2022 Voters Guide
Santa Barbara South Coast Chamber of Commerce is proud to present our 2022 Voters Guide. Part of the Chamber’s charter and mission is to connect business with the government in meaningful ways. Our annual Voters Guide is not meant to tell you who or what to vote for. That is up to you. Our job is to identify the candidates and measures that are most aligned with our pro-business mission, as it relates to the quality of life in our communities.
This year the Chamber sent candidate questionnaires to candidates running in several local elections of interest to the Chamber. Below you will find the candidates' answers to these questionnaires, along with the Chamber’s endorsed candidates and positions on local ballot measures.
Santa Barbara South Coast Chamber 2022 Goleta Voters Guide
District 1 City Council Candidate – Endorsement
Roger Aceves - Incumbent
Councilmember Roger Aceves is a Santa Barbara South Coast Chamber of Commerce endorsed candidate. With 15 years of experience on the City Council, Councilmember Aceves has proven himself to be a champion for local businesses and residents alike.
District 2 City Council Candidate – No Endorsement
The Santa Barbara South Coast Chamber of Commerce has not issued an endorsement for the 2nd District Goleta City Council race. Both candidates show potential for this position; James Kyriaco, the incumbent, and Sam Ramirez, Goleta Planning Commissioner. Please review each candidate’s answers to the Chamber’s Goleta City Council Candidate Questionnaire below.
District 1 Water District Candidate – Running Unopposed
Tom Evans - Incumbent
District 2 Water District Candidate – No Endorsement
The Santa Barbara South Coast Chamber of Commerce has not issued an endorsement for the 2nd District Goleta Water District Council race. Please review each candidate’s answers to the Chamber’s Goleta Water District Candidate Questionnaire below.
No on Measure B
The Chamber opposes Measure B and a new sales tax in Goleta, given the economic uncertainty we are heading into. This is a permanent tax with no expiration date and can only be repealed by a future ballot measure. This sales tax has no oversight component attached to it, and as a general-purpose tax it can be used for any purposes by the current and future City Councils.
Goleta City Council Candidate Questionnaire Responses
Question 1: Candidate Priorities
Please list your personal top priorities for the City of Goleta and provide your plan for seeing these priorities realized.
My focus priorities for the newly created First District are; maintaining a strong fiscal balance by adhering to the newly adopted Two Year Budget, ensuring the roadways are safe, especially in areas where our children walk or bike to school, and maintaining and enhancing our parks.
The new Budget is balanced and will provide for the community needs provided we stick to it. I will continue the effort to keep our School Resource Officer at Dos Pueblos High School, and see that safe paths to schools are created and maintained, and I would also advocate for adding an additional motor officer, thus ensuring adequate service around our schools. Public Parks provide needed recreation and a natural setting to enjoy the environment.
As a Goleta Council Councilmember, my priorities will be to ensure we have safe and healthy neighborhoods, that I actively support our local economy, and that I work hard to ensure Goleta continues to be a place residents love to live, work, and enjoy life.
As a resident, parent, and school board member, I’ve been proud to see Goleta continue to be listed among the safest cities in our State. In order to have safe communities, we need to ensure our first responders have the resources and support they need to respond when needed. We have an active community and need to ensure our streets are safe for pedestrian and bicycle travel, and that our parks are well maintained. Additionally, I will work hard to ensure our residents, our infrastructure, and our businesses are supported in meeting the challenges we face related to climate change and other impacts.
Goleta is home to many businesses and it is where many local businesses can get a start. As a Councilmember, I will be a strong supporter of our local businesses. District 1 is home to the Fairview Shopping center and the Calle Real shopping center. These are two critical and essential commercial areas in our City. I am committed to proactively seeking their input, working to address their needs, and being accessible and responsive.
My priorities remain keeping Goleta healthy, safe & fiscally sound by providing more workforce housing and childcare where people live, work, shop and play, and securing resources necessary to maintain roads and critical infrastructure for residents, shoppers, and tourists, particularly in Old Town.
I will prioritize funding a new affordable housing program, a scholarship program for childcare modeled on the United Way report recommendations that empowers parents and providers, complete the Old Town Interim Striping project with a focus on Alternative 1, and invest heavily in Visitor Services by funding and prioritizing our new Economic Development Strategic Plan. After sales tax passage, I will partner with the Chamber on implementation of the Priority Spending Plan, which aligns with Chamber requests. Lastly, acquiring the GUSD bus site, implementing the Old Town Visioning Process and building consensus on needed investments in beautification, infrastructure, and parking through mechanisms like a PBID.
For the last few weeks, I have spoken with dozens of residents and business owners about the need for vision in Goleta and more importantly at City Hall. A few of my priorities as outlined in my 2030 Vision for the City are:
1) Economic Development - Establish an Economic Development Plan that will drive policy decisions and guide actions/resources and that provides accountability for Departments and the City Council
2) Solving our Housing Issues - Establish the foundation for a thriving community by stimulating the development of affordable, market, and senior housing, revitalizing catalyst sites, and re-imagining how residents use transit and transportation.
3) Addressing Public Safety - Ensuring that Public Safety is a number one priority by working with SB County Fire and SB County Sheriff to deliver excellent customer service and appropriate response time.
4) Making Goleta easier and safer to navigate - Invest appropriate levels of capital to improve current sidewalks and streets, along with planning for the future growth of Goleta.
5) Helping Goleta City Government be more responsive - Manage performance of City services via analytics and data collection. Set and monitor realistic and progressive performance metrics. Expand community engagement.
Question 2: Goleta Business Climate
How would you describe the current business climate in Goleta? How would you describe the City’s current relationship with local businesses? Is there anything you would like to see change regarding Goleta’s business community? If so, how would you work toward that goal?
This is an area where we have fallen short. In the last budget cycle we had allocated $150,000 to create a partnership with the Chamber. Without notification, the money was reallocated to other services. The Chamber can help us by identifying the needs of the business community as well as the general public. Currently, our approach to the Business Community hasn’t been that welcoming. The Council fails to see how vital a strong business community serves the public as well as providing jobs and the means for families to continue to live here.
Goleta has a vibrant business community. We have a mosaic of global businesses, innovative technology companies, large commercial businesses, and beloved small businesses. We attract many visitors to our local hotels for business and leisure. From the outside, my perspective is that the City’s relationship with the Chamber is an area of opportunity. As a Councilmember, I believe it is in the best interest of our local businesses and our local economy to have a positive, working relationship with the Chamber. I will commit to meeting regularly with Chamber representatives, attending Chamber events, and would be open to ongoing dialogue about important issues related to our business community and the regional economy.
COVID-19 related supply chain problems, war in Ukraine, high gas prices, inflation and cryptocurrency market tumult have all conspired to create a challenging business climate throughout the region, and the nation.
Locally I have worked to foster a positive relationship with small businesses and worked to attract new businesses like Kate Farms and Oat Bakery moving to Goleta.
I strive to be thoughtful and collaborative, so more business community input at City Council meetings would help us be more effective in our policy roles. I also want the business community to do more to partner with and promote Old Town legacy businesses like Goleta Bakery, and newer businesses like La Tia Joanna. After completing the Economic Development Strategic Plan, a Child Care Action Plan, Interim Striping and the Old Town Visioning Process, I will bring people together effectively and collaboratively to implement the shared community vision for all our benefit.
Goleta needs to do a better job supporting our local business community. We live in a place that takes pride in our community, but the actions of our local government have not reflected that. The City has been slow to make an improved Business Climate a priority. There are some simple, tangible things we can do to improve our local business climate. First, let’s create a robust shop local program that reflects the unique character of our hometown as well as the unique needs of our businesses. Keeping Goleta’s dollars in Goleta should be a much bigger priority. Having varying priorities doesn't allow for the City Management/Leadership team to dedicate time and resources to making Goleta the number one destination for business. Below are a few ideas from my 2030 Vision for the City:
1) Establish and strengthen ongoing local small business support with grants, coaching, and micro-loans.
2) Quarterly Roundtable meetings with 2nd District Businesses that allow for a regular conversation about what is and is not working for Businesses and what the City can do to help.
3) Pursue the creation of a Goleta Technology Zone that partners with Companies who want to start in Goleta, thus making Goleta a hub for research, technology, and development. Our city is next to a top-5 research university in the country. We should be doing everything in our power to keep skilled graduates in the area and working for local companies.
4) Work with the Goleta and Santa Barbara School Districts on specialized programming that plans for future workforce demands.
Question 3: Goleta Sales Tax
Do you support the proposed sales tax on the November ballot? Why or why not? And – in the event that the ballot measure passes – what are your thoughts on a portion of the revenue of the new sales tax be used for visitor services programs, development of economic development programs as part of the City’s Economic Development Strategic Plan, childcare assistance programs that will directly benefit employers and employees in the region, and the revitalization of Old Town Goleta?
I am opposed to the sales tax measure. The council spent hours creating a spending plan as if the tax had already been voted on and approved. Visitor services were not even discussed nor was the development of an economic development plan. We have a balanced budget, with strong fiscal priorities so many of these services could be funded if the Council adjusted its priorities. The Council is not only spending the money as if it was a done deal, but plans to increase City Staff by 25%, by adding seventeen new employees.
Now is not the time to ask people to pay additional taxes. Interest rates, rents, food, and fuel rates have all increased dramatically. This increase touches everyone and I don’t believe that our citizens are willing to volunteer to spend more at this time.
I have followed this discussion over the last several months - and when it was first proposed in 2020. I believe the City has made a compelling argument for the funding needs that are necessary to support important safety and infrastructure needs for the City’s future. Additionally, the City hired a professional firm that conducted two polls of Goleta residents. Those polls, which surveyed hundreds of Goleta voters, found significant support for the sales tax measure.
In light of this information, I believe it is prudent to put this question to the voters of Goleta to decide. The residents of Goleta are smart and well informed. I trust them to consider this issue and make their decision.
I recently supported and helped lead a successful school bond measure for the Goleta School District. For that bond, I felt it was important for voters to have a transparent and detailed idea of how those funds would be used and how they would benefit the district. Visitor services, economic development, child care assistance, and support for Old Town are all priorities that I have heard time and again from residents. I would support a focused public discussion on the priorities for this new revenue stream that includes commitments in these areas and a strategy for communicating this to the public if the measure is passed.
Yes, to go into effect January 2024, along with our priority spending plan that is aligned with the Chamber’s priorities. While Goleta is fiscally sound, rising road maintenance and Sheriff’s contract costs could create a tipping point as early as 2026.
Further delay will waste millions due to the massively higher cost of rebuilding, rather than maintaining our roads and infrastructure, leaving no money for needed investments in workforce housing and childcare efforts, funding visitor services, public safety or addressing homelessness.
Our Priority Spending Plan calls for:
- $5.5 million to roads, infrastructure repairs, addressing homelessness, public safety.
- $1.9 million to Economic Development Strategic Plan development/implementation, Affordable Housing, Childcare Programs, Old Town Visioning, Infrastructure & Beautification.
- $2.1 million for Parks, Climate/Energy resilience and Creeks/Watersheds.
- $1.5 million for other priorities like Library funding, Goleta Community Center improvements. I also requested $250,000 be reserved for a legal fund for potential future litigation.
The last two years have been some of the most challenging personally and financially for so many people across the City of Goleta. Families and businesses are trying to rebound from this physical, mental and economic shock, but it is difficult to do so with housing costs at an all-time high, gas prices higher than they have ever been, and inflation tracking at almost double digits. For some of these reasons, I am not supportive of an increase in sales tax at this time.
Of course, it is up to the voters, and I respect that. In the event it does pass, I am supportive of promoting economic opportunity for all residents through small business support, and workforce development. Below are a few ideas from my 2030 Vision for the City:
1) Grow the entrepreneurial spirit throughout Goleta through technical assistance and Chamber partnerships
2) Pursue City-sponsored Small Business Grants
3) Increase collaboration with the Business and Economic Stakeholders
4) Conduct a study of regional entrepreneurial activities and demands, explore the feasibility of additional start-up incentives
5) Explore ways to bridge the digital divide by ensuring high-speed internet access for everyone in Goleta
Question 4: Old Town
Multiple workshops and city polls have consistently reflected the public’s desire for the revitalization of Old Town. By moving forward with projects like the Hollister Avenue Old Town Interim Striping Project, the City can begin the process of ensuring bicyclist safety, traffic calming, and the beautification of Old Town to create a more walkable and inviting downtown. The Chamber also supports the creation of a Property Business Improvement District (PBID) to accelerate the process and address the needs of a revitalized Old Town.
Would you support identifying funding to make changes to Old Town? If so, what will you do to push progress forward on a long-term project to realize goals like bicyclist safety, traffic calming, and beautification? If not, why do you feel the status quo is a better alternative? Additionally, what are your thoughts on the creation of a PBID for Old Town?
The revitalization of Old Town was my highest priority when I ran for council in 2006. Despite many meetings, surveys, and plans, we are nowhere closer, although we were successful in installing sidewalks and handicap curbs in most of the residential area. We have no comprehensive plan that addresses multiple issues at once. Instead, we attempt to fix one element at a time with no idea if we will have to address it again while fixing something else later.
The crucial issue is that we have never created an Old Town Visioning plan. We have not addressed the traffic and parking issues other than acquiring parcels for parking. We don't enforce the timed parking restrictions. This alone would help customers visiting businesses in Old Town. Part of the visioning plan should include a PBID, which I supported in the past and will in the future.
As a Councilmember, I will prioritize making progress on improvements that residents and businesses have asked for in Old Town. For years, we have gathered input from residents, businesses, property owners, and bicycle advocacy groups, it is time to take action. There is broad support for traffic calming measures that reduce vehicle speed and make Hollister Avenue in Old Town safer and more inviting for cyclists, residents, and visitors. I would support potential revenue sources such as the sales tax (if passed), grants, or other budgetary investments to begin making a visible impact.
As a new Councilmember, I would bring a fresh perspective to addressing needs in Old Town. With my background in land use planning, in economic development, and community outreach, I’m eager to be an active participant in this dialogue and in identifying concrete projects that will have community support and can make a positive difference. We all want to protect the charm, character, and small-town feel of Old Town. I also want Old Town to remain a place where entrepreneurs can start and sustain a business. With Council Districts, it will also be essential that I work collaboratively with the Councilmember in this District. I have a strong track record of working with others and have strong connections to regional partners and community members that will make me an effective partner in this area.
My priority is to implement Interim Striping Alternative 1, once assured by local agencies that it will not create safety issues. This will create more of a sense of place in Old Town and create a downtown feel. A place that can be a wonderful bookend to Camino Real Marketplace and Hollister Village in West Goleta. A smaller, special, and primarily local business alternative to the big box stores.
I am working to bring Alternative 1 back for a workshop that will answer previous council and community questions and respond to new input by the end of 2022. To beautify and revitalize Old Town I also support moving quickly toward an Old Town Visioning Process, which I successfully re- prioritized in our city manager department’s workplan. This can lay the foundation for future mixed use or adaptive reuse development in Old Town and lead to acquiring a future city parking lot.
The City of Goleta has been talking about revitalizing Old Town Goleta for several years. As you note in the question, multiple workshops and City polls have consistently reflected the public’s desire, yet it has not been a priority for the current City Council and leadership at City Hall. The status quo is not working. The Hollister Avenue corridor from Patterson to Storke Avenue can be an economic engine if we embrace it and plan for it. Below are a few ideas from my 2030 Vision for the City:
1) Establish a Downtown facade program using Community Development Block Grant (CDBG) dollars.
2) Invest in streetscape improvements (sidewalks, street trees, public art, etc.). As an avid runner, I wholeheartedly support any safety improvements that will make it easier for residents and visitors to travel through the 2nd District.
3) Develop a Bicycle Green Belt that connects Old Town with Calle Real and the Camino Marketplace.
4) Enhance traffic enforcement in targeted areas to improve the safety of drivers and the general public.
5) Install Yield to Pedestrian signs at intersections and crossings with high pedestrian volumes.
Question 5: Housing
The Chamber has been an advocate for workforce housing needs for many years and applaud the City’s current and upcoming housing elements for identifying the need for workforce housing in Goleta. While Goleta has made some progress in this area, there is still much work to be done. What do you see as the primary barriers to increasing the housing stock in Goleta? What will you do to address Goleta’s need for additional workforce housing?
I recently met with the General Manager of one of our largest employers and the impact this situation has had on his company. This issue has to be shared with employers. The Chamber could assist in this area. The primary barriers remain the availability of land, and especially water. Some solutions could include rezoning, reconsiderations of land use issues, or finding locations outside the city and providing a shuttle service. Many Goleta residents are totally unaware of all the issues and are distrustful of growth in any form. This is a further barrier to thoughtful consideration of the problem. I am open to a discussion with all stakeholders in the community interested in a serious discussion.
I participated in the Housing Element process for the City by attending public meetings, providing survey input, and attending the recent South Coast Housing Workshop. Goleta should move forward with a plan to address current and future housing needs - at all income levels.
From my perspective, the City can be more proactive and should direct staff to be more proactive in working with proposed project applicants. We will always have to balance the need for more housing with preserving part of what makes Goleta so special - our natural environment. I want to be a partner in this dialogue with housing advocates and environmental groups. Additionally, we need ongoing and open dialogue with the Goleta Water District so that all stakeholders have a clear understanding of existing water constraints and the opportunities that might exist to support housing while also ensuring we continue to be responsible with our water supply. I am endorsed by several members of the Goleta Water Board, by housing advocates, and by environmental leaders. I have the existing relationships to work on this issue.
While Goleta has built over 1300 housing units in the past decade, high land & construction costs require continuing commitment, collaboration, and creativity to meet future state housing mandates. Since my election I have supported:
- Hollister Village: 27 Studio & 1-bedroom apartments.
- Super 8: 60 Permanent Supportive Housing units
- Dara Road 4-acre parcel: General Plan Amendment Initiation for a Senior Housing Facility
- Funding for the Santa Barbara Housing Trust Fund down payment assistance program
To address future housing needs and state requirements, Heritage Ridge could provide 332 units of additional workforce and affordable housing. This project is currently working with community groups to address environmental concerns but would provide over 100 new affordable housing units, which would benefit working families.
I am committed to funding a robust affordable housing program funded through the sales tax and exploring processes that could lead to future mixed use/adaptive reuse opportunities along transportation corridors.
The CIty of Goleta needs more housing options, and not just any housing, but housing for our Seniors, our working families, and Veterans. Affordable housing is the key to a strong economy and robust local business climate.
This is an issue the City of Goleta has failed on. What I see as one of the barriers to increasing housing stock in Goleta is the lack of vision and foresight. The City of Goleta should immediately begin a Fast-Track program for any projects that involve housing. This program would ensure that housing development or redevelopment would be given the attention and service needed to help address our housing issues. In addition, I would coordinate a stakeholder meeting with builders, property managers, and developers on challenges that impede increased housing. Having those stakeholders voice their concerns will give the City of Goleta the information needed to remove barriers. It will also give the City Council the opportunity to provide direction or resources needed to assist. Below are a few ideas from my 2030 Vision for the City:
1) Create partnerships that stimulate affordable housing throughout the City.
2) Work with UC Santa Barbara on a Housing Strategy Team that plans for future development of housing to accommodate Goleta residents, UCSB graduates, and faculty.
3) Evaluate the creation of directed incentives for targeted housing sites.
Question 6: Visitor Services
The positive economic impact of the tourism industry is a huge piece of the City’s current revenue and potential future revenue. The City’s upcoming Visitor Profile Analysis will serve to further highlight the untapped potential of visitor services in Goleta. What are your thoughts on increased investments in visitor services for Goleta, and how would you envision the City’s efforts to bring more tourism to Goleta?
The difficulty remains that Goleta is not a destination place, but rather a gateway to the entire County, with that in mind, our TOT remains high, and we have more named hotels than other cities in the county. It also helps that we have the world class Ritz Carlton Bacara. We need to create partnerships with hotels while identifying what activities are available during their stay. A clear visitor services plan would help. I would also be in favor of creating a city position dedicated to this effort.
I look forward to seeing the results of the Visitor Profile Analysis. We know that Goleta hotels welcome visitors that come to our area for business and leisure. When they are here, visitors should know about our local businesses, attractions, restaurants, and shopping. The City should evaluate how to appropriately support visitor services, in collaboration with the Chamber and Visit Santa Barbara, while also responsibly planning for impacts to residents such as traffic. Additionally, the City must communicate and demonstrate to residents how revenue from visitor services benefits the community. As a community leader, I have a track record of working with diverse stakeholders and getting things done. It is this same work ethic that I will bring to supporting our local economy and investing revenue to support the needs of residents.
We need increased investments in visitor services, based on clear evidence of its difference-making potential. In late June 2020, the ADR for Goleta was $228, Occupancy was at 53% and Revenue Per Available Room (RevPAR) was only $114. For the week ending 7/25/22, ADR was $362, Occupancy was 89% and RevPAR was $322. This demonstrates the power of tourism marketing and promotion, and the resilience of the #GoGoleta brand. We know tourism brings a high net return per dollar invested in visitor services and is an environmentally preferable alternative to many other types of economic development.
Our priority spending plan prioritizes visitor services by setting aside funding for the Economic Development Strategic Plan process. I see opportunities for the Chamber to play an important role in implementing the plan, based on the success of the #GoGoleta brand and its years of experience working in the region with other cities.
Goleta is a gem on the Central Coast. That is why it offers a great opportunity for continued tourism now and into the future. As a Councilmember of the 2nd District, I would encourage more annual events for the City. Below are a few ideas from my 2030 Vision for the City:
1) Expand and increase cultural fairs, concerts, entertainment, and programming in neighborhood parks and throughout the City. The Goleta Lemon Festival is an amazing event, but the City needs more of these types of events that can support our local businesses, hotels, and can bring in additional revenue to the City.
2) Develop new sustainable Old Town events.
3) Work closely with the Chamber of Commerce on marketing strategies that highlight why Goleta is worth visiting.
Question 7: Homelessness
The Chamber supports increasing housing options to transition individuals out of homelessness through both permanent and bridge housing. While we are eager to see the effects the conversion of the Super 8 Motel to Supportive Housing will have on our homeless population, we have concerns about taking a viable business out of the local economy as opposed to building new housing. The Chamber also supports the City’s partnership with SB ACT and the weekly Goleta RAP meetings to address homelessness in the Goleta and encourages elected officials to participate in those conversations.
What concrete steps would you take to address homelessness in Goleta? What are your thoughts on the Super 8 Motel conversion, and what types of alternative solutions would you support?
I too am waiting to see the effects and impacts of the Super 8 Motel. I am concerned with how it will affect Old Town residents and businesses. I think the City has to include citizens on some type of task force/committee to really hear their issues and concerns. The people who speak to me aren’t as supportive as you would think of this population. They need to be heard as well. Having said that, I also continue to support the relationships with SB ACT and Goleta RAP.
We need to continue to reach out to the homeless population to get them the care they need. The County needs to provide additional focus and funding support in the areas of mental health, drug and alcohol treatments, and medical assistance. This community is not always accepting of intervention and there continues to be tension between their needs and citizens as well. The scope of this problem is sensitive and an issue faced by every community in California. There is no simple, one fits all solution, but we need to keep working towards one.
Addressing the needs of unhoused residents must be a priority for the City. It is unfortunate that one of the low cost affordable hotels in our community was taken off the market. However, this was a unique opportunity that will make a positive impact in reducing homeslessness in the City. I agree with the larger goal of providing housing for homeless individuals. I support an array of options such as permanent housing and transitional housing. The City has a Homeless Strategic Plan that should continue to be a guide in decision-making. As this particular project gets off the ground, I am committed to ensuring that as part of the process the site is well maintained and that there is robust city response to any emerging issues. I’m glad to see that the City has invested in community outreach. I would support continued direct outreach to local businesses and residents. This issue requires aggressive action early on and a multi-stakeholder approach. I also believe this is a critical public safety issue. By providing permanent housing, we can redirect people living in encampments in our creeks and along our rail lines and reduce the risk of fire and other dangers for unhoused people.
I will push for an increase of at least $600,000 annually for implementing our Homelessness Strategic Plan, as I recommended through the Sales Tax measure’s Priority Spending Plan, through increased outreach efforts and new bridge housing.
The Super 8 project provides 60 permanent housing units, coupled with supportive services onsite through a $600,000 investment from Goleta’s ARPA allocation, and over $21 million from other agencies. While another location would have been preferable, given the lost revenue and potential revenue opportunities associated with the site, I toured a Homekey site with Lompoc Mayor Jenelle Osbourne and saw the positive impact it has had for formerly housed homeless individuals, the neighborhood, as well as the support from local law enforcement and businesses.
We must address homelessness NOW, before the issue becomes impossible to ignore, and negatively impacts those struggling with mental health issues, our local businesses, residents, and public health and safety.
The Covid-19 pandemic has shown us there are opportunities when the Government can react in a quick and effective way. My preference would be that the gateway to such an important part of Old Town (2nd District) be something more than a supportive housing motel, but this policy decision serves as a reminder that addressing homelessness will not be easy, and will require some creative and more inclusive conversations. Below are a few ideas from my 2030 Vision for the City:
1) Create or partner with providers on a Quick-Strike Team that can clean up, remove encampments that pose health and safety risks.
2) Develop and implement a multi-agency team to respond to mental health and substance abuse emergencies
3) Apply for more State and local Government funding that supports vulnerable populations (such as families experiencing homelessness or Domestic Violence Shelters).
4) Work with community partners to identify and establish cold-weather shelters
Goleta Water District Candidate Questionnaire Responses
Question 1: Candidate Priorities
Please list your personal top priorities for the Goleta Water District and provide your plan for seeing these priorities realized.
The GWD water demand has stabilized and is relatively predictable. This is a positive reflection on the water conservation efforts by the business community and the residents of the Goleta Valley. As such, total revenue will always be limited, unless new rate hikes are adopted. With respect to expenses, management continues to increase budgets annually without looking at ways to trim back expenses. All of this comes at the expense of capital needs for equipment and other infrastructure. The GWD is way behind on building reserves, which are sorely needed. The oldest assets are now over 75 years old and, in most cases, they are exceeding their design life and should be replaced before failing.
With regards to the groundwater wells, substantial work is needed to replace the existing wells with the capability of injecting water at the sites that are beneficial to underground storage. This long- term approach to water supply sustainability has been adopted by previous Boards, but never implemented. Consequently, the groundwater levels are now very low and are not sufficient to get us through another drought, like the one that just ended.
First and most important is to ensure the highest quality water is available to the families and businesses of Goleta. Just as important is water reliability. During my tenure the District invested in critical treatment processes that greatly improved water quality and thus its reliability. For example, aeration systems at reservoirs and activated carbon filters have been installed decreasing concentrations of organic material found naturally in the water supply. I will use my background as a water chemist to evaluate and support the most feasible, fiscally sound projects that ensure safe, reliable water.
Prudent water supply management is essential. We must carefully manage our water supply under the assumption that our drought-like conditions are likely to continue. I have reviewed and approved the District’s Drought Contingency Plan and will participate and contribute to the update of the Water Management and Groundwater Management Plans. These are some of the documents that serve the District so well in managing the water supply during very critical times.
Question 2: Goleta Business Climate
How would you describe the current business climate in Goleta? How would you describe the Goleta Water District’s current involvement with local businesses? Is there anything you would like to see change regarding Goleta’s business community? If so, how would you work toward that goal?
The current business climate in Goleta is one of recovery after the restrictions and social effects of COVID. As a utility provider, the GWD should be supportive of all its customers, both business and residential users of the water supply. I doubt that there is much communication to the GWD from the business community, and it is time to have some workshops to identify potential issues. I would promote an open dialog with the business community on issues with regards to water.
Through the eyes of a water board member, over the past years, commercial water use was down, in large part due to the pandemic. Most recently, however, commercial water use has been bouncing back. Indicating that businesses are resuming a return to normal operations.
Of the 17,221 total customer water connections, 974 are commercial customers. Commercial customers, like all District customers, receive the same high quality and reliable water service. This is so important so that they can run their businesses without the worry of inadequate water supply. Commercial customers are eligible for the many rebate programs the District offers to promote water conservation.
The District has a very robust customer relations department, and those staffers are very responsive to all inquiries and concerns raised by our commercial customers.
As an elected representative I make it a priority to be responsive to the concerns of all constituents and address their needs quickly and effectively.
Question 3: Budget
What are your thoughts on the Goleta Water District’s budget? Does the budget accurately reflect the needs of the District? Do you believe that the District needs to increase or decrease its budget in the short-term? Long-term?
The District needs to rein in spending. Staffing is top heavy, and a restructuring of the organization is overdue. I question the need to have so many committee meetings, when few are ever attended by the public. I question the amount of time and money that is put into conservation planning, instead of building reserves. As indicated above, the revenue from sales is basically the same amount every year and only changes when there is a rate hike. I will do everything to hold the budget where it is for now and look to decrease it in the short and long-term. There is enough non-value added activity within the GWD to cut which will allow us to decrease the budget without risking service to our customers.
The budget is probably the most important document that comes before the board each year. It is so important because where we spend the community’s money is important. I see the budget as composed of two major parts, the first being the basic financial commitments the district must meet, (about $40M/year) and the second being the allocation of finances towards maintaining and improving the District’s vast infrastructure. In that budget area, the District has some flexibility and must make careful, informed decisions.
The bottom line, the budget must be sufficient to maintain our level of service. Budget projections within the water field are complex as they are based on many moving parts outside the District’s control.
During my time on the board, the District has continued the careful, conscientious work to attain a level of financial security that eluded prior administrations for many years. Being on solid footing couldn’t have come at a better time as we deal with astronomical inflationary costs for basic operational materials such as chemicals. This uncertain economy will play a big part on the decisions of how the budget changes.
Question 4: COVID-19 Pandemic
In your opinion, how has the COVID-19 pandemic affected the Goleta Water District? How has the Goleta Water District handled any issues that have arose as a result? Is there anything you would like to see handled differently?
While the effect of COVID on the staff was relatively insignificant, there are two elements of the District policies that are troubling. First, the Board continues to meet only by Zoom meetings. The Board room at the District office goes unused and was previously renovated with upgrades costing hundreds of thousands of dollars. The room is certainly large enough to accommodate a lot of people and still have plenty of distance. It looks like the majority of the board just wants to keep the meetings online forever. This creates public distrust with respect to transparency.
Secondly, the Board adopted a policy requiring all staff to be vaccinated. The only way that an exemption would be granted was to have those employees provide negative test results, twice a week. The tests must be performed at a test site, and the employee has to pay for the test and take it on their own time (not paid). All of this is based on the fear that the unvaccinated would infect the rest of the staff who have been vaccinated. As a result of this policy (adopted last fall), three employees quit or retired, and the rest have filed suit. This is a totally ineffective policy. We all know that the vaccinated people can get sick from Covid. The Covid “Vaccine” is not, by definition, a vaccine as a real vaccine would prevent the vaccinated from ever getting Covid. Also, the vaccinated staff transmit the disease just as the unvaccinated do. In addition to having disgruntled staff, the district is incurring attorney costs and a potential judgment against it. The district has also lost key staff. This policy was a total waste of time and money, with detrimental results to staff retention and moral.
As the current president of the board, I open each meeting with comments recognizing the essential life service the District provides to the community. This service would not be possible without a healthy, dedicated, state certified and highly trained staff. The District’s most valuable asset is its employees.
A workplace outbreak of COVID 19 where staff would be required to quarantine for up to 10 days could have been catastrophic for operations. No one can just step in and operate a facility that treats and distributes an average of 11 million gallons of water a day to the community.
As none of our board members are medical professionals and with much uncertainty as the pandemic progressed, the District closely adhered to the advice of medical professionals. A vaccination policy was put in place. Where possible, employees shifted to remote work.
Finally, I can report that our policy was successful as we had no workplace outbreaks among employees and no disruption to water service.
Question 5: SAFE Ordinance
The consequences of the SAFE Ordinance are often cited as the number one barrier to development and growth in Goleta. Given the current track, this does not appear to be changing anytime soon. If the status quo continues as is, it presents a serious threat to the long-term economic development of Goleta.
What are your thoughts on the SAFE Ordinance and its long-term effects on the economic development of Goleta? What are your thoughts on possible solutions the Water District could explore to raise water levels in order to meet the drought buffer.
The SAFE ordinance was adopted by the people of Goleta and, as such, should be held as the law of the land, until it is replaced by the “people” using a different approach. While it can be shown that GWD has less water demand now than it did when the ordinance was adopted in 1991, GWD does have ongoing supply concerns due to continued lack of rainfall. State water has proven to be very unreliable as a drought buffer, due to persistent drought conditions statewide. Cachuma still functions well, but it too has not spilled since 2011. The groundwater supply served as the actual drought buffer in the recent drought that just ended. Currently the groundwater level is very low and cannot be counted on as a drought buffer if the current lack of rainfall continues as Cachuma empties.
All of GDW’s water supply depends upon rain. The long-term viability of the supply is dependent upon rain statewide and locally. While recycling of water is gaining more attraction, it may be time to start looking at factory-built desalination units that are easily transported to an anchorage in the ocean, connected to a power line, and pump potable water to shore. These will need support from the State through the Coastal Commission and other permitting agencies. Also with Cachuma at such low levels, we have the opportunity to dredge the dry areas of the lake. This will increase the overall capacity of Cachuma when the rain comes back and fills the lake. We should also consider catch basins of our local creeks to increase water storage. We should do everything we can to catch the rainwater before it runs into the ocean. This will take geological and environmental studies, but it should be viable. Catch basins are used in other communities throughout California.
The SAFE ordinance was put in place by a vote of the people in response to the drought of the early 1990’s and participation in the State Water Project. Yet, as a 34-year resident of the Goleta area, I have seen Goleta grow and develop. Camino Real Marketplace was an empty field as was Hollister Village. Several new hotels have been built as have many new housing units. I see Goleta as a vibrant growing community.
There are technologies that have the potential to increase water supply; desalination, indirect and direct potable reuse, stormwater capture. None of these are cheap. All would need close study. And I believe would need the business community’s support before the District would embark on investing in such long term very expensive projects.
Question 6: Strategic Planning and Local Partnership
Water is a key issue in California and Goleta. There are many local and State stakeholders and groups working to address water issues and solutions related to our present and future water management needs. One example of one such group is the Integrated Regional Water Management Program of Santa Barbara County. What are your thoughts on the Goleta Water District becoming more involved with local, regional, and State partners to find alternative and creative solutions to our present and future water management needs? What sort of solutions that are currently not a focus of the Goleta Water District would you like to see explored further?
The IRWMP is an effective tool to keep the public informed of South Coast water issues and ways to work together to achieve new projects. It actively assigns priorities that affect grant funding decisions. One way that the process can be utilized is to consider using the Goleta groundwater basin for storage for other South Coast water agencies. Using grant funding to limit actual ratepayer costs, construct facilities for injecting surplus water into the basin. We then keep tabs on the amounts “deposited” which would provide a mutually beneficial solution to long term storage for Santa Barbara and Montecito. Typical reservoir storage sometimes brings large losses due to evaporation or spillage, whereas groundwater will be there when it is needed, with minimal losses. The benefit to GWD would be a long-term revenue stream and financial support for the construction costs for the new wells that will be needed.
As mentioned previously, I would recommend increasing the capacity of Lake Cachuma (via dredging dry areas now), researching viable, cost-effective desalination facilities, and catch basins. Finally, I would investigate the use of reclaimed water and directly pump it into the ground water basin.
The Goleta Water District is an important regional player already working with other south coast and federal agencies at both COMB and CCRB and at CCWA with the state and state water project users.
The Lake Cachuma emergency pumping facility secured pipeline project currently under construction is a perfect example of south coast water agencies working together and developing a creative solution to manage water flows from Lake Cachuma.
Goleta Water District is also a part of the Santa Barbara Water Wise program where creative projects focusing on the importance of water conservation are developed and promoted. And the District was excited to be a part of this year’s Lemon Festival where ideas and concerns were shared with the community in a comfortable and positive atmosphere.
Finally, as a member of ACWA the District is in contact with water agencies throughout the state and stays current on alternative and creative solutions percolating up from the grass roots level that would complement our existing water portfolio.
Santa Barbara South Coast Chamber 2022 Carpinteria Voters Guide
District 1 Candidate – Running Unopposed
Monica Solorzano
District 3 Candidate – Running Unopposed
Roy Lee
Incumbent
District 5 Candidate – No Endorsement
The Santa Barbara South Coast Chamber of Commerce has not issued an endorsement for the 5th District Carpinteria City Council race. Please review each candidate’s answers to the Chamber’s Carpinteria City Council Candidate Questionnaire below.
No on Measure T
The Chamber opposes Measure T. The measure’s true purpose is to oppose the Surfliner Inn hotel project, undermining the City’s previous public process. Measure T’s recommendations could lead to unintended land-use consequences for the City and community of Carpinteria, creating potential legal issues for the City and possibly putting Carpinteria out of compliance with State law.
Carpinteria City Council Candidate Questionnaire Responses
Question 1: Candidate Priorities
Please list your personal top priorities for the City of Carpinteria and provide your plan for seeing these priorities realized.
No response.
No response.
Thoughtful development of residential, commercial and public properties are top priorities. There is universal frustration with the City’s Community Development decision making processes. The City Council delegates zoning and planning decisions to unelected, non-resident staff inappropriately and far too often. The Council and City staff operate as separate entities. I will develop processes for the Council to lead its Boards, Commissions, Committees and unelected Staff and be accountable for decision making at appropriate levels. I will bring engineering discipline and complex problem solving experience to the Council to improve the City’s decision making processes consistent with fairness, uniformity and the law.
Question 2: Carpinteria Business Climate
How would you describe the current business climate in Carpinteria? How would you describe the City’s current relationship with local businesses? Is there anything you would like to see change regarding Carpinteria’s business community? If so, how would you work toward that goal?
No response.
No response.
The local tax rate is high and customer service from the City staff is low. Small business owners and resident property owners use the term “afraid” to describe their relationship with the City staff. Good citizens are literally afraid of adverse consequences if they challenge interpretations. The Council delegates too much authority to interpret code, arbitrarily regulate and subjectively enforce without accommodating small businesses needs. I will develop processes to measure and improve customer service with a priority on legal, business solutions to benefit local business owners.
Question 3: Measure T
Measure T has become a controversial issue in Carpinteria due to confusion regarding the purpose and consequences of the ballot measure. Regardless of any confusion, Measure T’s proposed General Plan and zoning changes sidestep the City’s typically public input process and could set a dangerous precedent for land use planning in Carpinteria.
What is your position on Measure T, and why?
No response.
No response.
I am against Measure T. Managing the General Plan and zoning ordinances by exception through a ballot initiative is a slippery slope. Relying on the dysfunctional relationship between the Council and Staff as the mechanism to anticipate and resolve unintended consequences is a poor choice. The Council was disingenuous in not having allowed an Advisory Vote to receive public input. Poor governance leads to legislation by initiative. I intend to create a transparent culture to keep the public informed of, and involved in, complex issues.
Question 4: Linden Avenue and Downtown
Linden Avenue and Carpinteria’s downtown are the heart of the city. Carpinteria’s local businesses are key to the continued success of the downtown region, and the city as a whole. However, there is still much that can be done to help these businesses thrive. What do you see as the areas for improvement on Linden Avenue and Carpinteria’s downtown?
No response.
No response.
Successful cities invariably have a thriving residential presence that contributes to supporting small businesses. Hotel beds and residential space need to be promoted equally. Mixed used residential & retail development along Linden There are a number of fallow properties downtown that need to be repurposed with a collective vision of what Carpinterian’s want, weighing public preferences and need over consultants’ advice. The downtown overlay promises to provide objective design criteria to eliminate subjective interpretation by unelected, nonresident staff. I will hold the Council accountable to fulfill that promise.
Question 5: Housing
The Chamber has been an advocate of local workforce housing needs for many years. While our region has made some progress in this area, there is still much work to be done. What do you feel is Carpinteria’s part in addressing this challenge? What do you see as the primary barriers to increasing the housing stock in Carpinteria? What will you do to address this local need for additional workforce housing?
No response.
No response.
The proliferation of short term rentals (“STR”) is a barrier to the current housing shortage and a dynamic issue in cities along the coast. The issue of STRs in the Coastal Zone is subject to the City’s Local Coastal Program (“LCP”) as approved and subject to amendment by the California Coastal Commission (“CCC”) and I will work to develop a balance between the interests of Carpinterians and the CCC objectives. One consequence of taking units off the market for long term housing is the density pressure in adjacent residential neighborhoods. Resident property owners are carrying the burden of nonresident investor’s profitability. Nonconforming zoning density and overcrowding are deteriorating the fabric of Carpinteria. There are available land assets that could put to use as solutions. I would pursue repurposing what has become the drug den hotels and complexes along Carpinteria Avenue near City Hall. In addition, I would propose a “2nd home” tax rate to contribute funding to replenishing the available housing that is removed from the market by nonresident property owners.
Question 6: Visitor Services
The tourism industry’s success on the South Coast offers many economic advantages to local businesses and municipalities. What are your thoughts on increased investments in visitor services for Carpinteria, and how would you envision the City’s efforts to take advantage of the economic advantages of tourism in Carpinteria?
No response.
No response.
Tourism is an integral element of Carpinteria’s charm. The Visitor Center kiosk at Seal Fountain is a token investment by the City that is graciously staffed by volunteers during the peak summer months. This investment needs to better reflect the critical contribution tourism makes to Carpinteria’s economic vitality. As is the case with many of the City’s administrative processes, the advantages are ambiguous, difficult to navigate and not transparent. I would create processes to collect and implement thoughtful feedback in order to develop better plans concerning the benefits and detriments of tourism for Carpinterians.
Question 7: Homelessness
The Chamber supports increasing housing options to transition individuals out of homelessness through both permanent and bridge housing. The Chamber also supports the City’s partnership with homelessness focused organizations, as well as neighboring cities’ partnerships with SB ACT to host RAP meetings to address homelessness by bringing together stakeholders like service providers, businesses, residents, city staff, and elected officials.
What concrete steps would you take to address homelessness in Carpinteria?
No response.
No response.
The 2023 Housing Element outlines, among many things, the State’s quantitative measure of the housing shortage in Carpinteria. The Housing Element also (re)defines density allowances and incentives to develop the full range of affordable housing. To date, these incentives have proven entirely ineffective with just two projects having been approved and reportedly since converted away from the targeted affordable categories. The City also has intentionally not addressed overcrowding, but rather reinforced it by ministerial designations of legal nonconforming zoning and building codes that effectively results in an under-estimate of the actual gap. Legal precedence should only be determined by elected officials versus unelected, non-resident staff. I will promote changes required to convert inappropriately utilized properties to meet a range of transitional and affordable housing.
Tri-County Chamber Alliance 2022 California Ballot Proposition Recommendations
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