents to assess if satisfactory water,
wastewater, and stormwater 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 ‐ ‐ ‐
water, wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment ‐ ‐ ‐
provided with the level of water, wastewater,
or stormwater 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 1025
CHAPTER THREE: AGENCY PROFILES
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1026 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
GG. City of Solvang
Agency Office: 1644 Oak Street
Solvang, CA 93463
Phone: 805/688‐5575
FAX: 805/686‐2049
Email: bradv@Cityofsolvang.com
Website: http://www.Cityofsolvang.com
Interim City Manager: Brad Vidro
Utilities Director: Jose Acosta
SUMMARY
The City of Solvang represents the rural Santa Ynez valley. The City’s boundaries cover a total of
2.42 square miles and include an estimated 5,838 residents. The City provides water, wastewater
services, stormwater maintenance, and groundwater management services within City
boundaries. The City serves as a member of the Groundwater Sustainability Agency for the Santa
Ynez River Valley Groundwater Basin Eastern Management Area. The City receives financial
support at a rate of approximately $3,096 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, and expansion of the Sphere of Influence are being discussed.
BACKGROUND
The City of Solvang was incorporated in 1985. The City was established under charter law for
Cities codified under Government Code Sections 34450 within California Constitution Article
XI, Section 5(a). The City is adjacent to the Santa Ynez River in central Santa Barbara County. 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 2019, the City voted in favor of election system by districts.
The City’s declared its intention to transition from at‐large elections to district‐based elections
pursuant to California Elections Code Section 10010 starting in 2022 election. It has a City
manager form of government and is a full‐service City, providing most essential City services.
The City of Solvang overlaps the County of Santa Barbara Fire Protection District, Santa Ynez
River WCD, Cachuma RCD, County Flood Control & Water Agency, and the Oak Hill Cemetery
District.
LAFCO 1027
of Santa Barbara County
CHAPTER THREE: GG. CITY OF SOLVANG
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CHAPTER THREE: GG. CITY OF SOLVANG
OPERATIONS
The City of Solvang Utilities Department is responsible for the management, operation and
maintenance of the City’s sewer system and water systems. The Public Works Department
maintains the storm drain system by contract with MNS Engineers.
The City employs approximately 35 full‐time employees and one (1) part‐time employee that
manage the following professional and technical municipal services: Road Maintenance and
Transportation Planning, Bikeways, Pedestrian & Transit, Stormwater Management, Flood
Control, Water Supply, Conservation & Groundwater Management, Sewer/Wastewater,
Engineering, Solid Waste, Planning, Land Use & Economic Development, Building & Safety,
Recreation & Parks, Administration and Finance.
OPPORTUNITIES & CHALLENGES
The City has shown resourcefulness in providing services. The City has worked closely with their
neighboring district Santa Ynez CSD to operate the City’s WWTP, Santa Ynez River Water
Conservation District to participate as a Groundwater Sustainability Agency, and City of Buellton
to manage watershed and supplies, and continues to forge relationships to improve service and
reduce costs. Like many smaller California municipalities, the City can struggle with shortages
in revenue to meet general fund related needs. The geographic proximity and socioeconomic
similarities with Buellton may be a viable opportunity to share and/or combine resources in
delivering water, wastewater, stormwater, and flood control services within their respective
jurisdictions.
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.
LAFCO of Santa Barbara County 1029
CHAPTER THREE: GG. CITY OF SOLVANG
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
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 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
1030 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: GG. CITY OF SOLVANG
serves the Santa Ynez and Los Olivos community. You may req uest 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
Loop. Dial‐A‐Ride service is available Monday through Saturday 6:30 a.m. to 7:00 p.m. and Sunday
from 8:30 a.m. to 12:30 p.m. and 1:00 p.m. to 4:00 p.m. Call (805) 688‐5452. Another regional
transit service includes the Breeze Bus which is a commuter service between Santa Maria,
Vandenberg AFB, Lompoc, Los Alamos, Buellton, and Solvang that operates Monday through
Friday.
The City collaborates with the County’s Resource Recovery and Waste Management Division for
providing regional solid waste management services. Health Sanitation Services provides weekly
garbage collection and disposal. Waste is initially taken to the Santa Ynez Valley Recycling and
Transfer Station. Unrecyclable solid waste from the City of Solvang is ultimately disposed at
Tajiguas Sanitary Landfill, located in the City of Goleta.
SPHERE OF INFLUENCE & BOUNDARIES
The City of Solvang has two areas west and east outside of its City limits included in their Sphere
of Influence that go beyond City boundaries. 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 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
LAFCO of Santa Barbara County 1031
CHAPTER THREE: GG. CITY OF SOLVANG
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
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 1,254 98.6% 2,365 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 1,272 100.0% 2,368 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 1,254 98.6% 2,365 4,359
Co of Santa Barbara 18 1.4% 3 0
Totals 1,272 100.0% 2,368 4,359
Total assessed value (land and structure) is set at $1.5 billion as of April 2022, and translates to a
1032 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: GG. CITY OF SOLVANG
per acre value ratio of $1.2 million. The former amount further represents a per capita value of
$264,265 based on the estimated service population of 5,838. City of Solvang receives $1,480,839
in annual property tax revenue generated within its jurisdictional boundary and operates as an
enterprise for other services.
The jurisdictional boundary is currently divided into 2,365 legal
Close to 98% of the
parcels and spans 1,254 acres and 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 87% has
acreage is under private ownership with 87% having already been
been developed.
developed and/or improved to date, albeit not necessarily at the
highest density as allowed under zoning. The remainder of private acreage is entirely undeveloped
and consists of 63 vacant parcels that collectively total 75 acres. The jurisdictional boundary does
not qualify as a disadvantaged incorporated community.
City of Solvang
Incorporation, Revenues, Attributes, Types of Service, and Resources
City Incorporation and Duties
Incorporation Date 1985
Charter Law, California Constitution Article XI,
Legal Authority
Section 5(a) Sections 34450
Mayor & Council Members A five‐member City Council, elected at‐large, governs.
Agency Duties Stormwater Management, Flood Control, Water Supply,
Conservation & Groundwater Management,
Sewer/Wastewater, Engineering, Planning, Land Use &
Economic Development, Building & Safety, Recreation &
Parks, Administration and Finance. The City of Solvang
contracts for Police services through the County and
receives Fire Protection through the Santa Barbara County
Fire Protection District.
POPULATION AND GROWTH
Population
The U.S. Census Bureau estimated the 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. 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 1033
CHAPTER THREE: GG. 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 GG‐1. Population Growth and Projections (2010–2040)
2010 2015 2020 2035* 2040*
Solvang 5,245 5,449 5,838 5,922 5,958
County 423,895 441,963 451,840 507,564 520,011
* Assumes trend‐based land use capacity within the City. SBCAG regional forecast model.
** DOF Table E4 projections.
Disadvantaged Unincorporated Communities
Senate Bill (SB) 244 of 2011 requires LAFCO to identify and consider disadvantaged
unincorporated communities (DUCs) when preparing MSRs and Sphere updates for Cities and
Special Districts that provide sewer, water, or structural fire protection services. A DUC is defined
by the Water Code as one in which the median annual household income (MHI) is 80 percent of
the statewide average. Incorporated communities also are defined as disadvantaged when the
MHI falls below 80 percent. In 2022, the statewide MHI was $80,440, 80 percent of that is
$64,352. The MHI for Solvang was $82,838 in 2022, which does not qualify the community as a
1034 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: GG. CITY OF SOLVANG
disadvantaged community. In addition, review of the St ate 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 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 nor are the areas contiguous to
the Sphere of Influence qualify as a disadvantaged community.
SERVICES
Overview
City of Solvang provides water, wastewater services, stormwater maintenance, and groundwater
management services within City boundaries. The City serves as a member of the Groundwater
Sustainability Agency for the Santa Ynez River Valley Groundwater Basin Eastern Management
Area. The City is staffed by 35 full‐time staff. The water and wastewater departments are staffed
with five (5) full‐time State‐certified water operators for water treatment, including a Water
Division Supervisor D4, T2, Lead D2, T2, Op I, D2, T2, and Op I, D2, T1. Six (6) operators for
wastewater, including a Wastewater Division Supervisor, Grade IV, Plant Operator Grade III,
two (2) Plant Operator Grade II, and Grade I Collection System Operator personnel. All other
services provided by the City are not the primary focus of this report and will be discussed in
greater detail under the appropriate future MSR Study.
LAFCO of Santa Barbara County 1035
CHAPTER THREE: GG. CITY OF SOLVANG
GROUNDWATER MANAGEMENT
Groundwater Sustainability Agency
Three Management Areas and three GSAs have been established in the Santa Ynez River Valley
Groundwater Basin (Basin): the Western Management Area, the Central Management Area, and
the Eastern Management Area. City of Solvang is located in the Eastern Management Area (EMA)
and is one of the agencies that formed the EMA GSA. Other members of the EMA GSA are the ID
#1, the Santa Ynez River Water Conservation District, and the Santa Barbara County Water
Agency. Each of the three GSAs will prepare its own GSP, and the three GSPs will be submitted
to DWR under a coordination agreement. Because the Basin is designated as medium priority,
the GSPs must be submitted to DWR by January 2022.
Groundwater Sustainability Plans
There are three Management Areas in the Santa Ynez River Groundwater Basin (Basin),
the Western Management Area (WMA), Central Management Area (CMA), and Eastern
Management Area (EMA). Each Management Area is governed by a Groundwater Sustainability
Agency (GSA) with input from a GSA Committee. The Santa Ynez River Water Conservation
District Improvement District No. 1 is part of the Eastern Management Area. These GSAs and
Committees are working together to develop Groundwater Sustainability Plans (GSPs) for the
Basin which will be managed under a coordination agreement per GSP regulations. Santa Ynez
River Water Conservation District has taken the lead for SGMA efforts in the Basin.
Data Management
SGMA Law requires a Data Management System (DMS), a tool to organize and maintain data as
part of GSP preparation and implementation. To achieve the goals identified by SGMA, the DMS
will be data compiled and inputted to the CASGEM templates providing up‐to‐date technical
information regarding basin conditions. Collecting and centralizing data is a step towards
meeting the goals of protecting water rights and ensuring local agencies continue to manage
groundwater while minimizing state intervention. DMS implementation goals include improving
data collection and storage, and assisting in the understanding and future reporting about
groundwater conditions in the EMA. The DMS contains information about the existing wells in
the basin including groundwater level data, well construction information, well logs, geophysical
data, pumping test data, water quality data, and pumping data. In addition, the DMS houses data
related to land subsidence, surface water flows, and total water use in the EMA. The EMA DMS
configuration is a database built in Oracle plus a web application designed in JAVA. The EMA
data viewer will be designed as a GIS web‐based interface. The DMS is a database plus an online
web viewer. Data stored in the DMS is separated by categories into tables. The tables contain
columns and rows of data. Each field holds a specific type of data, such as a number, text, or date.
1036 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: GG. CITY OF SOLVANG
WATER & WASTEWATER INFRASTRU CTURE AND PUBLIC
FACILITIES
Water Supply
The City of Solvang has four (4) water supply sources. These include State Water, Upland Wells,
River Wells and the Santa Ynez Water District (ID #1). The City's existing Permit No. 15878 to
appropriate water from the Santa Ynez River allows Solvang to divert up to five (5) cubic feet per
second and up to 3,600‐acre feet per year from the underflow of the River. SYRWCD (ID#1) sells
water to the City of Solvang upon demand. Water from ID#1 is delivered into the City distribution
system at two metered interconnect locations. Interconnect #1 is located in Zone 1 on Old Mill
Road. Interconnect #2 is located in Zone 2 at the City limit boundary and Alamo Pintado Road.
Each of these interconnects has a maximum delivery capacity of approximately 1,200 gpm. The
City’s State Water Project allocation is 1,500 AF with 0 AF drought buffer. Solvang has one turn‐
out from the Central Coast Water Authority pipeline that delivers water directly to the City’s
distribution system.
The City currently has seven wells as part of the water supply system (six active wells): two
shallow wells in the Santa Ynez River Underflow and four wells within the Upland water basin.
Treatment System
The City proposes to construct a water treatment plant at a site located in the City’s Alisal
Commons open space adjacent to an existing SWP Booster Pumping Station building. However,
currently all water is treated at the well location. Both Wells 3 and 7A are located on the banks of
the Santa Ynez River. These wells are both at risk of being under the influence of the Santa Ynez
River because the surface water migrates across the channel. If surface water is within 150 feet of
a well, the water from that well must be treated. The level of treatment increases to full surface
water requirements if the surface water is within 100 feet of the well. At present Solvang does not
have the ability to provide that level of treatment so a well must be shut down when the river
flows close to it. If flows at the Alisal Bridge drop below 1.5 cfs or if subsurface water flows drop
below 360.3 as measured at the Alisal Ranch Well 3 & 7A, the City will elect to cease production.
Well 3 is located just west of Alisal Road. It produces approximately 340 gpm. Water from this
well has the option to be treated on‐site with chloramines or chorine and discharged into 200 feet
of 36‐inch pipe. The large pipe serves as a chlorine contact chamber, to achieve the required
contact time before water is discharged to the distribution system.
Well, 7A is located approximately 500 feet east of Well 3. Well, 7A produces approximately 110
gpm. Chlorine contact time for this well is achieved in a 16‐in diameter pipe before it is discharged
into the distribution system.
LAFCO of Santa Barbara County 1037
CHAPTER THREE: GG. CITY OF SOLVANG
Well 4 is located downtown near the Solvang City Hall. Well 4 is capable of producing 195 gpm,
and the well water is disinfected with chloramines. Very little detention time is available for
disinfectant contact prior to delivery to customers.
Well 21 is located outside the City of Solvang limits atop a hill just east of Chalk Hill Road, on the
site of Reservoir 2. This well had a capacity of 115 gpm.
Well 22 is located in the Creekside subdivision on the east side of town and has the capacity of
330 gpm.
Well Hans Christian Anderson south well is located within the HCA Park. HCA south well
currently produces approx. 125 gpm.
The City maintains an easement for Well 5 (that was destroyed) but does not intend to
reconstruct this well or use this well site. All Water from the above wells has the option to be
treated on‐site with chloramines or chorine
Distribution
The City of Solvang’s distribution system consists of three water storage tanks, seven water wells
(six in production), three pump stations, chlorination and ammonia facilities, a hydro‐pneumatic
tank, and 41 miles of water lines ranging from 4‐inches to 20‐inches. The City currently has a total
of 1.25 million gallons of gross water storage.
Recycled Water
The development and use of recycled water is cost prohibitive at this time and anticipated to
continue to be so for many years to come. Therefore, the use of recycled water as a viable future
water supply source is not considered in this Water System Master Plan Update. In addition, the
sewage effluent is currently percolated into the underground so it remains in the Santa Ynez
Valley water system. Therefore, the investment in additional treatment and infrastructure to
utilize recycled water would not produce a net increase in local water supply.
Collection System
The Sanitation system is comprised of approximately 31 miles of sewer collection system pipelines
of varying sizes from 6‐inch to 18‐inches and ages predominately of clay pipe along with 0.56‐feet
of force mains, 645 manholes and other structures, such as clean outs and inspection holes, and
two (2) lift stations. The wastewater collection system has been modeled using recent sewer
network software. There are no substantially undersized lines or regular overflows being
experienced. The City’s sewers are aging identified by the years during which the associated
percentages of the sewer system were constructed.
1038 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: GG. CITY OF SOLVANG
Pipeline Age Distribution
Decade Constructed % of Total
1960 to 1979 50%
1980 to 1999 23%
2000 to present 27%
Treatment System
The City operates a Sequencing Batch Reactor (SBR) type Wastewater Treatment Plant
(WWTP) with a design capacity of 1.5 million gallons per day (MGD) serving the City, Santa
Ynez Community Services District (SYCSD), and Santa Ynez Band of Mission Indians. The
WWTP was originally constructed in 1997 and located on 9.16 acres of City‐owned land. The
SYCSD owns 0.30 MGD capacity in the Solvang WWTP. The system serves approximately 2,051
connections and collects, treats and disposes of 423,000 gallons of wastewater per day. The
overall capacity of the City’s existing wastewater treatment facility is 1.5 million gallons per day
(gpd). All of the water is treated to secondary treatment levels and discharged to percolation
basins located adjacent to the Plant. The City’s updated 2025 General Plan Land Use Element
considers additional buildout potential of the existing city limits. The Program EIR estimated that
90% of water demand could become wastewater. New development planned in the Land Use
Element Update would increase wastewater generation by about 0.47 mgd. The total wastewater
flow at buildout would be about 0.87 mgd.
The wastewater treatment plant would require additional future improvements to meet tertiary
treatment permitting standards from the Regional Water Quality Control Board (RWQCB). Such
improvements could potentially necessitate the acquisition of land for future treatment facilities
adjacent to the existing facilities.
The Santa Ynez Community Services District’s wastewater collection system discharges into the
Fjord Lift Station just prior to discharging into the wastewater treatment plant. The City has a
1998 and fourth written agreement amendment dated 2009 with the District regarding the joint
use of certain wastewater facilities.
Disposal
The WWTP discharges treated wastewater to percolation ponds located adjacent to the plant.
LAFCO of Santa Barbara County 1039
CHAPTER THREE: GG. CITY OF SOLVANG
Stormwater
The conducting of storm water runoff monitoring is provided by a partnership made up between
the County and its partners agencies of Carpinteria, Goleta, Solvang, and Buellton. Solvang has
approximately 475 storm lines or conduits. The City prepared a Stormwater System Master Plan
(SSMP) in 2019. Pursuant to the SSMP, a total of 526 storm points were evaluated. Storm points
(or nodes) are the storm drain infrastructure, such as inlets, manholes, headwalls and cleanouts,
situated between conduits, which connect the conduits to the surface, other conduits, or outfalls.
Based on the analysis in the SSMP, the total impervious area within the City’s drainage area was
identified as 29%. The City’s Municipal Separate Storm Sewer System consists of curbs and
gutters, a network of open and closed storm water drains and portions of Alamo Pintado creek
that runs north connecting Santa Ynez River. Alisal Creek is also a tributary to the Solvang Reach
south of the City limits. Prominent regions of historic and potential flooding are located in the
northeast of the City near Mission Drive and Copenhagen Drive, as well as Alamo Pintado Road
and Viborg Road, and along South Alisal Road.
There are four storm drain basins currently being implemented in the City consisting of Skytt
Mesa Detention Basin, Alisal Oaks Apts Retardation Basin, Mission Oaks Retardation Basin, and
Solvang Senior Apts Bioretention.
City of Solvang
Incorporation, Revenues, Attributes, Types of Service, and Resources
Attributes
City Limits (est. square miles) 2.42
Population (2020 estimated) 5,838
Assessed Valuation (FY 21‐22: Includes City only) $1,542,781,005
Number of Treatment Plants 1
Regular Financial Audits Every Year
Average Annual Revenue Per Capita (FY 20‐21) $3,096
Average Portion of County 1% Property Tax Received 6¢/$1
Ending General Fund Balance (June 2021) $11,663,928
Change in General Fund Balance (from June 2016 to June 2021) 17.9%
Total Fund Balance/Annual Revenue Total (FY 20‐21) 64.5%
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.
1040 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: GG. CITY OF SOLVANG
Types of Services
Collection X
Treatment X
Disposal X
Recycled ‐
Other X
City of Solvang
Formation, Revenues, Attributes, Types of Service, and Resources
Treatment Plant, Booster, & Lift Stations
Address Acquired/Built Condition Size
101 South Alisal Road, Treatment 1997 Fair 9.16 acres
Plant 1.5 MGD
Fjord Lift Station, 1411 Fjord Drive 2016 Good 2,700 gpm
Alisal Ranch Lift Station, 102 South 2011 Good 300 gpm
Alisal Road
Connections
Water Wastewater % of Total
Single‐Family 1,460 1,460 68.5%
Multi‐Family 361 361 16.9%
Commercial 209 209 9.8%
Industrial 21 21 1.0%
Agricultural 80 n/a 3.8%
LAFCO of Santa Barbara County 1041
CHAPTER THREE: GG. CITY OF SOLVANG
Total Staffing
Personnel Per 1,000
population
Full time Operators 11 1.8
Emergency Operators 11 1.8
Administrative Personnel 1 0.1
Other City Staff 23 3.9
Solvang has a total of 11 permanent employees providing water (5) and
wastewater (6) services and contract with MNS Engineering for
stormwater maintenance managed under the Public Works Director.
Staffing Experience/Tenure (average)
Years in Industry Year w/ City
Utilities Manager (1) 25 1
Water Supervisor (1) 21 21
Water Operator Lead (1) 10 10
Water Operator I (2) 2 2
Wastewater Supervisor (1) 19 19
Wastewater Operator IV (2) 20 20+
Wastewater Operator III (1) 15 15+
Wastewater Operator II (1) 1 1
Wastewater Operator I (1) 1 1
Administrative Personnel (1) n/a n/a
Other City Staff n/a n/a
Water & Wastewater Capacity
Solvang’s groundwater can divert
City of Solvang has a permit for water delivery capacity from 3,600 afy. Its maximum daily
Santa Ynez River to divert 5 cubic feet per second, or 3.22 mgd capacity to convey wastewater to
the Treatment Facility for
and up to 3,600 afy. The City's interconnection with ID#1 has a treatment and disposal is 1.3 million
gallons.
maximum capacity of 1,200 gpm. Maximum allocation from the
SWP is 1,500 afy (with no drought buffer). The City operates a 1.5 mgd capacity wastewater
treatment plant. City portion equals 1.2 mgd, while SYCSD owns 0.3 mgd.
1042 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: GG. CITY OF SOLVANG
System Demands
The estimated average annual water
City of Solvang service area’s average annual water demand is
demand is 1.1 mgd and wastewater
1,300 afy. Annual wastewater collection demand generated flows generated during the report
period among Solvang users in the
approximately ~0.423 MGD. It also translates over the report
service area has been 0.423 million
period to an estimated 0.7 HCF units per day for each resident, or gallons per day.
236 gpcd of water; it also translates to 653 gallons for every
service connection.
Service Performance
LAFCO estimates Solvang is
City of Solvang service area’s average annual water demand
presently operating at 36% capacity
generated during the report period for subsequent treatment and in water service and 32.5% capacity
in wastewater service within its
distribution has been approximately 1,300 afy. Of this amount, it
ownership rights. (This estimate
is estimated by LAFCO this represents 36% of permitted includes service agreements outside
of its service boundary.
supplies. Average annual wastewater collection demand
generated for subsequent treatment and disposal at the Treatment Plant Facility has been
approximately 0.423 million gallons a day. Of this amount, it is estimated by LAFCO this
represents 32.5% of permitted capacity. The City generally has adequate capacity for anticipated
future needs.
City of Solvang
Formation, Revenues, Attributes, Types of Service, and Resources
Total Inspected, Cleaned, Repaired, Added -Solvang
45
40
35
30
25
20
15
10
5
0
CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Water Sewer
Source: City Data.
Note: Information is for the entire District. Also, this table tabulates miles of lines cleaned, replaced, added,
and videoed. Additional upgrades preformed regarding lift stations and treatment plant.
LAFCO of Santa Barbara County 1043
teeF
latoT
CHAPTER THREE: GG. CITY OF SOLVANG
Upgrades or Repairs Completed -Solvang
FY -2020-2021
30
20%
25
20
15%
15
50%
10 43% 43%
5
0% 0%
0
Inspected Cleaned Replaced Added Video Booster Treatment
Stations Plant
Upgrades/Repairs
Source: Solvang Data.
Note: Information is for the entire District.
The City of Solvang provides water, wastewater, and
Solvang Snapshot: FY2022
stormwater services to its constituents directly and
Planning Reports Year Updated
plans for them in various planning documents,
General Plan 2021
including the Water Master Plan adopted in 2021, Draft
Water Master Plan 2021
Sewer System Master Plan underway, Capital Sewer System Master Plan Draft 2022
Stormwater System Plan 2019
Improvement Plan, Utility Rate Study in 2021, and
Capital Improvement Plan annually
participation in County‐wide Integrated Stormwater
Rate Study 2021
Management Plan updated in 2019. The City’s General Climate Plan N/A
Integrated Stormwater 2019
Plan, which was last updated in 2021, contains a Land
Plan
Use, Public Facility, and Safety Elements.
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.
1044 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: GG. CITY OF SOLVANG
City Revenues
2019-2020 2020-2021
Amount % of Total Amount % of Total
Property tax $1,480,839 8.8% $1,542,764 8.5%
Sales & use tax $1,347,670 8.1% $1,606,443 8.9%
TOT tax $3,440,275 20.5% $4,078,826 22.6%
Other taxes $273,226 1.6% $287,548 1.6%
Charges for services $7,343,355 43.8% $7,672,224 42.4%
Grants & contributions $2,188,463 13.1% $2,819,065 15.6%
Interest $575,654 3.4% $21,726 0.1%
Miscellaneous $118,250 0.7% $45,425 0.3%
Revenue total $16,767,732 100.0% $18,074,021 100.0%
Fiscal Indicators
Select fiscal indicators are shown graphically below. Over the past three fiscal years, the City’s
expenditures have increased in comparison to its revenues. The increase in expenditures was
primarily due to undetermined reasons. The City’s reserve balances have sufficient funds to absorb
relatively small revenue imbalances. The line graph below shows the current financial trend in
millions. These indicators provide a measurement of the agency’s financial condition over time.
Fiscal Trends-City of Solvang
20
15
10
5
0
2018-19 2019-20 2020-21
Revenue Expenditure Reserve
LAFCO of Santa Barbara County 1045
snoilliM
ni
tnuomA
CHAPTER THREE: GG. CITY OF SOLVANG
CITY OF SOLVANG
Charges for Services This indicator addresses the extent to which charges for
service covered expenses. Charges for Services is the primary
8 funding source for Sanitary Districts. Represented below a
ratio of one or higher indicates that the service is self‐
7.8
supporting.
7.6
7.4
7.2
7
6.8
2016-17 2017-18 2018-19 2019-20 2020-21
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
2016 $ 16,584,584 $ 14,182,146 1.1
2017 $ 17,818,624 $ 15,469,776 1.1
0.5 2018 $ 17,315,205 $ 15,223,676 1.1
2019 $ 16,767,732 $ 17,626,275 0.9
0 2020 $ 18,562,782 $ 18,893,036 0.9
2021 $ 18,074,021 $ 17,116,531 1.0
2016 2017 2018 2019 2020 2021
Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Pension 2018 2019 2020 2021 Trend
Funded ratio (plan assets as a % of plan liabilities) 78% 74% 73% 75%
Net liability, pension (plan liabilities ‐ plan assets) $ 4,006,588 $ 3,937,533 $ 4,310,393 $ 4,695,870
Other Post‐Employment Benefits (OPEB)
Funded ratio (plan assets as a % of plan liabilities) 26%
2021 year of OPEB reporting
Net liability, OPEB (plan liabilities ‐ plan assets) $ 2,341,197
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.
1046 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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35 0.3
30 0.25
25
0.2
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0.15
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5 0.05
0 0
2016 2017 2018 2019 2020 2021
2016 2017 2018 2019 2020 2021
Agency Assets (other than capital) $22,528,507 $23,033,674 $30,808,050 $30,438,561 $29,192,643 $31,164,418
Net Liabilities (pension & OPEB) $4,897,253 $5,978,173 $6,572,772 $6,598,751 $7,040873 $7,037,067
CHAPTER THREE: GG. CITY OF SOLVANG
Pension Obligations and Payments
The City maintains sufficient liquidity to ensure its ability to meet short‐term obligations, while
also providing for long‐term needs of the City. As of June 30, 2021, the City reported a net pension
liability for its proportionate share of the net pension liability of $4,695,870.
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, 2021.
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, 2021, the following employees were
covered by the benefit terms:
‐ Retired employees – 25
‐ Active employees – 22
Enterprise Funding
The District budget includes water and wastewater services for Enterprise Funds #500 & #501.
In FY 2019/2020, the City’s actual budget expense was $7,404,676 and increased that to
$7,502,789 for FY 2020/2021. The following chart shows a six‐year trend. The graph below shows
the current financial trend in millions. This indicator provides a measurement of the agency’s
expenditure over time.
LAFCO of Santa Barbara County 1047
CHAPTER THREE: GG. CITY OF SOLVANG
Water & Wastewater‐Expenditure
6 44
43%
5
43
Water
42% 42
4
41
3 40%
40% 40
Sewer
2 39%
39% 39
1
38
0 37
2016 2017 2018 2019 2020 2021
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
actual expenses for FY 2019/2020 of $101,679 and increased that to $120,450 in FY 2020/2021.
Capital Improvements
The City has a capital improvement plan (CIP), which is updated regularly and identifies and
prioritizes system improvements and costs. The 10‐year CIP Summary includes over $3.8 million
of maintenance, upgrades, and studies for FY 21‐22, and $4.7 million in FY 22‐23 which includes
nine (9) high priority capital projects. A notable large project includes waterline replacement
program ($520,000), sewer line replacement program ($650,000), and River well project
($100,000). Other major improvements identified include WWTP Phase 2 & 3 ($720,000), and
WWTP tractor ($80,000). Santa Ynez Valley Transit Lots 4 & 5 EV Charging project ($280,000).
Mission Drive East End Bikeway/Shoulder Widening Project ($50,000). Alisal Bridge Pier Repair
Project ($80,000). Slurry Seal ($500,000). Priority Studies include ADA Paratransit Plan
($10,000) and Title VI Plan ($15,000).
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
1048 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
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CHAPTER THREE: GG. CITY OF SOLVANG
pledged its water sale revenue from Solvang for repayment of i ts long‐term debt. Solvang has an
ongoing commitment to buy water from ID No 1, but the bonded debt is that of ID No. 1 and not
the City of Solvang. The agreement requires annual payments until 2035.
Under insurance arrangements, the City is self‐insured for the first $50,000 for each workers’
compensation claim, $20,000 for each general liability claim, and $5,000 per property damage
claim. The statement of net position also shows no liability for 2020 for estimated claim
obligations and has no current obligation for 2020.
Opportunities for Shared Facilities
The City shares with the Santa Ynez Community Services District treatment and dispose of
sewage effluent and the police station with County Sheriff. Otherwise, the City does not currently
share facilities or services with other agencies, nor have any opportunities to do so, have been
identified by staff or in the preparation of this report. Although over the years it was
recommended the City consideration of shared wastewater facilities and service with nearby
communities including Ballard and Los Olivos. It is unlikely that such a proposal would be feasible
in the near future.
Rate Structure
Water and Sewer rates for the City were last updated and adopted by the City Council in January
2016. The rates are based on a 2022 Utility Rate Study prepared by HDR Engineering and undergo
periodic review and adjustment, per City policy.
Water Fees (Effective July 1, 2022)
A. Connection Fees (represents share of capital costs)
Water – ranges from $8,740 per ¾” meter to $436,978 per 6” meter. Wastewater – ranges from
$4,673 per ¾” meter to $233,661 per 6” meter.
B. User Fee per Month
Base Rates*
LAFCO of Santa Barbara County 1049
CHAPTER THREE: GG. CITY OF SOLVANG
Meter Size Monthly Service Charges
5/8'' $ 75.08
3/4'' $ 112.62
1" $ 187.70
1 1/2" $ 375.42
2" $ 600.67
3" $ 1,201.34
4" $ 1877.09
6" $ 3,754.18
8" $ 6,006.69
Residential Consumption Charge
(0‐15 CCF) $4.08
(15‐35 CCF) $4.62
(35 + CCF) $5.35
Multi‐Family
$4.13
Non‐Residential
$4.14
Irrigation
$4.45
Wastewater Rates
Customer Class Monthly Charge
Residential Accounts
Single‐Family Dwelling $49.88
Multiple Dwelling $47.90
Commercial Accounts
Domestic Strength (per 100 cu. ft.) $4.06 + 39.43
High Strength (per 100 cu. ft.) $7.89 + 42.14
Figures GG‐3 and GG‐4 show a rate comparison for four North County Communities. The
following charts show the comparison of three Cities and one CSD. Overall, City of Solvang water
and sewer rates for residential customers are slightly higher than other communities in the North
County area. The charts are based upon a sample billing using “10 units” as a basis.
1050 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: GG. CITY OF SOLVANG
$140
115.88
$120 95.07
$100
$80 65.31
$60
34.17
$40
$20
$0
City of Solvang City of Buellton City of SM Los Alamos
LAFCO of Santa Barbara County 1051
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Bill Comparision -Monthly Residential Water -10 Units
1 unit = 100 Cubic Feet of Water
North County Communities
$80 70.08
$70
$60 49.88
$50
30.45
$40
27.01
$30
$20
$10
$0
City of Solvang City of Buellton City of SM Los Alamos
sralloD
Bill Comparision -Monthly Residential Sewer -10 units
1 unit = 100 Cubic Feet of Water
North County Communities
165.76
$180
$160 122.08
$140
95.76 104.25
$120
$100
$80
$60
$40
$20
$0
City of Solvang City of Buellton City of SM Los Alamos
sralloD
Total Comparision -Monthly Residential Water & Sewer -10 units
1 unit = 100 Cubic Feet of Water
North County Communities
CHAPTER THREE: GG. CITY OF SOLVANG
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. In 2019, the City voted in favor of election system by districts. The
City’s declared its intention to transition from at‐large elections to district‐based elections
pursuant to California Elections Code Section 10010 starting in 2022 election. Districts 3 & 4 will
hold elections in 2022 and District 1 & 2 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 employs approximately 35 full‐time employees and one (1) part time
employee that manage the following professional and technical municipal services: Stormwater
Management, Water Supply, Conservation & Groundwater Management, Wastewater,
Engineering, Planning, Land Use & Economic Development, Building & Safety, Recreation &
Parks, Administration and Finance. The City of Solvang contracts for Police services through the
County Sheriff’s office. Fire Protection is by County Fire (Station 30).
City of Solvang holds meetings every 2nd and 4th Monday of each month at 6:30 pm in the Council
Chambers, 1644 Oak Street, Solvang. A current listing of City Council along with respective
backgrounds follows.
City of Solvang |
Current Governing Council Roster
Member Position Background Years on Council
Mark Infanti Mayor Educator 2
Claudia Orona Council Member Educator 9
David Brown Council Member District 3 Mortgage Lender 2 mo
Elizabeth Orona Mayor Pro Tem District 4 Technology Sales 2 mo
Vacant Council Member TBD 0
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
1052 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: GG. CITY OF SOLVANG
recommended by the California Special Districts Associatio n 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 7/25/22 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?
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.
LAFCO of Santa Barbara County 1053
CHAPTER THREE: GG. CITY OF SOLVANG
Survey Results
The table below includes a list of questions asked of area residents to assess if satisfactory water,
wastewater, and stormwater 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 ‐ ‐ 1
water, wastewater, or stormwater services?
2. Overall, are adequate staffing and equipment 1 ‐ ‐
provided with the level of water, wastewater,
or stormwater 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 the agency staff that answered the survey questions. The
staff rated the agency with 3 satisfactory, 0 unsatisfactory and 2 undecideds. No additional
comments were provided.
1054 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER THREE: AGENCY PROFILES
[This page left blank intentionally.]
LAFCO of Santa Barbara County 1055
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, American Community Survey, and/or SBCAG Regional Forecast Model,
or Department of Finance Table E4 estimate. Voter data was provided by the Count Election
Office and parcel valuation and counts were derived from the County Assessors GIS parcel data.
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. Water, Wastewater, and Stormwater Service Providers
In Santa Barbara County, water, wastewater, and stormwater services are provided by a network
of local agencies and private mutual’s and water companies. Following is a summary of the major
components of this network:
CITIES
Except for the Cities of Carpinteria and Goleta, all Santa Barbara County Cities provide water
and wastewater services to their residents. The Cities of Buellton, Guadalupe, Lompoc, Santa
Barbara, Santa Maria, and Solvang provide these services through their own municipal utilities
and public works departments. The County of Santa Barbara Water Agency and Flood Control
and Water Conservation District provide services Countywide. All water and wastewater
agencies have mutual aid agreements, part of the California Water/Wastewater Agency Response
Network (CalWARN) to provide personnel, equipment, and facility assistance in an emergency.
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.
1056 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
APPENDIX
SPECIAL DISTRICTS
Nineteen Special Districts provide water and wastewater services within the County: six
sanitary/sanitation districts, four water district, one municipal improvement district, seven
community services districts, in addition two California water district for basin management, two
water conservation districts, one county service area, and two countywide dependent districts
provide services. These districts are the subject of this report. Their boundaries are shown on Map
ES-1 (page 2).
MUTUAL AND PRIVATE WATER PROVIDERS
The California Assembly Bill 54 becoming effective January 1, 2012 that requires all mutual water
companies confirm whether this water company obtains water from its own wells or purchases
water from other sources, the number of connections or users served by the Company, a map of
the service area boundaries, and all reasonably available non-confidential information relating to
the operation of the public water system. This information is typically submitted to the State
Department of Public Health. Its intent was to increase information and transparency
requirements for mutual water companies. Mutuals have been used throughout the history of
California, and well over 500 exist in the state today. Private Water Companies are regulated by
the Public Utilities Commission.
Mutual water companies are private corporations which operate a water system for the
shareholders’ common benefit. Shares in a mutual water company are appurtenant to land
ownership and are only transferable with the land. The state law addressing organization and
governance of mutuals is contained in the Corporations Code. The state law addressing the public
health related operations of mutuals is found in the Health and Safety Code. Drinking water
standards are enforced by the County Environmental Health Division and the State Drinking
Water Division. Boundary changes and information of mutuals are administered by the State
Department of Corporations. This report expanded the list to also include all known public water
system providers in an effort to assist County Environmental Health and provide a clearer picture
of all water providers in the County. The following public water system providers operate within
Samta Barbara County:
WATER PROVIDERS CIRCLE BAR B GUEST RANCH MIDLAND SCHOOL
CACHUMA VILLAGE LAS POSITAS MUTUAL WATER SANTA YNEZ RANCHO ESTATES
CUYAMA MUTUAL WATER COMPANY FREMONT/SANTA YNEZ
COMPANY COLD SPRING TAVERN IMPROVEMENT ASSOC.
RANCHO MARCELINO WATER PAINTED CAVE LOS PRIETOS BOY'S CAMP
RANCHO OSO ROSARIO PARK LOS PRIETOS IMPROVEMENT
PARADISE CANYON SAN MARCOS MUTUAL WATER ASSOCIATION
IMPROVEMENT ASSOCIATION COMPANY LINGATE MUTUAL WATER
FOSTER ROAD MUTUAL WATER MEADOWLARK RANCHES COMPANY
COMPANY MUTUAL WATER COMPANY MORETON BAY PROFESSIONAL
SISQUOC SKYLINE PARK PLAZA
LAFCO of Santa Barbara County 1057
APPENDIX
RANCHO LA SCHERPA COMPANY SHOESTRING WINERY
SAN MARCOS CHRISTIAN CAMP ROLLING HILLS MUTUAL WC BETTER COOLING PRODUCE
KINECTA FCU IMERYS FILTRATION MINERALS, TRES HERMANAS WINERY
SANTA ANITA MUTUAL WATER INC WHITE LOTUS
COMPANY SAGEBRUSH ANNIE'S RIVERBENCH WINERY
LINCOLNWOOD MUTUAL RESTAURANT DIERBERG/STAR LANE VINEYARD
WATER COMPANY MESA HILLS MUTUAL WATER FOXEN VINEYARD INC.
PACIFIC OFFSHORE PIPELINE COMPANY VOLK VINEYARDS
COMPANY RANCHO MARIA GOLF COURSE LIVE OAK CAMPGROUND
ELLWOOD MUTUAL WATER FIRESTONE VINEYARD PACIFIC COAST ENERGY
COMPANY RAY WATER COMPANY COMPANY
VIEJA MUTUAL WATER VENTUCOPA WINDSET FARMS GREENHOUSES
COMPANY VALLEY PACIFIC PETROLEUM CHISAN ORCHIDS NURSERY
EL CAPITAN MUTUAL WATER SERVICES FLAG IS UP FARMS
COMPANY BETTERAVIA GAS & MART FESS PARKER WINERY
SAN AUGUSTINE MUTUAL CUYAMA ELEMENTARY SCHOOL VINCENT VINEYARDS
WATER COMPANY OAK TRAIL ESTATES MARTIAN RANCH & VINEYARD
SOUTH COAST INN ZACA MESA WINERY AAA KINDNESS CARE HOME
MAJESTIC TOWNSGATE WATER CHALK HILL ESTATES HOA BRICK BARN ESTATE WINERY
SYSTEM MOSBY WINERY PETROS WINERY
NAPLES BOBCAT SPRINGS MUTUAL PEAKE RANCH
GAVIOTA OIL HEATING FACILITY WATER COMPANY FOLDED HILLS WINERY
ALEGRIA DOMESTIC MUTUAL SCOTT EHRLICH WATER SYSTEM MAIN STREET PRODUCE
WATER COMPANY SHEPHERD OF THE VALLEY THE HILT ESTATE
MONTECITO SEA MEADOWS HIGH STAR FARMS RESOURCE CENTER
PACIFICA SUITES LA PURISIMA GOLF COURSE PENCE VINEYARDS
EXXON LAS FLORES CANYON FLOOD RANCH/RANCHO BRANDER VINEYARD
VISTA DE LAS CRUCES SISQUOC SAN VICENTE WATER COMPANY
EAST VALLEY FARMS MUTUAL HEALTH SANITATION SERVICES GOLDEN STATE WATER
WATER COMPANY RECYCLING CTR COMPANY - ORCUTT
OAK TRAIL RANCH LAKE CACHUMA COUNTY PARK GOLDEN STATE WATER
WALKING M RANCHES SAN LORENZO SEMINARY COMPANY - TANGLEWOOD
WOODSTOCK RANCH LOS PRIETOS COMPLEX GOLDEN STATE WATER
JONATA HOMEOWNERS’ THE BRIDGEHOUSE COMPANY - LAKE MARIE
ASSOCIATION EL RANCHO TAJIGUAS LA CUMBRE MUTUAL WATER
CIRCLE V RANCH CAMP SANTA BARBARA PISTACHIO CO
SANTA RITA WATER COMPANY CACHUMA PROJECT
NOJOQUI FALLS COUNTY PARK RUSACK VINEYARDS CENTRAL COAST WATER
RANCHO ALEGRE CAMBRIA WINERY AUTHORITY
SANTA YNEZ ROBLAR MOBILE ANDREW MURRAY VINEYARD REFUGIO STATE BEACH
HOME PARK MELVILLE WINERY EL CAPITAN BEACH STATE PARK
ZACA LAKE RETREAT LAFOND WINERY LAS CRUCES STATE PARK
SURE FRESH PRODUCE KOEHLER WINERY AMERICAN WATER O&M, LLC -
BONITA SCHOOL SANFORD WINERY VAFB
RANCHO YNECITA COTTON WOOD WINERY CAL TRANS - GAVIOTA RSR
SAINT MARIE MOBILE HOME BABCOCK WINERY CATE SCHOOL RW
PARK FOLEY ESTATES WINERY CHUMASH CASINO RESORT - RW
JALAMA BEACH PARK TEIXEIRA FARMS - FRONTIER
VISTA HILLS MUTUAL WATER COOLING
LAFCO has posted a local directory regarding mutual water providers under AB 54 requirements
on LAFCO’s website.
1058 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
APPENDIX
C. Description and Sources of Data
In most sections of this report, the source of data is explicit. Below are explanations of some of
the sources.
ANNUAL UPGRADES, REPAIRS, & CAPACITY
Information on the miles of water and sewer pipelines maintained for service was obtained from
data provided by the agencies themselves, including the number of miles of lines cleaned, replaced,
added, and videoed. This data was broken down into calendar years or fiscal year based on how
the agency records. Capacity is based on most recent annual demand divided by the either the
total water supply or permitted treatment plant limit.
The water and sanitary agency providers including city departments respond to all emergency
needs and make all necessary repairs or upgrades greater than what is listed in the data. This is
because not all available data is tracked, or easily collected for the years requested. In addition,
fire hydrants and values are annually inspection and exercised.
WATER SUPPLY & DROUGHT DECLARATION
Water supplies are diverse amongst the 33 agencies. In many cases a single supply may be the
only source available. This is the case for City of Lompoc, Vandenberg Village CSD, Mission Hills
CSD, Casmalia CSD, Cuyama CSD, Cuyama Basin Water District, Los Alamos CSD, and San
Antonio Basin Water District where groundwater is the sole source. The communities of Santa
Maria, Guadalupe, and Buellton include groundwater supplemented by the State Water Project.
For other agencies a broader portfolio makes up their water supply. This is the case for City of
Santa Barbara (9 sources), Montecito Water District (6 sources), Goleta Water District *4
sources), City of Solvang (4 sources), Santa Ynez River Water Conservation District ID#1 (4
sources), and Carpinteria Valley Water District (3 sources).
State Water Project Reliability. The State of California Department of Water Resources
(DWR) prepares a State Water Project Delivery Reliability Report. The annual report estimates
the amounts of water deliveries for current conditions and projected conditions twenty years in
the future. The report describes how the Department of Water Resources calculates delivery
reliability for the SWP, key planning activities that may affect future SWP delivery reliability
including climate change, sea level rise, vulnerability of Delta levees to failure, operation
restrictions in response to decreasing populations of endangered fish species. The amount of SWP
water supply delivered to the state water contractors in a given year depends on the demand for
the supply, amount of rainfall, snowpack, runoff, water in storage, pumping capacity from the
Delta, and legal constraints on SWP operation. For long term planning, it is assumed that SWP
LAFCO of Santa Barbara County 1059
APPENDIX
contractors will receive 56 percent of the maximum allocation in a given year. Although, the
California Department of Water Resources has not yet increased the State Water Project (SWP)
Allocation from historically low of 5%.
Frequently the State of California and locally Santa Barbara County faces drought conditions and
in recent years a prolong drought. Most of the agencies have adopted drought declaration
programs/stages and or updated their Water Shortage Contingency Plans if such a determination
is made by the Boards/Councils. During drought years agencies usually institutes mandatory
conservation measures that are aimed at reducing and restricting water waste. In addition, most
agencies adopted a Water Efficient Landscape Ordinance.
The State Water Board released in 2022 emergency water conservation regulation in response to
Governor Executive Order. The proposed regulation would require suppliers to implement
conservation actions under Level 2 of their Water Shortage Contingency Plans, appropriate for
water shortages of up to 20 percent. “Level 2” actions often include things such as:
• Increasing communication about the importance of water conservation
• Limiting outdoor irrigation to certain days or hours
• Increasing patrolling to identify water waste
• Enforcing water use prohibitions
The regulation would also ban irrigation of lawns not used for recreation or other community
purposes.
The City of Guadalupe, Los Almos CSD, Mission Hills CSD, and Vandenberg Village CSD agencies
have declared a Stage I, the City of Buellton, City of Lompoc, City of Santa Barbara, City of Santa
Maria, City of Solvang, Cuyama CSD, and Montecito Water District agencies have declared a
Stage II, the Carpinteria Valley Water District declared a Stage III water shortage. Stage III
represents Severe Water Shortage Conditions. As a result of the above average rainfall in January
2023, many of the agencies no longer have a projected water shortage and are not currently facing
drought conditions. The City of Santa Barbara plans to go back to their council in the May 2023
timeframe to rescind their Stage Two Water Shortage Alert.
1060 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
APPENDIX
TAXATION
The taxation information within this Review and Update were provided by the Office of the Santa
Barbara County Auditor-Controller. The Auditor’s Office provided assessed valuation data for
each agency and the property tax increment factors used for each agency. LAFCO calculated the
average portion of the County 1% property tax received by calculating a weighted average of the
factors provided by the Auditor’s Office.
WASTEWATER TREATMENT METHODS
A large array of treatment methods are used in Santa Barbara County. Each plant uses a method
that best fits their size and budget. Systems range from traditional chlorine treatment to UV
treatment with biological nitrogen removal, from package plants to septic tanks that discharge
into a leach field. Another method that may be of interest is a bio-wastewater treatment plant or
constructed wetland or wastewater gardens. In other part of the Country, methods called the
Living Machine©, is showcased by the El Monte Sagrado Resort in Taos, New Mexico. The resort
utilizes treated wastewater as water features, hydroponic plants, and engineered wetlands. The
above case studies may provide ideas to create greater sustainability to the systems in Santa
Barbara County.
Studying and comparing the different systems currently in use with the new technology and
approaches to wastewater treatment can determine the best systems for this area. Some systems
may be beneficial due to their ease of adapting to changing regulations, by providing a positive
impact, and by reducing negative impacts on the environment.
D. Relationship to Prior and Future Municipal Service Reviews
This report updates previous fire protection and emergency medical service reviews. The reviews
were included in the following documents:
Mission Hills CSD MSR (February 2005).
SMVWCD MSR (February 2005).
Vandenberg Village CSD MSR (February 2005 & April 2012).
Carpinteria Sanitary District MSR (November 2005).
Carpinteria Valley Water District MSR (November 2005).
Montecito Sanitary District MSR (November 2005).
Montecito Water District MSR (November 2005).
Summerland Sanitary District MSR (November 2005).
City of Carpinteria MSR (November 2005).
City of Goleta 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.
Goleta Sanitary District MSR (September 2005 & June 2016).
LAFCO of Santa Barbara County 1061
APPENDIX
Goleta Water District MSR (September 2005).
Goleta West Sanitary District MSR (September 2005).
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 and City of
Santa Barbara.
Lompoc Area MSR (February 2005):
Santa Barbara County Fire Protection District and County Service Area 32, and City of
Lompoc.
EMID MSR (September 2005).
City of Santa Maria MSR (February 2006).
Santa Maria Valley MSR (February 2006):
Laguna County Sanitation, and Santa Maria Valley Water Conservation, and City of
Guadalupe, and City of Santa Maria.
Laguna County Sanitation District MSR (February 2006 & April 2012).
City of Buellton MSR (April 2006).
City of Solvang MSR (April 2006).
Casmalia CSD MSR (April 2006).
Cuyama CSD MSR (April 2006).
Los Alamos CSD MSR (April 2006).
Santa Ynez CSD MSR (April 2006 & April 2012).
Santa Ynez Valley MSR (April 2006):
Santa Ynez CSD, SYRWCD, SYRWCD ID #1, City of Buellton and City of Solvang.
Santa Ynez River Water Conservation District Improvement District #1 MSR (April
2012).
Public Safety MSR (December 2021):
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 Water, Wastewater, and Stormwater Services provided
by the Goleta West Sanitary District, Embarcadero Municipal Improvement District, Cuyama
Community Services District, Los Alamos Community Services District, Mission Hills
Community Services District, Santa Ynez Community Services District, 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 transportation, parking, street
sweeping & beautification, lighting, transit and airport services, then followed by parks and
recreation and open space, library and facility rental services. Additional service reviews will cover
all other services: healthcare, vector control, municipal improvement and embarcadero, cemetery
and other services. Spheres of Influence will be updated for single purpose agencies that are
reviewed in those MSR’s. For each multi-service agency and Cities, the Sphere of Influence will
be updated at the completion of all service reviews.
1062 ADOPTED 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
LAFCO 23-12
RESOLUTION OF THE SANTA BARBARA LOCAL AGENCY FORMATION
COMMISSION MAKING DETERMINATIONS AND APPROVING THE 2022
COUNTYWIDE MLTNICIPAL SERVICE REVIEW AND SPHERES OF INFLUENCE
FOR WATER, WASTEWATER, RECYCLED WATER AND STORMWATER
SERVICES ACENCIES
WHEREAS, pursuant to Govemment 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 2022 County"lvide Water, Wastewater, Recycled Water and
Stormwater Services and Sphere oflnfluence Review for 33 agencies: Carpinteria Sanitary
District, Goleta Sanitary District, Goleta West Sanitary District, Laguna County Sanitation
District, Montecito Sanitary District, Summerland Sanitary District, Embarcadero Municipal
Improvement District @MID, Carpinteria Valley Water District, Cuyama Basin Water District,
Goleta Water District, Montecito Water District, San Antonio Basin Water District, Santa Maria
Valley Water Conservation District, Santa Ynez River Water Conservation District, Santa Ynez
fuver Water Conservation District lmprovement District No. l, Santa Barbara County Water
Agency, Santa Barbara County Flood Control & Water Conservation, County Service Area 12
(Mission Canyon Sewer District), Casmalia Community Services District, Cuyama Community
Services District, Los Alamos Community Services District, Los Olivos Community Services
District, Mission Hills Community Services District, Santa Ynez Community Services District,
Vandenberg Village Community Services District, City of Buellton, City of Carpinteria, City of
Goleta, City of Guadalupe, City of Lompoc, City of Santa Barbara, City of Santa Maria" and City
of Solvang ("service providers").
WffiREAS, the Commission is required to review and update, as necessary, adopted
spheres of influence not less than every five years, and
WHEREAS, the Commission is directed to conduct a review of municipal services not
later than the time it considers an action to establish or update a sphere of influence, and
WIIEREAS, the Executive Officer has given the notices required by law and forwarded
copies ofhis report to officers, persons and service providers as prescribed by law; and
WIfiREAS, the public hearing for this matter was conducted at l:00 p.m. on May 4,
2023; and
WHEREAS, at said hearings, this Commission heard and received all oral and written
protests, objections, and evidence which were made, presented or filed, and all persons present
were given the opportunity to hear and be heard in respect to any matter relating to said Sphere of
Influence Update and Municipal Service Review for the Water, Wastewater, Recycled Water
Resolution 23- l2
MSR-Water, Wastewater,
Recvcled Water & Stormwater
and Stormwater Services Agencies; and
NOW, THEREFORE, BE IT RESOLVED DETERMINED AND ORDERED bY
the Commission as follows:
(1)
Finds this action is exempt from provisions of the California Environmental
Quality Ac! Public Resources Code section 21000 et seq. (CEQA) as "information
collection" under Section 15i06 of the State CEQA Guidelines and based on the
determination that this action does not haoe the potential for causing a significant effect on
the enoironment (Section15051(b)(3)). Sections 15301, 15319, and 15320 of the State
CEQA Guidelines -;
(2)
Has considered all factors required to be considered by Govemment Code Section
56425(e) and 56430 and hereby adopts such determinations as set forth in the
Public Review 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 T;
(4)
Adopts the Sphere oflnfluence Determinations, as shown on Exhibit U;
(5)
Adopts the 2022 Municipal Service Reviews for all 33 Special Districts and Cities
providing Water, Wastewater, Recycled Water and Stormwater Services in Santa
Barbara County;
(6)
Adopts the updates to the Spheres oflnfluence (Exhibit A thru S), for the Cuyama
Basin Water District, San Antonio Basin Water District, Santa Maria Valley Water
Conservation District, Santa Ynez River Water Conservation District, Santa Ynez
l,
River Water Conservation Diskict Improvement District No. Santa Barbara
County Water Agency, Santa Barbara County Flood Control & Water Conservation,
County Service Area 12 (l\4ission Canyon Sewer District), Casmalia Community
Services District, Los Olivos Community Services District, Vandenberg Village
Community Services District, Carpinteria Sanitary District, Goleta Sanitary District,
Laguna County Sanitation District, Montecito Sanitary Distict Summerland
Sanitary District Goleta Water District. Montecito Water District, and Carpinteria
Valley Water Diskict;
(7)
Reaffirms the current Spheres of Influence of the Cuyama Basin Water District, San
Antonio Basin Water District, Santa Maria Valley Water Conservation District,
Santa Ynez River Water Conservation District, Santa Ynez River Water
l,
Conservation District improvement District No. Santa Barbara County Water
Agency, Santa Barbara County Flood Control & Water Conservation, County
l2
Service Area (Mission Canyon Sewer District), Casmalia Community Services
2
Resolution 23-12
MSR-Water, Wastewater,
Recycled Water & Stormwater
District, Los Olivos Community Services District, Vandenberg Village Community
Services District, as shown on Exhibits G L K L, M, N, O, B Q & & S, and;
(8)
Amends the Spheres of Influence of the Carpinteria Sanitary District, Goleta
Sanitary Distric! Laguna County Sanitation District, Montecito Sanitary District,
Summerland Sanitary District, Goleta Water District. Montecito Water District, and
Carpinteria Valley Water District, as shown on Exhibit A, B, C, D, E, F, H, & I.
This resolution is hereby adopted this 46 day of May,2023 in Santa Barbara, Califomia.
AYES: Commissioner Freeman, Geyer, Kyriaco, Patino, Stark, Williams, and
Hartmann
NOES: None
ABSTAIN: None
Santa Barbara County Local Agency
Formation Commission
N
By:
ann, Chair
Date: 3
ATTEST:
Natasha Carbai al, Clerk /Analyst
Santa Barbara County
Local Agency Formation Commission
J
CHAPTER ONE: MUNICIPAL SERVICE REVIEW
DETERMINATIONS
A. Scope
This Chapter contains the recommended Municipal Services determinations for the water,
wastewater, recycled water and stormwater services provided by all 33 Special Districts and
Cities in Santa Barbara County. These agencies are ten Water Districts (Carpinteria Valley
Water, Cuyama Basin Water, Goleta Water, Montecito Water, San Antonino Basin Water, Santa
Maria Valley Water Conservation, Santa Ynez River Water Conservation, Santa Ynez River
Water Conservation Improvement ID#1, County Water Agency, and County Flood Control &
Water Conservation), two being Countywide Districts, seven Community Services Districts
(CSD) (Casmalia, Cuyama, Los Alamos, Los Olivos, Mission Hills, Santa Ynez, and Vandenberg
Village), six Sanitary Districts (Carpinteria, Goleta, Goleta West, Laguna County, Montecito, and
Summerland), one County Service Area (CSA 12), one Municipal Improvement District (EMID),
and eight Cities (Buellton, Carpinteria, Goleta, Guadalupe, Lompoc, Santa Barbara, Santa Maria,
and Solvang) that have Water and Wastewater Departments. 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 33 agencies providing water,
wastewater, recycled water and stormwater 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
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
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).
Each recommended determination applies to all 33 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 33 agencies are provided in Chapter Three.
Additional water and wastewater services are also provided by the mutual and private water
providers within the county. LAFCO has no authority over the Mutual and Private Water
Company entities. A brief review of their services is included in the Appendix.
D. Determinations
1. GROWTH AND POPULATION PROJECTIONS FOR THE AFFECTED AREA
REGIONAL
The preparation of this study was produced prior to the full release of 2020 Census and based on
the most recent available data. The 33 local agencies currently serve an estimated Countywide
resident population of 444,229. This population estimate represents close to a six percent overall
increase or 0.6% annually over the last 10 years.
Santa Barbara County is predominately city-centered with slightly more than 68% of the current
resident population residing in one of the eight incorporated Cities. Nearly 55 percent of all City
residents reside in North County.
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
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.
Water, Wastewater, and Stormwater providers have seen increasing needs and are expected to
continue growing as a result of population growth.
Growth in demand will be affected by the availability of water supplies and wastewater services.
The County has experienced drought conditions for consecutive years, as has the entire State of
California. Dependency on local water sources and treatments will continue to be a focus for
providers. Recycled water is currently only being produced and utilized by three communities
(City of Santa Barbara, Goleta Sanitary/Goleta Water District partnership) with Laguna County
Sanitation District, the City of Lompoc, and the Summerland Sanitary District treating all of their
effluent to full tertiary levels. Laguna County Sanitation and City of Lompoc only provide limited
recycled water for irrigation use.
The unincorporated population of the County, the population not living within a City, has
remained constant for the past 10 years, with census population figures of 133,413 in 2010 and
138,275 in 2020. Growth within the Cities over the past 10 years has not changed the
unincorporated portion of the population from 31 percent.
The Cities that serve the greatest percentage of the population are likely to receive much of the
projected population growth. This is the City of Santa Maria. The agency serves 23%, and has
constituted 90% of the county’s population growth.
Visitors are an integral component in supporting Santa Barbara County’s economy as evident by
sales, transient-occupancy tax revenues, and create additional and fluid demands on all 33 local
agencies.
AGENCY SPECIFIC
The population of Carpinteria area includes the City of Carpinteria, Carpinteria Sanitary and
Water Districts. These population figures are estimated at 13,264, 16,702, and 15,966 people,
respectively. Between 2010 and 2020 the City’s population has increased by 224 persons. Between
2013 and 2022, the population of the water district within the Unincorporated area increased by
1,350 people.
The population of Montecito includes Montecito Sanitary and Water District and Summerland
Sanitary District. These population figures are estimated at 8,638, 11,769, and 1,505 people,
respectively. However, Montecito Urban Water Management Plan 2020 estimated population
and historic trends using a variety of methods because the district service area and census data
boundary do not align or residents reside elsewhere. Between 2010 and 2020 population of Santa
Barbara unincorporated area increased by 11,104 people (14.1 percent or 1.4 percent per year). The
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
population of the Carpinteria/Summerland area increased by 11 people.
The population of Goleta area includes Goleta Sanitary and Water District and Goleta West
Sanitary District and City of Goleta. These population figures are estimated at 41,111, 84,462,
39,500 and 32,142 people, respectively. Between 2010 and 2020, the population of Goleta area
increased by 2,866 people (8.7 percent or less than 1 percent per year). However, since 2010, the
City’s estimated population has increased by 2,802 persons.
City of Guadalupe has experienced a sizeable percentage increase in estimated resident growth
at 7.4 percent; or less than 1 percent per year. Between 2010 and 2020, the population of Guadalupe
increased by 574 people.
City of Buellton has experienced the second largest percentage increase in estimated resident
growth among the 33 local jurisdictions over the last 10 years rising by 8.5% from 4,828 to 5,276.
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 5,644.
The City of Santa Maria, has a recent history of projected growth. Between 2010 and 2040, the
City is expected to grow faster than any other Santa Barbara County City; an increase of 29% from
99,553 to 141,529. The City is undergoing an update to its General Plan and reexamining its
growth plans. Between 2010 and 2020, the population of Santa Maria increased by 7,854 people
(7.3 percent; or less than 1 percent per year). Total population is estimated at 107,407 people. The
Laguna County Sanitation District covers the Orcutt urbanized and unincorporated territory.
This population is estimated to be 31,353.
City of Santa Barbara population is estimated to be 90,911 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 County Service Area 12 (Mission Canyon Sewer District) is located within the City’s
Sphere. This population is estimated at 2,649 people. The projected population of Mission
Canyon at buildout is approximately 2,731 persons. Between 2010 and 2020, the population of
CSA 12 area increased by 268 people.
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 42,753.
Cuyama Basin Water District includes 170 landowners. The 2020 population of Cuyama
Unincorporated was estimated to be 1,050 people. Between 2010 and 2020, the population of
Cuyama Unincorporated had not changed.
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
San Antonio Basin Water District includes approximately 234 landowners. The 2020 population
of Solvang-Santa Ynez CCD was estimated to be 22,690 people. Between 2010 and 2020, the
population of Solvang-Santa Ynez unincorporated area increased by 169 people.
Santa Maria Valley Water Conservation District population is approximately 109,702 people. The
Cities of Guadalupe and Santa Maria are included within the District. The 2020 population of
Guadalupe CCD was 7,722 and the Santa Maria CCD to be 141,642. Between 2010 and 2020, the
population of Santa Maria Valley unincorporated area increased by 20 people.
Santa Ynez River Water Conservation District population is approximately 74,240 people. The
incorporated Cities of Buellton, Solvang and Lompoc are included within the District. The 2020
population of Solvang-Santa Ynez CCD to be 22,690 and the Lompoc CCD to be 59,964. Between
2010 and 2020, the population of Solvang-Santa Ynez unincorporated area increased by 169 people
and Lompoc Unincorporated had no change.
Santa Ynez River Water Conservation District Improvement District No. 1 population is
approximately 7,022 people. The District serves the communities of Santa Ynez, Los Olivos,
Ballard, the Santa Ynez Band of the Chumash Indians, and the City of Solvang on a limited basis.
Between 2010 and 2020, the population of Solvang-Santa Ynez unincorporated area increased by
169 people.
Casmalia Community Services District has a population of approximately 150 people. Between
2010 and 2020, the population of Santa Maria unincorporated area increased by 14 people.
However, Casmalia may have decreased by 62 people.
Cuyama Community Services District has a population of approximately 550 people. Between
2010 and 2020, the population of Cuyama unincorporated area did not change.
Los Alamos Community Services District has a population of approximately 1,634 people. Los
Olivos Community Services District has a population of approximately 1,000 people. Santa Ynez
Community Services District has an approximately 4,505 population.
Mission Hills Community Services District population is approximately 3,571 people. The
projected population of Mission Hills CSD service area at buildout is approximately 4,900
persons. Between 2010 and 2020, the population of Mission Hills decreased by 5 people.
Vandenberg Village Community Services District (VVCSD) population is approximately 7,308
people. VVCSD experienced the largest percentage increase at 11 percent. Between 2010 and 2020,
the population increased by 811 (11 percent or slightly more than 1.1 percent per year).
It is reasonable to assume growth rates for each of the 33 local jurisdictions over the next five years
will parallel their respective growth rates between 2015 and 2020.
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
2. THE LOCATION AND CHARACTERISTICS OF ANY DISADVANTAGED
UNINCORPORATED COMMUNITIES (DUC) WITHIN OR CONTIGUOUS TO THE
SPHERE OF INFLUENCE.
REGIONAL
In 2020, the California statewide median household income (MHI) was MHI was $80,440, 80
percent of that is $64,352. The MHI for Countywide was $78,925 in 2022. LAFCO staff utilized
the State DAC Mapping Tool and CalEnviroScreen 4.0, Environmental Justice Screening and
Mapping Tool Version 2.0 (EJScreen), EnviroAtlas Interactive Map Tool 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, Lompoc, portions of Goleta,
Santa Maria, Santa Barbara, and Isla Vista were identified as qualifying as disadvantage
communities.
The boundaries of the County Water Agency and Flood Control and Water 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 Carpinteria Sanitary District, Carpinteria Valley Water
District, Carpinteria City, Montecito Sanitary District, Montecito Water District, Summerland
Sanitary District, EMID, Cuyama Basin Water District, San Antonino Basin Water District,
County Service Area 12, City of Solvang and Buellton, Los Alamos Community Services District,
Los Olivos Community Services District, Mission Hills Community Services District, Santa Ynez
Community Services District, and Vandenberg Village Community Services District providing
water, wastewater, and stormwater service in Santa Barbara County.
The median household income (MHI) for eastern Goleta Valley was $118,094 in 2022. The MHI
for western Goleta Valley average was $94,570 in 2022. And, the MHI for Goleta Valley was
$76,521 in 2022, which does not qualify the communities as a disadvantaged community.
However, the Goleta Sanitary District’s, Goleta West Sanitary District’s, Goleta Water District’s,
and City of Goleta’s each Spheres of Influence does qualify under the definition of disadvantaged
community for the present and probable need for public facilities and services because in May of
2022, the Old Town area, as part of the larger Census tract including properties in the City of
Goleta and County, was designated as a disadvantaged community by CalEPA. And, under the
definition of disadvantaged community for smaller portions within the community of Isla Vista
qualify.
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
The MHI for Guadalupe was $55,511 in 2022. The MHI for $55,645 in Guadalupe CCD which
qualifies the community as a disadvantaged community, as well. The City of Guadalupe is an
incorporated City, therefore by definition would not qualify as a disadvantaged unincorporated
community. The City of Guadalupe’s and Santa Maria Valley Water District’s Spheres of Influence
are coterminous to the City limits and District service boundary which include the communities
of Guadalupe, Garey, and portions of Santa Maria.
The MHI for Lompoc was $57,071 in 2022, 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 $67,634 in 2022, The MHI for Santa Maria CCD was $74,095 in
2022, which qualifies the community as a disadvantaged community. The MHI for Orcutt was
$95,916 in 2022, which does not qualify the community as a disadvantaged community. However,
Laguna County Sanitation District and Santa Maria Valley Water District include portions of the
City of Santa Maria within their boundaries. 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 of Laguna County
Sanitation does qualify.
The MHI for Santa Ynez Valley was $99,731 in 2022 and $64,396 in Lompoc CCD, which does not
qualify the communities as a disadvantaged community. The City of Solvang, City of Buellton,
City of Lompoc and unincorporated portions are within the Santa Ynez River Water
Conservation District. 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 same is true for the City of Buellton and Solvang. The
Santa Ynez River Water Conservation District Improvement District No. 1 also overlaps the City
of Solvang and portions of Santa Ynez valley. However, for the community of Lompoc and
Cachuma Village both qualify as disadvantaged.
The MHI for Santa Barbara City was $81,618 in 2022, 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 Casmalia was not available but the per capita income was $26,330 in 2022, which
does qualify the community as a disadvantaged community. The District’s Spheres of Influence is
coterminous and Casmalia is an unincorporated community.
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
The MHI for Cuyama was $46,719 in 2022, which does qualify the community as a disadvantaged
community. The District’s Spheres of Influence is coterminous and Cuyama is an unincorporated
community.
All other communities analyzed in this report exceed the MHI in 2022 and would not qualify as a
disadvantaged unincorporated community.
6 Government Code section 56033.5.
3. PRESENT AND PLANNED CAPACITY OF PUBLIC FACILITIES AND ADEQUACY OF
PUBLIC SERVICES, AND INFRASTRUCTURE NEEDS OR DEFICIENCIES
REGIONAL
More than 430,000 people receive water, wastewater, and stormwater services from one of the 33
agencies, including 91 percent of all unincorporated residents. The smaller communities are
within mutual water or private water company boundary with some served by private wells.
Each agency providing water, wastewater, and stormwater services in the County provides public
facilities and equipment as allowed by their financial means (see Determination 4, below). The 33
agencies reviewed in this report maintain a total of 8 water treatment facilities and 13 wastewater
treatment facilities. A total of 75 booster or lift stations, ranging from poor to excellent condition.
A few agencies plan to construct new treatment plants or upgrades. An outline of the agency’s
attributes, types of services, and resources that describe the adequacy of public infrastructure
needs and deficiencies for each agency is found in Chapter Three.
The 33 agencies collectively employ 132 water and 140 sewer personnel and 26 storm drainage
personnel. Other staffing personnel make up the balance in other services provided by the
agencies. Staffing levels overall for the agencies have remained relatively constant. The relative
number of water personnel equals a ratio of 0.30 and sewer personnel ratio of 0.32 for every 1,000
residents in Santa Barbara County.
In 2021, the local agencies collectively maintain about 1,490 miles of water lines and 1,281 of sewer
lines by the agencies providing water and wastewater services. A total of 173,484 afy of water
supplies are available and 56.37 mgd of wastewater capacity is available.
AGENCY SPECIFIC
Carpinteria Sanitary has a permitted treatment capacity of 2.5 mgd, which equates to 7,606
equivalent dwelling units (EDUs). Carpinteria Sanitary service area’s average annual wastewater
collection demand generated approximately 1.143 million gallons per day. It also translates over
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
the report period to an estimated 142 gallons per day for each occupied housing unit. Of this
amount, it is estimated by LAFCO this represents 46% of permitted capacity.
Goleta Sanitary has a permitted treatment capacity of 9.7 million gallons per day (based on average
daily flow) but is currently limited to a permitted discharge of 7.64 million gallons per day. Goleta
Sanitary service area’s average annual wastewater collection demand generated approximately 4.9
million gallons per day, which equates to 11,823 equivalent residential units (ERU). It also
translates over the report period to an estimated 203 gallons per day for each occupied housing
unit. Of this amount, it is estimated by LAFCO this represents 64% of permitted capacity.
Goleta West Sanitary District has 40.78% or 3.12 MGD of the Goleta Sanitary District’s regional
treatment plant’s permitted treatment capacity. Goleta West Sanitary District’s service area’s
average annual wastewater collection demand generated approximately 1.7 MGD, which equates
to 2,371 Acre Feet per Year (AFY). It also translates over the report period to an estimated 184
gallons per day for each equivalent residential unit (ERU). Of this amount, it is estimated by
LAFCO this represents 54% of permitted capacity.
Laguna County Sanitation has a permitted treatment capacity of 3.7 mgd. Discharge capacity is
currently 2.7 mgd, which equates to approximately 13,500 residential equivalent dwelling units
(EDUs). The Laguna County Sanitation District service area currently collects approximately 1.7
million gallons per day. It is estimated that each single-family residence contributes 200 gallons
per day for with reduced amounts from multi-family units and variable amounts from commercial
development. LAFCO estimates that this amount represents 46% of permitted capacity.
Montecito Sanitary has a permitted treatment capacity of 1.5 mgd. Montecito Sanitary service
area’s average annual wastewater collection demand generated approximately 0.62 million gallons
per day. It also translates over the report period to an estimated 62.5 gallons per day for each
person. Of this amount, it is estimated by LAFCO this represents 41% of permitted capacity.
Summerland Sanitary has a permitted treatment capacity of 0.3 mgd and provides service to 894
equivalent dwelling units (EDUs). Summerland Sanitary service area’s average annual wastewater
collection demand generated approximately 0.08 million gallons per day. It also translates over
the reporting period to an estimated 89.5 gallons per day for each occupied unit. Of this amount,
it is estimated by LAFCO that this represents 27% of permitted capacity.
Embarcadero Municipal Improvement collects and transports wastewater to the Goleta Sanitary
District regional treatment plant that has a permitted treatment capacity of 9.7 mgd. Embarcadero
Municipal Improvement service area’s average annual wastewater dry weather flow is - 85,000 gpd;
Peak dry weather flow is - 171,000 gpd. Of the combined amount (users transported to GSD plant),
it is estimated by LAFCO this represents 64% of permitted capacity.
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
CSA 12 (Mission Canyon Sewer District) delivers wastewater to City of Santa Barbara treatment
facility with a capacity of 11 mgd. County Service Area 12 service area’s maximum daily capacity
is 160 gallons per day per Single-Family Residence. CSA 12 (Mission Canyon Sewer District)
service area’s average annual wastewater collection demand generated approximately 0.003
million gallons per day. It also translates over the report period to an estimated 160 gallons per
day for each occupied housing unit. Of this amount, it is estimated by LAFCO this represents 73%
of permitted capacity.
Carpinteria Valley Water receives water treated by the City of Santa Barbara Cater Plant with a
permitted capacity of 37 mgd. The District groundwater is approximately 2,839 AFY, while the
long-term average will be approximately 1,200 AFY. The District's maximum local surface water
allocation from the Cachuma Project is currently 2,813 AFY, while the long-term average will be
approximately 1,970 AFY. Maximum allocation from the SWP is 2,200 AFY (including 200 AF of
drought buffer), while the long-term average will be approximately 876 AFY. The District owns
and operates three (3) potable water reservoirs with a combined storage capacity of
approximately 10.68 AF. Potential maximum short-term extraction of groundwater by the
District is 3,000 AFY, while the long-term average (sustainable-yield) will be approximately 1,200
AFY. The District's maximum local surface water allocation from the Cachuma Project is
currently 2,813 AFY. Carpinteria Valley Water service area’s average annual water demand
generated for treatment and distribution is approximately 1.3 billion gallons per year, or 4,105 afy.
It also translates over the report period to an estimated 196 gallons per day, or 74 gpcd for each
person. Of this amount, it is estimated by LAFCO this represents 72% of permitted supplies.
Goleta Water has approximately 16,244 AFY of water available for the service area in an average
year and access to additional groundwater and State Water under certain circumstances. The
District’s groundwater wells can currently produce 3.6 million gallons per day, which
corresponds to approximately 4,000 acre-feet per year. The recycled water production capacity
at the plant operated by Goleta Sanitary District (GSD) is approximately 3,300 AFY based upon
the tertiary treatment plant capacity of 3.0 million gallons per day (MGD). Goleta Water service
area’s average annual water demand generated for treatment and distribution is approximately
3.29 billion gallons per year, or 10,100 AFY. That translates over the report period to an estimated
90 gallons per day, or 98.6 GDCP for each person. Of this amount, it is estimated by LAFCO this
represents 79% of permitted anticipated reliable supplies.
Montecito Water has a permitted treatment capacity at the Bella Vista Treatment plant of 2.2
MG per day, Doulton Treatment Plant, a secondary 0.15 MG per day, and the Cater Water
Treatment Plant has a production capacity of 37 MGD which is owned and operated by the City
of Santa Barbara. The District also produces up to approximately 50 AF per month of
groundwater. The capacities of each are as follows; Bella Vista Treatment Plant 1,800 gpm,
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
Doulton Treatment Plant 105 gpm, South Coast Conduit 8,200 gpm, and Groundwater Wells 580
gpm, total of 10,685 gpm.
Montecito Water service area’s water demand in 2020 generated for treatment and distribution
1,463 million gallons per year, or 4,492 afy. It also translates to an estimated 318 gallons per capita
per day (excluding non-potable and agricultural use). Of this amount, it is estimated by LAFCO
this represents 26% of permitted supplies.
Santa Ynez River Water Conservation ID#1 has three permits for water delivery capacity from
Santa Ynez River; License No. 13869 equal to 1,776.4 afy, License No. 13870 equal to 3,291.3, and
Gallery well License No. 010415 of 515 acre-feet. The District’s contractual share of Cachuma
project entitlement is 10.31%. The project’s available capacity is now 27,908-acre feet with a safe
yield of 24,800-acre feet per year. Maximum allocation from the SWP is 2,000 afy (with 200 afy
drought buffer). The District retains 500-acre feet for use within the District. Santa Ynez River
Water Conservation ID#1 three-year average annual water demand is 3,815 acre-feet. It also
translates over the report period to an estimated 218 gallons per capita day for residential usage.
Of this amount, it is estimated by LAFCO this represents 44% of permitted supplies.
Cuyama Basin Water District does not provide retail water, but rather was formed to assist in the
groundwater management activities. Groundwater is the only water supply source available
within the Cuyama Valley Groundwater Basin. The available District groundwater estimate is
31,000 acre-feet. Along with Cuyama Basin Water District service areas and other groundwater
users’ groundwater use in the Basin averages 41,059-acre feet per year. Groundwater use within
the Cuyama Basin Water District service area exceeds the safe yield of the basin.
San Antonio Basin Water District does not provide retail water, but rather was formed to assist
in the groundwater management activities. Groundwater is the only water supply source
available within the San Antonio Creek Valley Groundwater Basin. Water level declines in some
locations have been greater than 100 feet since the 1950s. San Antonio Basin Water District service
area’s along with the remaining groundwater users currently use 23,750-acre feet per year.
Groundwater use within the San Antonio Basin Water District service area is near the safe yield
of the basin.
Casmalia Community Services District receives water from Casmite Corporation with a capacity
of 322 acre-feet per year. District storage capacity is approximately 180,000-gallon tank. Casmalia
Community Services service area’s average annual water demand is ~11 afy. It also translates over
the report period to an estimated 182 gallons per day of water for single-family residential Of this
amount, it is estimated by LAFCO this represents 3% of permitted supplies.
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
Cuyama Community Services receives water from the Cuyama Groundwater Basin. Total
consumption from the aquifer is about 65,000 acre-feet/per year (1 acre-foot equals 326,000
gallons). The customers of the CCSD use about 162 acre-feet. Cuyama Community Services
service area’s average annual water demand is ~0.14 MGD, or 162 afy. Annual wastewater
collection demand generated approximately ~0.03 MGD. It also translates over the report period
to an estimated 327 gallons per day of water for single-family residential. Of this amount, it is
estimated by LAFCO this represents 1% of permitted supplies. Average annual wastewater
collection demand generated for subsequent treatment and disposal at the Treatment Plant
Facility has been approximately 0.03 million gallons a day. Of this amount, it is estimated by
LAFCO this represents 20% of permitted capacity.
Los Alamos Community Services District storage capacity is approximately 1.5 mgd. The District
has a permitted wastewater treatment capacity of 0.4 mgd. Los Alamos Community Services
service area’s average annual water demand is ~93.5 MGD, or 16 afy. Annual wastewater collection
demand generated approximately ~0.2 MGD. It also translates over the report period to an
estimated 360 gallons per day of water for single-family residential, 200 gpd for multi-family, 90
gallons/1000 SF of commercial, or 180 gpd of wastewater for each single-family dwelling unit, 100
gpd for multi-family, and 60 gpd/1000 SF of commercial. Of this amount, it is estimated by LAFCO
this represents 55% of permitted supplies. Average annual wastewater collection demand
generated for subsequent treatment and disposal at the Treatment Plant Facility has been
approximately 0.2 million gallons a day. Of this amount, it is estimated by LAFCO this represents
50% of permitted capacity.
Los Olivos Community Services is designing a package plant sized to serve Phase I needs and sited
to accommodate modular expansion should further study warrant a facility expansion. It is
estimated the service area will generate in excess of 100,000 gallons per day. Los Olivos
Community Services service area’s currently uses on-site wastewater treatment systems. It is
estimated the service area will generate in excess of 100,000 gallons per day. At full build-out it is
estimated to generate 385,000 gallons per day. Of this amount, it is estimated by LAFCO this
represents 72% of permitted capacity.
Mission Hills Community Services has a permitted water treatment plant capacity of 1.5 MGD.
The maximum estimated sewer connections at District buildout are 2,125. The MHCSD
Treatment Facility has a permitted treatment capacity of 0.4 million gallons per day. Mission Hills
Community Services service area’s average annual water demand is ~0.52 mgd, or 585 afy. Annual
wastewater collection demand generated approximately ~0.2 mgd. It also translates over the
report period to an estimated 146 gallons per day per person. Of this amount, it is estimated by
LAFCO this represents 34% of permitted supplies. Average annual wastewater collection
demand generated for subsequent treatment and disposal at the Treatment Plant Facility has been
approximately 0.2 million gallons a day. Of this amount, it is estimated by LAFCO this represents
50% of permitted capacity.
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
Santa Ynez Community Services has a 20% share of the City of Solvang’s permitted treatment
capacity of 1.5 mgd plant. Santa Ynez Community Services area’s average annual wastewater
collection demand generated approximately 0.13 million gallons per day. It also translates over
the report period to an estimated 69 gallons per day for each person. Of this amount, it is estimated
by LAFCO this represents 45% of permitted capacity.
Vandenberg Village Community Services has a permitted water treatment plant capacity of 2.2
MGD. The District owns a 0.89 MGD capacity right in the LRWRP. Vandenberg Village
Community Services service area’s average annual water demand is ~1.5 MGD, or 1,400 AFY.
Wastewater generation is approximately ~0.40 MGD. It also translates over the report period to
an estimated 330 gallons per day of water for residential, 1,300 gpd for commercial, and 10,000 gpd
irrigation users; and about 136 gpd of wastewater for each dwelling unit. Of this amount, it is
estimated by LAFCO this represents 43% of their appropriated rights. Average annual
wastewater collection demand generated for subsequent treatment and disposal at the Treatment
Plant Facility has been approximately 0.40 million gallons a day. LAFCO estimates this
represents 50% of permitted capacity.
City of Buellton has a permit for water delivery capacity from Santa Ynez River of 1,385 AFY. For
planning purposes, the City estimates 1,000 AFY from Buellton Uplands. Maximum allocation
from the SWP is 578 afy (with 58 afy drought buffer). The City operates a 0.65 mgd capacity
wastewater treatment plant. City of Buellton’s service area’s average annual water demand is 1,250
acre-feet. Annual wastewater collection demand generated approximately ~0.45 MGD. It also
translates over the report period to an estimated 95 gallons per day for each resident. Of this
amount, it is estimated by LAFCO this represents 41% of permitted supplies. Average annual
wastewater collection demand generated for subsequent treatment and disposal at the Treatment
Plant Facility has been approximately 0.45 million gallons a day. Of this amount, it is estimated
by LAFCO this represents 69% of permitted capacity.
The Santa Maria Valley groundwater stipulation provides for 1,300 AFY of developed water
supply and an unquantified amount of prescriptive and appropriative water delivery capacity
from Santa Maria Valley Groundwater basin. In 2020, Guadalupe estimated existing demand for
potable water was 1,070 acre-feet annually with a capacity of 2,896 acre-feet. City of Guadalupe
service area’s average annual water demand is 1,070 acre-feet. Annual wastewater collection
demand generated approximately ~0.82 MGD. It also translates over the report period to an
estimated 112 gallons per day per capita. Of this amount, it is estimated by LAFCO this represents
37% of permitted supplies. Average annual wastewater collection demand generated for
subsequent treatment and disposal at the Treatment Plant Facility has been approximately 0.82
million gallons a day. Of this amount, it is estimated by LAFCO this represents 85.4% of
permitted capacity.
City of Lompoc has a permitted water treatment plant capacity of 10.0 MGD. The Vandenberg
Village Community Services District owns a 0.89 mgd capacity right in the LRWRP. The LRWRP
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
permitted capacity is 5.5 mgd. City of Lompoc service area’s average annual water demand is 4,235
afy, or 1.38 billion gallons per year. Annual wastewater collection demand generated
approximately ~2.98 MGD. It also translates over the report period to an estimated 88.4 gpcd of
water or estimated 65.5 gallons per day for each resident. Of this amount, it is estimated by
LAFCO this represents 37% of permitted supplies. Average annual wastewater collection demand
generated for subsequent treatment and disposal at the Treatment Plant Facility has been
approximately 2.98 million gallons a day. Of this amount, it is estimated by LAFCO this
represents 60% of permitted capacity.
City of Santa Barbara has a permitted treatment capacity of 37 mgd. The City’s current share of
the Cachuma annual yield is 32.19%, or 8,277 afy. The average long-term Gibraltar average yield is
approximately 4,300 afy. Surface water averaged 1,200 afy while groundwater average is 550 afy.
State Water Project allotment is 3,000 afy with an additional 10% drought buffer. Desalination
Plant has a capacity of 3,125 afy. The City operates a 11 mgd capacity wastewater treatment plant.
City of Santa Barbara’s service area’s average annual water demand is 10,920 acre-feet. Annual
wastewater collection demand generated approximately ~6.5 MGD. It also translates over the
report period to an estimated 92 gpcd. Of this amount, it is estimated by LAFCO this represents
56% of permitted supplies. Average annual wastewater collection demand generated for
subsequent treatment and disposal at the Treatment Plant Facility has been approximately 6.5
million gallons a day. Of this amount, it is estimated by LAFCO this represents 59% of permitted
capacity.
City of Santa Maria has a prescriptive right of 5,100 AF/YR from groundwater supplies and a right
of 14,300 AF/YR from Twitchell yield plus 65% of the latest five-year average use of SWP water
as return flows to the groundwater basin. The City’s State Water Project entitlement is 17,820
AFY including a 10% drought buffer. Santa Maria agreed to import and use within the Basin no
less than 10,000 AFY of available SWP water. The City operates a 13.5 MGD capacity wastewater
treatment plant. City of Santa Maria’s total annual water demand for 2021 is 11,907 acre-feet.
Average daily wastewater flows for 2021 were 6.95 MG. It also translates over the report period
to an estimated average daily demand of 65.4 gallons per day (per resident) and the maximum
daily demand of 109 gallons per resident. Of this amount, it is estimated by LAFCO this represents
36% of groundwater water right entitlements. Average daily wastewater flows for 2021 received
at the City’s WWTP was 6.95 million gallons. Of this amount, it is estimated by LAFCO this
represents 52% of permitted capacity.
City of Solvang has a permit for water delivery capacity from Santa Ynez River to divert 5 cubic
feet per second, or 3.22 mgd and up to 3,600 afy. The City's interconnection with ID#1 has a
maximum capacity of 1,200 gpm. Maximum allocation from the SWP is 1,500 afy (with no drought
buffer). The City operates a 1.5 mgd capacity wastewater treatment plant. City portion equals 1.2
mgd, while SYCSD owns 0.3 mgd. City of Solvang service area’s average annual water demand is
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
1,300 afy. Annual wastewater collection demand generated approximately ~0.423 MGD. It also
translates over the report period to an estimated 0.7 HCF units per day for each resident, or 236
gpcd of water. Of this amount, it is estimated by LAFCO this represents 36% of permitted
supplies. Average annual wastewater collection demand generated for subsequent treatment and
disposal at the Treatment Plant Facility has been approximately 0.423 million gallons a day. Of
this amount, it is estimated by LAFCO this represents 32.5% of permitted capacity.
Santa Maria Valley Water Conservation tracks and releases flood waters from the Twitchell
Reservoir, 224,300-acre feet capacity, and replenishes groundwater, 20,000 AF. Total releases
were estimated as 52,640 AF in 2017 and 12,140 AF in 2018 (based on recorded reservoir storage
and climatic data for 2017-18). In 2019, releases totaled 46,190 AF from May through November.
Starting December 2019 and through 2021, no releases have been made. Santa Maria Valley Water
Conservation service area’s average annual water release generated during the report period for
subsequent flood control has been approximately 0 afy. Of this amount, it is estimated by LAFCO
this represents 0% of permitted capacity. The average reservoir release over the last 57 years has
been 45,390 afy. There were no Twitchell Reservoir releases in 11 of the last 19 years.
Santa Ynez River Water Conservation District tracks and protects the water rights from the
following sources Lake Cachuma, 192,978 AF capacity, State Water Project includes 4 entities
8,078 AFY, Alisal Reservoir, 2,342 AFY, Santa Ynez River Alluvium, 105,000AFY, Buellton
Upland, 27,500 AF, Santa Ynez Upland, 21,000 AF, Santa Rita Upland, 56,500 AF, and Lompoc
Area, 715,000 AF. The combined public water supply agency average annual water demand
generated during the report period for subsequent treatment and distribution has been
approximately 5.6 mgd. Of this amount, it is estimated by LAFCO this represents 39.6% of
permitted supplies.
Santa Barbara County Flood Control & Water Conservation preserves existing conveyance
capacity and prevent the accumulation of obstructing vegetation and sediments that could
increase existing flood hazards that could then result in damage to life, public property, and
infrastructure. The extent and frequency of maintenance are dependent upon many factors
including the availability of funds from individual flood zones, the degree of flood hazard, and the
environmental impacts of the maintenance actions. Between 2002 and 2020 the SBCFCWCD has
implemented approximately 26.7 acres of restoration throughout the county directly related to
the Annual Routine Maintenance Plan. It is made up of 9.8 acres on the South Coast and 16.9 acres
in North County. In the North County, 13.4 of the 16.9 acres are within the Santa Maria River. In
the past twenty-eight years, outside of the Annual Routine Maintenance Plan, and in association
with other projects, the District has also implemented an additional 30+ acres of riparian
restoration within Santa Barbara County.
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
4. FINANCIAL ABILITY OF AGENCY TO PROVIDE SERVICES
REGIONAL
The demands on a water, wastewater, and stormwater services from agencies vary due to the size
and geography of the agency’s boundaries, the area’s employment base, the presence of students
and tourists, the water supply type and location, wastewater treatment level and flow, and other
factors. These factors help dictate the amount of money required to provide an adequate level of
service.
Nearly all funding for water and wastewater services provided by the four retail water district,
six sanitary districts, county service area, seven community service district, and six local City
agencies are generated from water sales and charges from services for water and sewer rate
revenues collected by the respective governing bodies.
The following agencies that do not receive apportionment of any property taxes are Laguna
County Sanitation, Carpinteria Valley Water, Cuyama Basin Water, Goleta Water, Montecito
Water, San Antonio Basin Water, Santa Ynez River Water Conservation ID#1, CSA 12, Casmalia
CSD, Cuyama CSD, Los Olivos CSD, Mission Hills CSD, and Vandenberg Village CSD.
Water and Sewer Expenditures from the collective Cities and Special District increased by a
composite average of 20.8% over the last two years for sewer service raising from an estimated
total of $98.5 to $124.4 million. The composite average of 19.2% over the last two years for water
service raising from an estimated total of $178.5 to $221.0 million. The agencies of Carpinteria
Sanitary, Goleta West Sanitary, and Solvang decreased their sewer budgets, while the Guadalupe,
Santa Maria, and Vandenberg Village decreased their water budgets, all other Cities and Special
Districts had a slight increase in budget expenditures for water and sewer services.
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. Carpinteria Sanitary District,
Goleta Sanitary District, Goleta West Sanitary District, 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; Casmalia Community Services District, Cuyama Community Services District,
Mission Hills Community Services District, Los Olivos Community Services District, Santa Ynez
Community Services District, Embarcadero Municipal Improvement District, Cuyama Basin
Water District, San Antonio Basin Water District, Santa Ynez River Water Conservation District,
and Santa Maria Valley Water Conservation District. The agencies of Carpinteria Sanitary
District and Vandenberg Village Community Services District do not offer OPEB only.
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
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 water, wastewater, and
stormwater service from some agencies providing these services within Santa Barbara County
experience a wide range of revenue. Local agencies receive between $8,600 and $8 per resident
(the median being $1,332). The amount of revenue received by a water and sewer providing agency
is often determined by water and sewer rates which agency residents have some control.
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 water, wastewater, and stormwater Services, except for one, have provided LAFCO
with the most recent audit as required by State law. The agency of Cuyama CSD were not able to
provide their most recent audits.
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
Goleta Sanitary District Regional Treatment Plant maintains similar agreements with Goleta
West Sanitary, UCSB, the City of Santa Barbara and the County of Santa Barbara. The District
also has an agreement with Goleta Water District to provide treated reclaimed water. Use of the
GSD regional wastewater treatment plant is through a joint use agreement for treatment and
disposal.
The City of Lompoc currently share facilities or services with other agencies, such as the
wastewater treatment facility (LRWRP). 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.
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
The City of Santa Barbara collaborates regionally and participates in a variety of agreements with
neighboring agencies: Joint Powers Agreement (for water treatment to MWD and CVWD),
Juncal Agreement, Agreement with La Cumbre for Recycled Water Delivery, Agreement with La
Cumbre 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 for City to supply District desal water, Exchange
Agreement which gives them credit in Cachuma for delivering some of SWP water to ID#1.
The City of Santa Barbara currently shares the Carter and Ortega Groundwater Treatment Plant
Facilities with the Carpinteria Valley (20%) and Montecito (19.7%) Water Districts for water
treatment. The City is also a member of the Joint Powers Agency for Cachuma Operation and
Maintenance Board (COMB) which operates, repairs, and maintains all Cachuma project
facilities, except Bradbury Dam. Members include Bureau of Reclamation, City of Santa Barbara,
Carpinteria Valley Water, Goleta Water, and Montecito Water Districts.
Several members joined in the formation of the Central Coast Water Authority (CCWA) in 1991
to construct, manage, and operate Santa Barbara County’s local facilities for distribution and
treatment of State water. Construction of conveyance facilities was completed in 1997, which
include the 102-mile Coastal Branch of the State Aqueduct and the 42-mile Santa Ynez Extension,
which ends at Lake Cachuma.
Many agencies collaborate with the USBR for a supply of water from the Cachuma Project on the
Santa Ynez River. These members include Goleta, City of Santa Barbara, Montecito, Carpinteria,
and Santa Ynez River Water Conservation District Improvement District #1.
Eighteen local water purveyors’ partner, co-funds projects, and programs established under the
Regional Water Efficiency Program (RWEP) for water conservation efforts. The 18 water
purveyors are as follows: City of Buellton, Carpinteria Valley Water District, Casmalia CSD,
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.
Many also participates in the Integrated Regional Water Management Program.
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.
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
In most cases among the local agencies, due to relative distance between the jurisdictions and
other communities, opportunities for shared facilities are limited. Many do not currently share
facilities with other agencies or the agencies do not have any opportunities to do so. It is unlikely
that a proposal would be forthcoming in the near future. Some jurisdictions have shared service
arrangements, which are outlined below and described in greater detail for each agency in Chapter
Three.
AGENCY SPECIFIC
As members of the CalWARN, most District’s participate in mutual aid agreement between other
wastewater agencies that provide for personnel, equipment, and facility assistance in an
emergency.
The Carpinteria Sanitary District is working in collaboration with Carpinteria Valley Water
District on an indirect potable reuse water supply project.
The Laguna County Sanitation District does not currently share facilities with other agencies
outside of the Joint Powers Agreement with City of Santa Maria regarding exchange of services.
The Montecito Sanitary District has an existing flow exchange agreement with the City of Santa
Barbara from 1980 that allowed abandonment of two pump stations in an exchange for flow by
gravity. The District also has two parcels (229 and 239 Ortega Ridge Road) that send flow to
Summerland Sanitary District for treatment on account of the configuration of the system.
The Montecito Water District currently is collaborating with the Montecito Sanitary District to
study the possible addition of recycled water supply to the MWD supply portfolio. The District
has an existing exchange agreement and JPA with the City of Santa Barbara.
The City of Solvang shares with the Santa Ynez Community Services District treatment and
dispose of sewage effluent. The Santa Ynez CSD also operates the Chumash Water Reclamation
Facility.
The Casitas Intertie Project would provide a direct connection with Carpinteria Valley Water
District for delivery of imported water, with an estimated average yield of approximately 2,000
AFY over a period of four months. The Project is anticipated to be online by 2023.
The CSA 12 District through the City of Santa Barbara is connected to the El Estero Wastewater
Treatment Plant in the area, which is owned and operated by the City.
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
6. ACCOUNTABILITY FOR COMMUNITY SERVICE NEEDS, INCLUDING GOVERNMENT
STRUCTURE AND OPERATIONAL EFFICIENCIES
REGIONAL
Santa Barbara County is served by a web of agencies providing water, wastewater, and
stormwater services. This Municipal Service Review primarily looks at the 33 Agencies ten Water
Districts (Carpinteria Valley Water, Cuyama Basin Water, Goleta Water, Montecito Water, San
Antonino Basin Water, Santa Maria Valley Water Conservation, Santa Ynez River Water
Conservation, Santa Ynez River Water Conservation Improvement ID#1, County Water Agency,
and County Flood Control & Water Conservation), two being Countywide Districts, seven
Community Services Districts (CSD) (Casmalia, Cuyama, Los Alamos, Los Olivos, Mission Hills,
Santa Ynez, and Vandenberg Village), six Sanitary Districts (Carpinteria, Goleta, Goleta West,
Laguna County, Montecito, and Summerland), one County Service Area (CSA 12), one Municipal
Improvement District (EMID), and eight Cities (Buellton, Carpinteria, Goleta, Guadalupe,
Lompoc, Santa Barbara, Santa Maria, and Solvang). Services are also provided by Mutual and
Private water companies.
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 33 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. Notably, the City of Santa Maria, Buellton, and Lompoc, along with the Casmalia
CSD, Cuyama CSD, Los Alamos CSD, Los Olivos CSD, and Mission Hills CSD, and EMID were
unable to provide the requested water/sewer maintenance data.
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
Two of the Sanitary Districts (Montecito & Summerland), Municipal Improvement District, two
California Water Districts (Cuyama Basin & San Antonio Basin), one Water District
(Montecito), six Community Services Districts (Casmalia, Cuyama, Los Alamos, Los Olivos,
Mission Hills, Vandenberg Village), and one of the eight Cities are governed by directors/council
members who are elected at-large by voters.
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. This list includes Carpinteria Sanitary
District, Goleta Sanitary District, Goleta West Sanitary District, Carpinteria Valley Water
District, Goleta Water District, Santa Maria Valley Water Conservation District, Santa Ynez
River Water Conservation District, Santa Ynez River Water Conservation District Improvement
District #1, and Santa Ynez Community Services District.
Of the 33 Special Districts and Cities providing water, wastewater, and stormwater services, all
of them with the exception of Casmalia CSD, 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 12, County Water Agency, and County Flood Control & Conservation District 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, with CSA 12 having the
least information available.
Consistent with the public notice requirements of California’s Brown Act, public agendas must
be posted by all public agencies at a public location a minimum of 72 hours prior to the meeting.
State law also requires that agendas be posted on the agency website, if one exists. All agencies
must also allow the opportunity for members of the public to directly address the legislative body
on any item of interest to the public at every regular meeting. As of January 2020, Senate Bill 929
requires all independent special districts to maintain a website, unless the district passes a
resolution claiming hardship for particular reasons each year. All Special Districts in this Study
currently maintain a website with the exception of Casmalia CSD.
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
7. ANY OTHER MATTER RELATED TO EFFECTIVE OR EFFICIENT SERVICE DELIVERY,
AS REQUIRED BY COMMISSION POLICY
REGIONAL
The Local Agency Formation Commission of Santa Barbara County has adopted Sphere of
Influence Policies and Criteria within its Policies and Procedures relating to Spheres of Influence
and Changes of Organization and Reorganization. These policies and criteria were adopted, in
conformance to State law, to meet local needs.
These policies stipulate that the designation of Spheres of Influence shall seek to preserve
community identity and boundaries and will urge the political and functional consolidation of
local government agencies that cross-cut those affected communities. Adopted General Plans of
the Cities and the County will be supported when defining Sphere boundaries. Duplication of
authority to perform similar service functions in the same territory will be avoided. An
economically sound base for financing services without including territories which will not
benefit from the services will be promoted. Agricultural resources and support facilities should
be given special consideration in sphere of influence designations. Sphere of influence lines may
be larger or smaller than existing local agency boundaries and may lead to recommendations for
changes of organization. The proposed amendments to the Spheres of Influence of the Carpinteria
Sanitary District, Laguna County Sanitation District, Montecito Sanitary District, Summerland
Sanitary District, Goleta Water District. Montecito Water District, and Carpinteria Valley Water
District are consistent with these policies. They are specifically designed to address service needs
and the capabilities of jurisdictions related to the total system.
The proposed affirmations and amendments to the Spheres of Influence of these agencies are
consistent with local policies and criteria.
This additional factor reviews the climate change resiliency efforts of agencies in Santa Barbara
County. The determination reviews how these services are provided and addresses questions
relating to the overall environment changing in relation to climate change. This factor is not a
mandated discussion topic pursuant to Cortese-Knox-Hertzberg Act and Santa Barbara LAFCO
guiding policies. However, it was requested by Santa Barbara LAFCO to be included in this MSR.
Climate change is already affecting the Santa Barbara area and is projected to continue to do so
well into the future. Current and projected climate changes include average temperatures, sea-
level rise, reduced winter snowpack, altered precipitation patterns, and more frequent storm
events. These changes have the potential for a wide variety of impacts, such as altered agricultural
productivity, wildfire risk, water supply, public health, public safety, ecosystem function, and
economic continuity.
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
Climate Change Projections
Climate models have predicted an increase in warming throughout the 21st century, with average
annual air temperature increasing about two degrees to five degrees by 2050. The Mediterranean
seasonal precipitation pattern is expected to continue during the 21st century, with most of the
precipitation occurring during winter from North Pacific storms. The hydroclimate (hydrology
and weather) is expected to be influenced by the El Niño-Southern Oscillation (ENSO) and the
Pacific Decadal Oscillation (PDO) with alternating periods of wet and dry water years. In the
Sierra Nevada, there will be some shift to more winter precipitation occurring as rain instead of
snow, with a reduction in snowpack accumulation and shifts in runoff patterns, especially during
the summer and fall.
Climate change is already affecting California’s water resources. Bold steps must be taken to
reduce greenhouse gas emissions. However, even if emissions ended today, the accumulation of
existing greenhouse gases will continue to impact the climate for years to come. Warmer
temperatures, altered patterns of precipitation and runoff, and rising sea levels are increasingly
compromising the ability to effectively manage water supplies, floods, and other natural
resources.
RAINFALL AND TEMPERATURE INFORMATION
Human activity, most notable the burning of fossil fuels like coal, gasoline, and natural gas to
produce electricity, power vehicles, and heat buildings, introduces large amounts of carbon
dioxide and other greenhouse gases into the atmosphere. These gases intensify the natural
greenhouse effect, causing global average surface temperatures to rise, which leads to changes in
global climate patterns. Disrupted climate patterns will have an impact on public health, social
and economic systems, and the environment.
Historically, Santa Barbara County has had a Mediterranean climate with several microclimatic
regions. Summers are warm and dry and winters are cool and often wet. Annual precipitation
ranges from 8 inches near Cuyama Valley to a maximum of approximately 36 inches at the
uppermost elevations of the Santa Ynez Mountains. Average rainfall in the City of Santa Barbara
is approximately 18 inches per year. The County’s topography has a unique physical orientation
compared to the rest of California, with a series of east/west transverse mountain ranges. This
topography causes an orographic effect when a storm approaches from the Pacific Ocean. Storms
from the south can cause heavy precipitation on south-facing slopes, and storms from the north
or west can concentrate precipitation on west- or north-facing slopes. Annual average rainfall at
the highest elevation is twice that of the lowest elevation. Most precipitation occurs in November
through March, with the exception of some far-inland mountain areas that may receive sporadic
late-summer thundershowers. Moist air from the Pacific Ocean moderates’ temperatures in the
coastal areas; lower winter minimums and higher summer maximums prevail in the inland valleys.
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
SEA-LEVEL RISE AND COASTAL FLOODING
Sea-level rise is expected to increase the risk of coastal erosion and flooding along the California
coast. Higher water levels due to sea-level rise could magnify the adverse impact of storm surges
and high waves. Impacts to assets from extreme high tides, in addition to net increases in sea-
level, will likely result in increased inundation frequency, extents, and depths leading to
catastrophic flooding and coastal erosion. Understanding the extent, depth, and duration of
inundation and the patterns of erosion will be necessary for characterizing infrastructure
vulnerability in coastal areas. In addition, sea-level rise has the potential to impact groundwater
conditions in the Groundwater Basins. The picture is further complicated by the concurrent
vertical movement of the land due to tectonic activity. Projections of the relative sea-level, the sum
of both sea-level rise and vertical land movement, are therefore important in the Santa Barbara
area.
Local, regional, and statewide planning studies indicate that the Region can be expected to be
impacted by sea-level rise. The National Research Council predicts that sea-level rise for the coast
of California will be 4–30 centimeters (approximately 1.6–12 inches) by 2030, 12–61 centimeters
(approximately 5–24 inches) by 2050, and 42–167 centimeters (approximately 17–66 inches) by
2100 (National Research Council 2012). Recent CoSMoS (Coastal Storm Modeling System)
modeling (https://www.usgs.gov/centers/pcmsc/science/coastal-storm-modeling-system-
cosmos, 2017) demonstrated serious SLR in the Santa Barbara region over the 21st century. The
most vulnerable regions for future flooding across the region include Carpinteria, Santa Barbara
Harbor/East Beach neighborhood, Goleta Slough/Santa Barbara Airport, Devereux Slough, and
Gaviota State Park. Many beaches will become increasingly narrow and, and up to two-thirds
may be completely lost over the next century across the region. Narrowing and/or loss of future
beaches will be caused by SLR combined with a lack of ample sediment in the system, which
together will continue to drive the landward erosion of beaches.
Within the Region, the popularity of beachfront property has meant that a large amount of
residential and commercial property can be found near sea level. The California Department of
Boating and Waterways performed an assessment on several beachfront communities to assess
the damage that could occur through sea-level rise, and included the City of Carpinteria as an
example of the estimated economic cost to beachfront communities. The results of this study
indicate that coastal development and coastal recreation are vulnerable to sea-level rise through
impacts to recreational value, habitat value, spending, and tax revenue. Coastal infrastructure in
the Region, including water and wastewater infrastructure, is also vulnerable to sea-level rise.
Sea-level has been measured at the Presidio tide gauge in San Francisco since 1854, with a recorded
rise in relative sea-level of 7.6 inches (19.3 cm) over the last 100 years. Rates of relative sea-level
rise vary along the coast in relation to the varying vertical land movement. The observed rise per
century is 8.0 inches (20.3 cm) in San Diego, 3.3 inches (8.4 cm) in Los Angeles, and 2.7 inches (6.9
cm) in Port San Luis. Sea-level is falling in Crescent City at a rate of 2.9 inches (7.4 cm) per
century. Present sea-level rise projections suggest that global sea levels in the 21st century can be
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
expected to be much higher due to higher rates of relative sea-level rise.
Recent events in the Santa Barbara Region, including a prolonged drought, historic wildfires,
flooding, and a catastrophic debris flow, have brought projected climate change impacts into stark
focus and have altered perceptions of priority climate-change vulnerabilities. Water quality for
surface water and groundwater, increased erosion and sedimentation, an overall decrease in
groundwater supply, and sensitivity due to higher drought potential have all been identified as
very high priority climate change vulnerabilities for the Region.
Sea-level rise has the potential to impact water supplies in Santa Barbara County through
seawater intrusion into coastal aquifers, impacts to water infrastructure, and decreased deliveries
from the SWP. Coastal aquifers in Santa Barbara County consist of the Carpinteria Groundwater
Basin, Montecito Groundwater Basin, Santa Barbara Groundwater Basin, Lompoc Plain
Groundwater Basin, San Antonio Groundwater Basin, and Santa Maria Groundwater Basin. Some
of these basins have the potential to be at risk of seawater intrusion. In the late 1970s, heavy
pumping in the Santa Barbara Groundwater Basin caused groundwater levels to drop as much as
100 feet and caused seawater intrusion into that basin. Effective pumping practices and
groundwater injection programs restored the previously existing groundwater gradient and
reversed the trend of seawater intrusion. Seawater intrusion has not been confirmed in any other
coastal aquifer. The Sea Level Rise and Coastal Hazards Vulnerability Assessment (County of
Santa Barbara 2017), developed as a component of the Santa Barbara County Coast Resiliency
Project, identified vulnerabilities to water and wastewater infrastructure.
Resiliency Policies
This section provides information regarding the local agencies’ adopted policies or documentation
that address climate change. If any agency does not have policies specifically addressing climate
change, a recommendation has been added that the agency include such sustainability and
resiliency policies within either their next General Plan Update or a corresponding infrastructure
Master Plan Update.
AGENCY SPECIFIC
None at this time.
CHAPTER ONE: MUNICIPAL SERVICE REVIEW DETERMINATIONS
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26 DRAFT 2022 WATER, WASTEWATER, AND STORMWATER SERVICE REVIEW & SPHERE UPDATE
CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS
AND RECOMMENDATIONS
A. Scope
This chapter provides recommended Sphere of Influence expansion determinations for five
Sanitary/Sanitation District (Carpinteria Sanitary District, Goleta Sanitary District, Laguna
County Sanitation District, Montecito Sanitary District, and Summerland Sanitary District), and
three Water Districts (Goleta Water District. Montecito Water District, and Carpinteria Valley
Water District). All other agencies (Cuyama Basin Water District, San Antonio Basin Water
District, Santa Maria Valley Water Conservation District, Santa Ynez River Water Conservation
District, Santa Ynez River Water Conservation District Improvement District No. 1, Santa
Barbara County Water Agency, Santa Barbara County Flood Control & Water Conservation,
County Service Area 12 (Mission Canyon Sewer District), Casmalia Community Services
District, Los Olivos Community Services District, and Vandenberg Village Community Services
District) are recommended to maintain their existing Sphere of Influence boundary. This chapter
does not include recommended determinations for the Goleta West Sanitary District,
Embarcadero Municipal Improvement District, Cuyama Community Services District, Los
Alamos Community Services District, Mission Hills Community Services District, and Santa Ynez
Community Services District or the eight Cities (Buellton, Carpinteria, Goleta, Guadalupe,
Lompoc, Santa Barbara, Santa Maria, and Solvang). The current report addresses water,
wastewater, recycled water and stormwater services provided by these Cities and Special
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 special districts for other services provided.
B. Summary of Recommendations
Based on the recommended determinations in this chapter, the Executive Officer recommends
that the Commission:
1. Affirm the currently adopted Spheres of Influence of the Cuyama Basin Water District,
San Antonio Basin Water District, Santa Maria Valley Water Conservation District, Santa
Ynez River Water Conservation District, Santa Ynez River Water Conservation District
Improvement District No. 1, Santa Barbara County Water Agency, Santa Barbara County
Flood Control & Water Conservation, County Service Area 12 (Mission Canyon Sewer
District), Casmalia Community Services District, Los Olivos Community Services District,
and Vandenberg Village Community Services District, as shown on Map (pages 73, 76, 77,
78, 79, 80, 81, 82, 83, 84 & 85);
CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS
2. Amend the Spheres of Influence of the Carpinteria Sanitary District, Goleta Sanitary
District, Laguna County Sanitation District, Montecito Sanitary District, Summerland
Sanitary District, Goleta Water District. Montecito Water District, and Carpinteria Valley
Water District, to include the recommended Study Areas not currently within the
boundaries of respected agency, as shown on the Map on pages 67, 68, 69, 70, 71, 74, 75, &
72.
C. Overview
The Cortese-Knox-Hertzberg Act states that in determining the Sphere of Influence of each local
agency, LAFCO shall consider and prepare a written statement of its determinations with respect
to five areas8:
8 These determinations are contained in Government Code section 56425(e).
1. The Present and Planned Land Uses in the Area, including Agricultural and Open-Space
Lands;
2. The Present and Probable Need for Public Facilities and Services in the Area;
3. The Present Capacity of Public Facilities and Adequacy of Public Services that the
Agency Provides or is Authorized to Provide,
4. The Existence of Any Social or Economic Communities of Interest in the Area if the
Commission determines that they are Relevant to the Agency; and
5. The present and probable need for those public facilities and services of any
disadvantaged unincorporated communities within the existing Sphere of Influence.
This chapter contains recommended Sphere of Influence expansion determinations for five
Sanitary/Sanitation District (Carpinteria Sanitary District, Goleta Sanitary District, Laguna
County Sanitation District, Montecito Sanitary District, and Summerland Sanitary District), and
three Water Districts (Goleta Water District. Montecito Water District, and Carpinteria Valley
Water District). Each of the five recommended determinations applies to all 33 agencies as a
group.
The Executive Officer has found the Spheres of Influence of all other agencies (Cuyama Basin
Water District, San Antonio Basin Water District, Santa Maria Valley Water Conservation
District, Santa Ynez River Water Conservation District, Santa Ynez River Water Conservation
District Improvement District No. 1, Santa Barbara County Water Agency, Santa Barbara County
Flood Control & Water Conservation, County Service Area 12 (Mission Canyon Sewer District),
Casmalia Community Services District, Los Olivos Community Services District, and Vandenberg
Village Community Services District) are recommended to maintain their existing Sphere of
Influence boundary as appropriate to meet the needs of district residents. This chapter, therefore,
includes the Executive Officer’s recommendation to affirm the currently adopted Spheres of
Influence, without change.
The Executive Officer also outlines the need for, and proposes amendments to, the Spheres of
Influence of the Santa Ynez Community Services District, and City of Santa Barbara: these would
change once future MSR’s are completed. These amendments would expand the Spheres of
Influence of the respective agencies to include the additions outlined in Chapter Three as
discussed in each agencies chapter profile. The agencies agree with this recommendation. These
Sphere expansions would be a step toward ensuring that the water and wastewater service needs
of County residents and property owners are met. If these amendments are adopted by LAFCO, a
proposal by the agency to annex all or a portion of the expanded Sphere is anticipated.
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 of the County
and the eight Cities within the County.
As a moderately sized County in the State of California, Santa Barbara County covers more than
2,737 square miles and is comprised of diverse natural habitats and residential communities. The
eight incorporated Cities comprise 68% of the County population and about 2% of the total land
area. The Housing Elements for each of the jurisdictions are in compliance with State Housing
and Community Development certification. The 6th Housing Element review cycle is underway
and State review is expected to be completed by mid-year 2023. Local Housing Elements are due
to the State by February 15, 2023. Five Cities recently updated their General Plans which includes,
Carpinteria, Buellton, Guadalupe, Lompoc, and Solvang. Two of the Cities will be considering
General Plan Updates over the next few years which includes, Santa Maria and Santa Barbara.
The City of Goleta’s General Plan was adopted in 2006 with at least 21 amendments since
adoption.
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.
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, Goleta, and Guadalupe, along with three Water Districts (Carpinteria Valley Water,
Goleta Water, and Montecito Water Districts), and two of the three Water Conservation District
(SMVWCD & SYRWCD ID#1), both Countywide Water Agency and Flood Control, County
Service Area 12, and four Community Service Districts (Casmalia, Cuyama, Los Alamos, & Los
Olivos), Cuyama Basin Water District, San Antonio Basin Water District have a Sphere of
Influence that match their district boundaries having no Sphere of Influence beyond service
boundaries. These communities have limited areas for future development and will be dependent
on in-fill projects.
Due to the large size of some agencies and varied topography of the area, there is a wide range of
land uses present within the agencies’ boundary and SOI. Land uses are largely Rural Residential,
Low Density Residential, and Natural Resources with Agricultural lands. There are no
agricultural or open-space lands within the SOI expansion areas.
The CVWD, MWD, & GWD provides treated water to a population of 112,227 in the south coast
portions of the County. The areas are largely urbanized with a full range of existing and planned
land uses.
The CSD, MSD, & SSD provides sewer collection and treatment to a population of 26,845 in the
south coast portions of the County. The areas are largely urbanized with a full range of existing
and planned land uses.
The Laguna County Sanitation District provides sewer collection and treatment to a population
of 32,000 in the northern portions of the County and south of the City of Santa Maria. The areas
are largely urbanized with a full range of existing and planned land uses.
Water Conservation agencies that provide conservation services related to watershed
management, floodplain management, conservation education and services, and watershed
studies and projects continue to meet an increased need for services. Population growth in Santa
Barbara County has increased pressures on natural resources, such as creeks, streams and other
areas used for recreation. In addition, development has expanded the area covered by impervious
surfaces, thereby increasing the need for resource conservation in support of flood control and
water quality in many of these agencies service boundaries. In some cases, the agency does not
own or maintain facilities, but rather provides other services.
For the eight Cities; growth rates are estimated to be as follows:
• The City of Buellton anticipates growing at a 6.9% growth rate over the next 20 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% of this having already been developed. The
undeveloped area consists of 50 vacant parcels that collectively total 27 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 and consists of 84
vacant parcels that collectively total 100 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 49 vacant parcels that collectively total 103 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 109 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 or 94% having already been developed. The
undeveloped area consists of 521 vacant parcels that collectively total 591 acres.
• The City of Santa Maria’s 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 262 vacant parcels that collectively total
193 acres.
• The City of Solvang’s projected growth rate is about 3%. Close to 98% of the parcel acreage is
under private ownership with 87% having already been developed. The undeveloped area
consists of 63 vacant parcels that collectively total 75 acres.
• The County’s growth rate, covering the same period, estimates 9.5 percent growth in the
surrounding unincorporated areas.
For the four Water Districts; Carpinteria, Goleta, Montecito, SYRWCD ID#1 and six Sanitary
Districts; Carpinteria, Goleta, Goleta West, Laguna County, Montecito, and Summerland growth
rate will follow the respective Cities and unincorporated County at less than one percent.
• Carpinteria Valley Water growth rate is projected under the County’s plans as less than one
percent growth in the surrounding unincorporated areas and 0.7 percent within the City.
Approximately 95% of the parcel acreage is under private ownership with 58% having already
been developed. The undeveloped area consists of 135 vacant parcels that collectively total
238 acres.
• Carpinteria Sanitary growth rate is projected under the City and County’s plans as less than
one percent, which faces constraints. Approximately 82% of the parcel acreage is under private
ownership with 93% having already been developed. The undeveloped area consists of 86
vacant parcels that collectively total 122 acres.
CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS
• Goleta Water growth rate is projected under the County’s plans as less than one percent
growth in the surrounding unincorporated areas and 0.6 percent within the City.
Approximately 50% of the parcel acreage is under private ownership with 75% having already
been developed. The undeveloped area consists of 371 vacant parcels that collectively total
1,356 acres.
• Goleta Sanitary growth rate is projected under the County’s plans as less than one percent
growth in the surrounding unincorporated areas and 0.6 percent within the City.
Approximately 94% of the parcel acreage is under private ownership with 84% having already
been developed. The undeveloped area consists of 145 vacant parcels that collectively total
494 acres.
• Goleta West Sanitary growth rate is projected under the County’s plans as less than one
percent growth in the surrounding unincorporated areas and 0.6 percent within the City.
Approximately 78% of the parcel acreage is under private ownership with 71% having already
been developed. The undeveloped area consists of 93 vacant parcels that collectively total
243 acres.
• Laguna County Sanitation growth rate is projected under the County’s plans as less than 1.5
percent. Approximately 75% of the parcel acreage is under private ownership with 51%
having already been developed. The undeveloped area consists of 596 vacant parcels that
collectively total 351 acres.
• Montecito Water growth rate is projected under the County’s plans as less than one percent
growth in the surrounding unincorporated areas. Approximately 91% of the parcel acreage is
under private ownership with 85% having already been developed. The undeveloped area
consists of approximately 491 vacant parcels that collectively total 1,283 acres.
• Montecito Sanitary growth rate is projected under the County’s plans as less than one percent
growth in the surrounding unincorporated areas. Approximately 97% of the parcel acreage is
under private ownership with 86% having already been developed. The undeveloped area
consists of 343 vacant parcels that collectively total 643 acres.
• Summerland Sanitary growth rate is projected under the County’s plans as less than one
percent growth in the surrounding unincorporated Summerland areas, which faces several
constraints. Approximately 85% of the parcel acreage is under private ownership with 84%
having already been developed. The undeveloped area consists of 41 vacant parcels that
collectively total 66 acres.
• Santa Ynez River Water Conservation ID#1 growth rate is projected under the County’s plans
at 4.6 percent and about 3% in City of Solvang. Approximately 92% of the parcel acreage is
under private ownership with 89% having already been developed. The undeveloped area
consists of 132 vacant parcels that collectively total 279 acres.
Some land use zoning within the proposed Study Areas of the Carpinteria Sanitary District,
Montecito Water District, Santa Ynez Community Services District, and City of Santa Maria
Spheres of Influence are Agriculture. However, no study areas are recommended for expansion
are within prime agriculture land with the exception of Santa Ynez Community Services District
Study Area #3 (Janin Acres & Western Santa Ynez Special Problem Area). This Study Area #3
consist of existing single-family residential within 1-E-1 zoning.
The planned use for these areas might include open space. The proposed SOI areas compare
favorably with the existing pattern of development and would promote the efficient provision of
public services, and in the case of SYCSD Study Area #3 address Special Problem Area, encourage
the preservation of open space and agricultural land and would further discourage urban sprawl
in the particular area. The County’s General Plan policies enable the County to effectively manage
the growth and development within these areas. In the case of the City of Santa Maria, SOI Study
Area #1 would promote efficient service for a failing water system.
In general, Santa Barbara County’s water and sewer agencies have adequate Spheres of Influence
and boundaries. Ninety-seven percent of residents living within Santa Barbara County are within
the boundaries of a local public agency providing water, wastewater, and stormwater services.
The Executive Officer recommends amendments to the Spheres of Influence of the Carpinteria
Sanitary District, Goleta Sanitary District, Laguna County Sanitation District, Montecito Sanitary
District, Summerland Sanitary District, Goleta Water District. Montecito Water District, and
Carpinteria Valley Water District that provide water and wastewater services. This
recommendation would allow the agencies to expand into adjacent properties that are not now
within the boundaries of a water or sanitary agency.
The Executive Officer also recommends a number of clean-up action in the future for the MWD
and City of Santa Barbara. At the conclusion of the consolidation feasibility study of the
Montecito Water and Sanitary Districts, if adjustment to the Sphere of Influence and service area
boundary are necessary, LAFCO can consider these requests at that time. Cleaning up the areas
would clarify billing, avoid staff time for both agencies to true up water usage each month,
accurately reflect MWD service boundary, and provide clear messaging to the customers about
water source and water related emergencies/notices as they arise. This recommendation indicates
that the area may warrant revisions in the District’s and City’s Sphere in future years following a
subsequent application.
The Executive Officer also recommends a future study for the Goleta Sanitary District within the
Hope Ranch Community. The area is already within the City of Santa Barbara Sphere of Influence.
However, the understanding is that some of the topography and existing district infrastructure in
the western portion of Hope Ranch slopes in a more desirable gravity flow connection towards
the Goleta Sanitary District system. The full extent and system design that could benefit some
parcels will require further analysis. If at some point in the future if the septic systems within the
Hope Ranch Community either begin to fail beyond the ability to be repaired, or if a regulatory
agency requires public sewer system as an alternative, then the entire community should be
evaluated and considered which portions may best be serviced by the most logical provider as a
single action to either amend the Sphere of Influence for Goleta Sanitary District or seek services
from the City of Santa Barbara. Individual SOI and annexation request on a parcel-by-parcel basis
should not be considered by LAFCO unless there is a health and safety reason.
CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS
A map of the Carpinteria Sanitary District, Goleta Sanitary District, Laguna County Sanitation
District, Montecito Sanitary District, Summerland Sanitary District, Goleta Water District.
Montecito Water District, and Carpinteria Valley Water District boundaries and the proposed
Sphere of Influence amendments are at the end of the chapter on pages 67, 68, 69, 70, 71, 74, 75, &
72.
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
All local water, wastewater, and stormwater service agencies plan to meet current and future
needs through annual budgets and maintenance schedules. Some agencies have adopted detailed
strategic plans, management plans, and capital improvement 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.
There is a clear and present need for domestic water, wastewater, and stormwater services within
the existing service areas, as shown by demand for domestic water and fire flow, sewer collection,
and drainage services. The agencies each serve developed areas, and water and wastewater
services are needed to serve the existing homes and future development on existing parcels. The
present need for water, wastewater, and stormwater service is currently being met by the agencies
that serve the communities.
As outlined in Chapters One and Three, the local agencies anticipating the most population
growth are City of Santa Maria and the unincorporated portions of Santa Barbara County in the
Orcutt area. These Chapters outline the MSR Determination for the present and probable need
for services in each area. Even without growth, present needs are significant throughout the
County. The probable need for public services will be greater when development occurs. It’s likely
that urban levels of development will be proposed in the Sphere of Influence. The future
preparation of Specific/Development Plans as areas are proposed for development and by
conformance to LAFCO policies requiring a comprehensive Plan for Providing Services at the time
of each future annexation proposal will address the needs.
For some agencies, based on the limited potential for growth in the area, it is not expected that
the agency will need to expand services in the near future.
The following agencies Goleta Sanitary District, Goleta West Sanitary District, Laguna County
Sanitation District, Montecito Water District, Carpinteria Valley Water District, Cuyama
Community Services District, Los Alamos Community Services District, Cities of Buellton,
Guadalupe, Lompoc, and Solvang have completed a current Facilities/Master Plan and is
proceeding with needed improvements as funds become available. Aging water and sewer mains
are also planned for replacement as trouble locations are identified. The agencies of Carpinteria
Sanitary District, Laguna County Sanitation District, Summerland Sanitary, Vandenberg Village
Community Services District Cities of Buellton, Santa Barbara, and Solvang has been able to
contain or reduce operating costs through WWTP and collection system upgrades.
Most areas are fully developed within the recommended SOI expansion areas or already operate
under an existing agreement. Future connection to the Santa Ynez Community Services District
agency, and City of Santa Barbara would allow connection to either a treated, potable water source
or public sewer system that is treated and disposed of properly.
With limited growth potential for some of the service areas, existing water and wastewater
services in the area appear adequate.
In many cases, parcels are already served by some agencies through an out-of-agency service
agreement, or prior agreement that are located outside of the respective agencies SOI. As the
logical long-term service provider for the various properties, consideration was and should be
given to expanding some current SOI to include these properties.
The Executive Officer recommends that LAFCO affirm the current Spheres of Influence for
Cuyama Basin Water District, San Antonio Basin Water District, Santa Maria Valley Water
Conservation District, Santa Ynez River Water Conservation District, Santa Ynez River Water
Conservation District Improvement District No. 1, Santa Barbara County Water Agency, Santa
Barbara County Flood Control & Water Conservation, County Service Area 12 (Mission Canyon
Sewer District), Casmalia Community Services District, Los Olivos Community Services District,
and Vandenberg Village Community Services District.
The Sphere of Influence expansions proposed for the Carpinteria Sanitary District, Goleta
Sanitary District, Laguna County Sanitation District, Montecito Sanitary District, Summerland
Sanitary District, Goleta Water District. Montecito Water District, and Carpinteria Valley Water
District will not add significant service demands on existing District service capabilities.
CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS
3. THE PRESENT CAPACITY OF PUBLIC FACILITIES AND ADEQUACY OF PUBLIC
SERVICES THAT THE AGENCY PROVIDES OR IS AUTHORIZED TO PROVIDE
The present and probable need for public facilities and services varies for each local public agency
providing water, wastewater, and stormwater 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 varies exchange and flow agreements allows neighboring
agencies to assist each other in meeting regional needs.
Most agencies are currently able to provide adequate water and wastewater services to their
respected area. Water supplies and WWTP’s are considered in good operating condition and
require no major rehabilitation in the near future, with the exception of Lompoc plant located at
1801 W Central Ave, Solvang plant located at 101 South Alisal Road, Montecito plant located at
1042 Monte Cristo Lane and Summerland plant located at 2435 Wallace Ave, each were evaluated
as fair condition.
Some agencies rely on a single source of water to supply the entire agency demand. In the event
the, local water supply (or portion becomes unavailable via treatment plant is offline, or
groundwater not sustainable), these agencies would have limited supply to fulfill customer
demands. It is recommended that these agencies continue to seek out additional emergency
sources of water such as wells or other surface water diversions, or interties with neighboring
agencies.
South Coast agencies have invested approximately $109.6 million in water and $52.6 million in
wastewater new and upgraded facility and infrastructure projects during the last year. Laguna
County Sanitation District has invested approximately $8.2 million in new and upgraded facility
and infrastructure projects.
Montecito Water District appears to have more than adequate water supply to serve existing and
near-term demand; only 26 percent of the District’s capacity was made use of on average in 2020.
Carpinteria Sanitary District appears to have more than adequate wastewater treatment capacity
to serve existing and near-term demand; only 46 percent of the District’s capacity was made use
of on average in 2021.
Laguna County Sanitation District appears to have more than adequate wastewater treatment
capacity to serve existing and near-term demand; only 46 percent of the District’s capacity was
made use of on average in 2021.
Santa Ynez Community Services District current demand is only 45 percent of the District’s
capacity, however, SYCSD could reach its adjusted capacity upon reaching General Plan buildout,
and further annexations outside the existing Sphere of Influence might require additional WWTP
capacity.
Capacity to provide watershed stewardship and flood control protection is challenging to define;
however, given the breadth and quality of services provided and professional management
practices, the agencies providing stormwater management and water management services
appears to have capacity to serve existing demand for these services and the services provided
seem to be adequate overall.
As outlined in Chapter Three, each of the agencies generally have adequate revenues,
infrastructure, and facilities albeit the treatment plants, tanks, boosters/lift stations conditions
run from poor to excellent. These agencies maintain fund balances that are available to meet
unexpected demands, with the Los Olivos CSD, Vandenberg Village CSD for wastewater, Cities
of Guadalupe, and Santa Barbara on the leaner range.
The Executive Officer proposes an expansion of the Spheres of Influence for the Carpinteria
Sanitary District, Goleta Sanitary District, Laguna County Sanitation District, Montecito Sanitary
District, Summerland Sanitary District, Goleta Water District. Montecito Water District, and
Carpinteria Valley Water District. The Districts have the financial and organizational resources
needed to provide services to these areas. Since no changes to the Sphere of Influence are proposed
for the other agencies, 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
the agencies are funded through a portion of the one-percent property tax.
CHAPTER TWO: SPHERE OF INFLUENCE DETERMINATIONS AND RECOMMENDATIONS
The residents and landowners within the respective communities have an economic interest in
the services provided by the agencies as they are either funded through a portion of the one-
percent property tax and/or water and sewer rates. The SOI update will not affect the existence
of any social or economic communities of interest in the areas that are relevant to the agencies.
The ratepayers have participated in purchasing the system and funding the infrastructure
upgrades for the various agency systems; therefore, the ratepayers have an economic interest in
the services provided by the respective agencies.
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, Lompoc, portions of Goleta,
Santa Maria, Santa Barbara, and Isla Vista were identified as qualifying as disadvantaged
communities. The boundaries of the County Water Agency and Flood Control District service
area and Sphere of Influence cover the entire County, including any disadvantaged
unincorporated communities identified. As outlined in Chapters One and Three, the local
agencies that qualify for disadvantaged are discussed in greater detail.
There are no DUCs within or contiguous to the agencies where SOI expansion is recommended.