Paso Robles City Council
April 16, 2024

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In the event of a significant Utility Disruption, the Fire Chief will assume the position of Incident Commander. In the event the Fire Chief is not available, the following chain of command is provided to identify authorized alternates to fill the City of Paso Robles position as Incident Commander.

No. 1 – The Deputy Fire Chief or the On-Duty Battalion Chief No. 2 – The On-Duty Fire Officer as appointed by the Fire Chief No. 3 – The Chief of Police or highest-ranking Police Officer The Incident Commander will alert the Paso Robles City Manager or assigned designee as to the severity of the incident.

Infectious Disease Response
The Centers for Disease Control and Prevention (CDC) defines an epidemic as the occurrence of more cases of disease than expected in a given area or among a specific group of people over a particular period of time. 2 The CDC further defines a pandemic as an epidemic that has spread over several countries or continents, usually affecting a large number of people.

While pandemics are rare occurrences and generally occur infrequently, the spread of communicable diseases within a selected community or population group may reach such large proportions as to be proclaimed an epidemic. Widespread exposure to infectious, communicable diseases can have devastating effects on unprotected populations. Past epidemics including influenza, H1N1, and COVID-19 have claimed millions of lives.

New strains of viruses and other infectious diseases are being identified that are resistant to existing vaccinations and medical inoculations. These new "super viruses" have characteristics and qualities that are, in many instances, much more virulent and dangerous than diseases and maladies commonly experienced. The introduction of any contagious pathogen or disease into the general population can result in the development of an epidemic.

The occurrence of a new pandemic in the City could result in the death of hundreds, if not thousands, of people over a relatively short period of time. Infectious diseases can strain the local healthcare system and may require emergency public health measures limiting human interaction. Loss of business revenue and reduced travel activity will disrupt the local economy due to lost tax revenue associated with sales and transient occupancy.

Emergency response actions associated with an Infectious Disease Response are presented in City of Paso Robles EOP Infectious Disease Annex I.

In the event of a pandemic, the Fire Chief will assume the position of Incident Commander. In the event the Fire Chief is not available, the following chain of command is provided to identify authorized alternates to fill the City of Paso Robles position as Incident Commander.

No. 1 – The Deputy Fire Chief or the On-Duty Battalion Chief No. 2 – The On-Duty Fire Officer as appointed by the Fire Chief No. 3 – The Chief of Police or highest-ranking Police Officer 2 Centers for Disease Control and Prevention
https://www.cdc.gov
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The Incident Commander will alert the Paso Robles City Manager or assigned designee as to the severity of the incident.

SAN LUIS OBISPO COUNTY NUCLEAR POWER PLANT EMERGENCY RESPONSE PLAN The Diablo Canyon Power Plant is operated by the Pacific Gas and Electric Company (PG&E). The plant is in San Luis Obispo County approximately 40 miles south of the City of Paso Robles. The plant consists of two nuclear power generating units that are currently operational. Both units are pressurized water-type reactors having an electric power generating capacity in excess of 1,000 megawatts.

When any nuclear power plant is operated, the potential for a radiological accident exists, though the probability of a serious accident is very low. The principal deterrent to an accident is prevention through conservative design, construction, and operation, which assures that the integrity of the reactor system is maintained. Protective systems are installed and are automatically activated to counteract the resulting effects when any part of the reactor system fails. Disaster planning is necessary to assure public safety in the unlikely event that reactor safety systems fail. The Nuclear Regulatory Commission (NRC), working in concert with State and Local Agencies, are responsible for the development of the Diablo Canyon Power Plant Disaster Response Plan.

Protective actions are advised if it is necessary to avoid or reduce a projected dose of radiation. A projected dose is an estimate of the potential radiation dose to affected individuals. Generally, protective actions will be either evacuation or sheltering in place. Federal and State guidance advises protective actions for the Emergency Planning Zones (EPZ) that lay entirely within San Luis Obispo County. The City of Paso Robles is NOT located within an EPZ.

Protective actions for the City of Paso Robles are not anticipated during the plume phase of an incident.

However, the City could be directly affected by protective actions taken in San Luis Obispo County including ingestion pathway exposure, covering food supplies, interdiction, and decontamination. In the event of an evacuation order in the South County, the Mid-State Fairgrounds will serve as an evacuation location, further impacting the City.

Paso Robles EOC will provide assistance to the San Luis Obispo County Office of Emergency Services EOC during a major nuclear emergency.

CORE CAPABILITY OVERVIEW
In the National Preparedness Goal (NPG) the Federal Emergency Management Agency (FEMA) describes 32 core capabilities that address the greatest risks to the Nation. As a community, the City contributes to the NPG and strengthens our local and national preparedness by preparing for the risks that are most relevant and urgent for the City of Paso Robles. The 32 core capabilities are:

Planning – Conduct a systematic process engaging the whole community, as appropriate, in the development of executable strategic, operational, and/or tactical-level approaches to meet defined objectives.

Public Information and Warning – Deliver coordinated, prompt, reliable, and actionable information to the whole community through the use of clear, consistent, accessible, and culturally and linguistically appropriate methods to effectively relay information regarding any Attachment 1

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threat or hazard, as well as the actions being taken and the assistance being made available, as appropriate.

Operational Coordination – Establish and maintain a unified and coordinated operational structure and process that appropriately integrates all critical stakeholders and supports the execution of core capabilities.

Forensics and Attribution – Conduct forensic analysis and attribute terrorist acts (including the means and methods of terrorism) to their source, to include forensic analysis as well as attribution for an attack and for the preparation for an attack to prevent initial or follow-on acts and/or swiftly develop counter-options.

Intelligence and Information Sharing – Provide timely, accurate, and actionable information resulting from the planning, direction, collection, exploitation, processing, analysis, production, dissemination, evaluation, and feedback of available information concerning physical and cyber threats to the OA, its people, property, or interests. Information sharing is the ability to exchange intelligence, information, data, or knowledge among government or private sector entities, as appropriate.

Interdiction and Disruption – Delay, divert, intercept, halt, apprehend, or secure threats and/or hazards.

Screening, Search, and Detection – Identify, discover, or locate threats and/or hazards through active and passive surveillance and search procedures. This may include the use of systematic examinations and assessments, bio-surveillance, sensor technologies, or physical investigation and intelligence.

Access Control and Identity Verification – Apply and support necessary physical, technological, and cyber measures to control admittance to critical locations and systems.

Cybersecurity – Protect (and if needed, restore) electronic communications systems, information, and services from damage, unauthorized use, and exploitation.

Physical Protective Measures – Implement and maintain risk-informed countermeasures, and policies protecting people, borders, structures, materials, products, and systems associated with key operational activities and critical infrastructure sectors.

Risk Management for Protection Programs and Activities – Identify, assess, and prioritize risks to inform Protection activities, countermeasures, and investments.

Supply Chain Integrity and Security – Strengthen the security and resilience of the supply chain.

Community Resilience – Enable the recognition, understanding, communication of, and planning for risk and empower individuals and communities to make informed risk management decisions necessary to adapt to, withstand, and quickly recover from future incidents.

Long-term Vulnerability Reduction – Build and sustain resilient systems, communities, and critical infrastructure and key resources lifelines to reduce their vulnerability to natural, technological, Attachment 1

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and human-caused threats and hazards by lessening the likelihood, severity, and duration of the adverse consequences.

Risk and Disaster Resilience Assessment – Assess risk and disaster resilience so that decision makers, responders, and community members can take informed action to reduce their entity's risk and increase their resilience.

Threats and Hazards Identification – Identify the threats and hazards that occur in the geographic area; determine the frequency and magnitude; and incorporate this into analysis and planning processes to clearly understand the needs of a community or entity.

Critical Transportation – Provide transportation (including infrastructure access and accessible transportation services) for response priority objectives, including the evacuation of people and animals, and the delivery of vital response personnel, equipment, and services into the affected areas.

Environmental Response/Health and Safety – Conduct appropriate measures to ensure the protection of the health and safety of the public and workers, as well as the environment, from all-hazards in support of responder operations and the affected communities.

Fatality Management Services – Provide fatality management services, including decedent remains recovery and victim identification, working with local, state, tribal, territorial, insular area, and federal authorities to provide mortuary processes, temporary storage, or permanent internment solutions, sharing information with mass care services for the purpose of reunifying family members and caregivers with missing persons/remains, and providing counseling to the bereaved.

Fire Management and Suppression – Provide structural, wildland, and specialized firefighting capabilities to manage and suppress fires of all types, kinds, and complexities while protecting the lives, property, and the environment in the affected area.

Infrastructure Systems – Stabilize critical infrastructure functions, minimize health and safety threats, and efficiently restore and revitalize systems and services to support a viable, resilient community.

Logistics and Supply Management – Deliver essential commodities, equipment, and services in support of impacted communities and survivors, including emergency power and fuel support, as well as the coordination of access to community staples. Synchronize logistics capabilities and enable the restoration of impacted supply chains.

Mass Care Services – Provide life-sustaining and human services to the affected population, to include hydration, feeding, sheltering, temporary housing, evacuee support, reunification, and distribution of emergency supplies.

Mass Search and Rescue Operations – Deliver traditional and atypical search and rescue capabilities, including personnel, services, animals, and assets to survivors in need, with the goal of saving the greatest number of endangered lives in the shortest time possible.

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On-scene Security, Protection, and Law Enforcement – Ensure a safe and secure environment through law enforcement and related security and protection operations for people and communities located within affected areas and for response personnel engaged in lifesaving and life-sustaining operations.

Operational Communications – Ensure the capacity for timely communications in support of security, situational awareness, and operations by all means available, among and between affected communities in the impact area and all response forces.

Public Health, Healthcare, and Emergency Medical Services – Provide lifesaving medical treatment via Emergency Medical Services and related operations and avoid additional disease and injury by providing targeted public health, medical, and behavioral health support, and products to all affected populations.

Situational Assessment – Provide all decision makers with decision-relevant information regarding the nature and extent of the hazard, any cascading effects, and the status of the response.

Economic Recovery – Return economic and business activities (including food and agriculture) to a healthy state and develop new business and employment opportunities that result in an economically viable community.

Health and Social Services – Restore and improve health and social services capabilities and networks to promote the resilience, independence, health (including behavioral health), and wellbeing of the whole community.

Housing – Implement housing solutions that effectively support the needs of the whole community and contribute to its sustainability and resilience.

Natural and Cultural Resources – Protect natural and cultural resources and historic properties through appropriate planning, mitigation, response, and recovery actions to preserve, conserve, rehabilitate, and restore them consistent with post-disaster community priorities and best practices and in compliance with applicable environmental and historic preservation laws and executive orders.

The 32 core capabilities have been grouped into five mission areas to serve as an aid in organizing preparedness activities. Some capabilities fall into only one mission area, while others apply to several mission areas.

Prevention – Prevention includes those capabilities necessary to avoid, prevent or stop a threatened or actual act of terrorism. It is focused on ensuring we are optimally prepared to prevent an imminent terrorist attack within the community. The core capabilities that support the Prevention mission include:
• Planning
• Public Information and Warning
• Operational Coordination
• Forensics and Attribution
• Intelligence and Information Sharing
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• Interdiction and Disruption
• Screening, Search, and Detection
Protection – Protection includes the capabilities necessary to secure the homeland against acts of terrorism and manmade or natural disasters. It is focused on actions to protect the citizens, residents, visitors, and critical assets, systems, and networks against the greatest risks to our community in a manner that allows our interests, aspirations, and way of life to thrive. The core capabilities that support the Protection mission include:
• Planning
• Public Information and Warning
• Operational Coordination
• Access Control and Identity Verification
• Cybersecurity
• Intelligence and Information Sharing
• Interdiction and Disruption
• Physical Protective Measures
• Risk Management for Protection Programs and Activities • Screening, Search, and Detection
• Supply Chain Integrity and Security
Mitigation – Mitigation includes the capabilities necessary to reduce the loss of life and property by lessening the impact of disasters. It is focused on the premise that individuals, the private sector, communities, critical infrastructure, and the community as a whole are made more resilient when the consequences and impacts, the duration, and the financial and human costs to respond to and recover from adverse incidents are all reduced the core capabilities that support the Mitigation mission include:
• Planning
• Public Information and Warning
• Operational Coordination
• Community Resilience
• Long-Term Vulnerability Reduction
• Risk and Disaster Resilience Assessment
• Threats and Hazards Identification
Response – Response includes the capabilities necessary to save lives, protect property and the environment, and meet basic human needs after an incident has occurred. It is focused on ensuring that the community can effectively respond to any threat or hazard, including those with cascading effects, with an emphasis on saving and sustaining lives and stabilizing the incident, as well as rapidly meeting basic human needs, restoring basic services and community functionality, establishing a safe and secure environment, and supporting the transition to recovery. The core capabilities that support the Response mission include:
• Planning
• Public Information and Warning
• Operational Coordination
• Critical Transportation
• Environmental Response/Health and Safety
• Fatality Management Services
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• Fire Management and Suppression
• Logistics and Supply Chain Management
• Infrastructure Systems
• Mass Care Services
• Mass Search and Rescue Operations
• On-Scene Security, Protection, and Law Enforcement
• Operational Communications
• Public Health, Healthcare, and Medical Services
• Situational Assessment
Recovery – Recovery includes the core capabilities necessary to assist communities affected by an incident to recover effectively. It is focused on a timely restoration, strengthening, and revitalization of the infrastructure; housing; a sustainable economy; and the health, social, cultural, historic, and environmental fabric of communities affected by a catastrophic incident.

The core capabilities that support the Recovery mission are:
• Planning
• Public Information and Warning
• Operational Coordination
• Economic Recovery
• Health and Social Services
• Housing
• Infrastructure Systems
• Natural and Cultural Resources

PLANNING ASSUMPTIONS
The organizations described or noted in this EOP will be aware of significant emergency conditions as they arise. These conditions will trigger a response consistent with the respective responsibilities and roles defined either by the EOP, or other legal and policy frameworks. The responding organizations will be constrained in their response by the level of training, readiness activities, and interagency coordination undertaken prior to the incident. The planning assumptions are as follows:
• Paso Robles will be expected to provide for their immediate needs to the extent possible for potentially a number of days following a catastrophic event, or for at least 24 hours following a location-specific incident. This may include public as well as private resources in the form of lifeline services.
• Public, private and volunteer organizations, and the general public will have to utilize their own resources and be self-sufficient for potentially several days, possibly longer. • In the event of a large-scale incident or event, it may become necessary to establish evacuation centers or shelters for a substantial number of Paso Robles residents. • A catastrophic earthquake would adversely impact local government and response capabilities.

Consequently, a number of local emergencies may be proclaimed. • Communications, electrical power, water lines, natural gas lines, sewer lines, and fuel stations may be seriously impaired following a major incident and may not be fully restored for 30 days or more.

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• Transportation corridors will be affected so only equipment, foodstuffs, supplies, and materials on hand may be available for use during the first several days or more of emergency operations. • Large numbers of medically fragile evacuees may require transportation to/from evacuation center and shelter locations.
• It is possible only emergency response personnel on duty at the time of a significant earthquake will be available during the first operational period.
• Infrastructure damage may limit the number of emergency response personnel available to staff the Paso Robles EOC or other incident management organization functions for at least 12 hours. • In the event of a complex large incident or event, a clear picture regarding the extent of damage, loss of life, and injuries may not be known for well over a day. • County support of City emergency operations will be based on the principle of self-help. Paso Robles will be responsible for utilizing all available local resources along with initiating mutual aid and cooperative assistance agreements before requesting assistance from the county per SEMS.
• City emergency planning, policies, strategies, operations, and tactics will make every effort to consider the needs of the general population, children of all ages, individuals with disabilities and others with access and functional needs.
• Some evacuees may require specialized medical care found only in a hospital, and/or access to medication, refrigeration, mobility devices, or service animals. • The City is charged with care and shelter responsibilitiesin collaboration with the American Red Cross to ensure evacuation centers and shelters meet the minimum requirements of the Americans with Disabilities Act of 1990 (ADA).
• City EOC capabilities may be limited for the first operational period if communication links to other agencies and City departments are impacted.
• Essential City services will be maintained as long as conditions permit. • An emergency will require prompt and effective response and recovery operations by the entire City incident management enterprise, to include emergency services, mutual aid resources, disaster relief and volunteer organizations, the private sector, the elected, executive, strategic, operational, and tactical incident responders, and the whole community. • Because of damage to the transportation infrastructure, out-of-region mutual aid, state and federal resources, and resources from other states may not begin to arrive for several days. • All emergency response staff are trained and experienced in operating under the SEMS/NIMS/ICS protocols and procedures.
• Parts of the entire City may be affected by earthquakes, fires, civil disturbances, utility disruptions, and pandemics.
• Control over City resources will remain at the Paso Robles-level even though the Governor has the legal authority to assume control in a State Proclamation of Emergency.

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CONCEPT OF OPERATIONS
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Concept of Operations
The City of Paso Robles will assist with identifying potential threats to life, property, and the environment, and then help with securing resources to respond to those threats. These plans and procedures will help to coordinate and support emergency response and recovery activities and will be tested through exercises and validated by the results of actual response. The goal is to maintain a robust incident management organization with strong collaborative ties among governments, community-based organizations, volunteers, public service agencies, and the private sector. The City conforms to, and this EOP complies with, SEMS, NIMS, and ICS guidelines.

NATIONAL RESPONSE FRAMEWORK (NRF)
The NRF is based upon the premise that incidents are handled at the lowest jurisdictional level. In the vast majority of incidents, state and local resources and interstate mutual aid will provide the first line of emergency response and incident management support. When state resources and capabilities are overwhelmed, Governors may request federal assistance. The NRF provides the framework for federal interaction with state, local, tribal, private sector, and non-governmental entities in the context of domestic incident management to ensure timely and effective federal support.

The NRF is the core operational plan for national incident management, and establishes national-level coordinating structures, processes, and protocols that will be incorporated into certain existing federal interagency incident or hazard-specific plans. The NRF is intended to facilitate coordination among local, state, tribal, and federal governments, and the private sector without impinging on any jurisdiction or restricting the ability of those entities to do their jobs. The NRF does not alter or impede the ability of first responders to carry out their specific authorities or perform their responsibilities.

The NRF and NIMS are designed to work in tandem to improve the Nation’s incident management capabilities and overall efficiency. Use of NIMS enables local, state, tribal, and federal governments and private-sector and non-governmental organizations (NGOs) to work together effectively and efficiently to prevent, prepare for, respond to, and recover from actual or potential domestic incidents regardless of cause, size, or complexity.

STANDARD EMERGENCY MANAGEMENT SYSTEM (SEMS)
SEMS is required by California Government Code Section 8607(a) for managing response to multi-agency and multi-jurisdiction incidents in California. SEMS incorporates the use of the ICS, the California Master Mutual Aid Agreement, the Operational Area Concept, and multi-agency coordination. Local governments must use SEMS to be eligible for reimbursement of their response-related personnel costs under state disaster assistance programs.

NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS)
NIMS provides a comprehensive, whole community, whole government approach to incident management for all hazards and integrates existing best practices into a consistent nationwide approach to domestic incident management that is applicable to all jurisdictional levels and across functional disciplines. NIMS is based on a balance of flexibility and standardization that allows government and private entities at all levels to work together to manage domestic incidents, regardless of their cause, size, Attachment 1

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location, or complexity. Five major components make up this system’s approach: preparedness; communications and information management; resource management; command and management; and ongoing management and supporting technologies.

INCIDENT COMMAND SYSTEM (ICS)
A primary component of SEMS and NIMS, ICS is a standardized on-scene emergency management system designed to allow for an integrated organizational structure equal to the complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries. ICS addresses both organization and process. ICS is used to manage facilities, equipment, personnel, procedures, and communications through the use of a common organizational structure and standardized procedures, per the ICS Field Operations Guide (ICS 420-1).

INTEGRATING FEDERAL, STATE, AND LOCAL SYSTEMS
Taken together the NRF, SEMS, NIMS, ICS, and this EOP integrate the capabilities and resources of various governmental jurisdictions, incident management and emergency response disciplines, nongovernmental organizations (NGOs), and the private sector into a cohesive, coordinated, and seamless national framework for domestic incident management. It should be understood that field level emergency responders, Emergency Operations Center (EOC) staff, department executives, elected officials, and public information officers all have a vital role in successful comprehensive incident management and make up the Incident Management Enterprise. For a complete crosswalk of the Federal Emergency Support Functions (ESFs), State Emergency Functions (EFs), county EOC functions, and local EOC functions see Appendix B.

PHASES OF EMERGENCY MANAGEMENT
Emergency management functions are generally grouped into the four phases of mitigation, preparedness, response, and recovery. The grouping of
emergency management functions is useful for classifying and conceptualizing activities. While useful for targeting efforts and resources, the phases of emergency management are not
distinct - activities in each phase often overlap with other phases. For example, recovery projects often include elements of mitigation (i.e., rebuilding structures using current building codes) and response often includes recovery measures (i.e., immediate debris removal). The phases are also cyclical in nature—lessons learned from an incident are applied in
preparedness efforts for future emergencies and major
disasters. The following sections provide examples of the types of activities that take place in each phase.

MITIGATION
Mitigation activities occur before, during, and after incidents. Post-disaster mitigation is part of the recovery process. Eliminating or reducing the impact of hazards that exist within the City and are a threat to life and property are part of the mitigation efforts.

Mitigation tools include:

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• Detailed plans to mitigate future hazards
• Land use planning
• Local ordinances and statutes (zoning ordinances, building codes, etc.) • Structural measures
• Tax levies or abatements
• Public information and community relations

PREPAREDNESS
Preparedness activities are taken in advance of an emergency and develop operational capabilities, enact protective measures, and enhance effective responses to a disaster. These activities can include emergency/disaster planning, training and exercises, and public education. Citizen Preparedness activities are key elements in this phase and a significant factor in the success of a community in responding to an emergency. Members of the incident management enterprise and local organization develop EOPs, SOPs, and checklists detailing personnel assignments, policies, notification rosters, and resource lists. Personnel are made familiar with these EOPs, SOPs, and checklists through periodic training in the activation and execution of procedures.

City of Paso Robles Emergency Operations Center maintains several contact lists of agencies and personnel critical to emergency operations. The materials are intended to provide Disaster personnel with information and data to support the City's Disaster response efforts. Resource Directory materials include:

1. Emergency Operations Center Communications and Messaging

2. City of Paso Robles Executive Team Phone Directory (Confidential Numbers)

3. Reverse 911 System

4. Emergency Alerting System (EAS)

5. Amateur Radio Emergency Services (ARES) Activation Process

6. City of Paso Robles Resources

7. County of San Luis Obispo Resources

8. Persons with Access and Function Needs

9. Senior Care Facilities

10. Evacuation and Repopulation Toolkit
* Note: The Resource Directory materials are tactical and contain information that changes frequently.

RESPONSE
The response phase can be further broken down into three types of response—pre-emergency, immediate, and on-going emergency responses.

PRE-EMERGENCY RESPONSE (OR CRISIS RESPONSE) if warning mechanisms exist for a particular hazard, then response actions to emphasize protection of life, property, and environment can be anticipated. Typical pre-emergency and crisis response actions may include:
• Alerting necessary agencies and placing critical resources on stand-by • Warning threatened populations of the emergency and apprising them of safety measures to be implemented
• Evacuation of threatened populations to safe areas
• Identifying the need for mutual aid or prepositioning of emergency resources Attachment 1

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• Proclamation of a Local Emergency
IMMEDIATE EMERGENCY RESPONSE During this phase, emphasis is placed on saving lives and property, attempting to establish and maintain control of the situation, and minimizing effects of the disaster. Immediate response is accomplished within the affected area by local government agencies and segments of the private sector. The primary activities are on-scene by first or early responders.

ON-GOING (OR SUSTAINED) EMERGENCY RESPONSE In addition to continuing preservation of life and property operations, mass care, relocation, public information, situation analysis, status and damage assessment operations may be initiated. Ongoing response usually involves many organizations and the activation of the City EOC.

RECOVERY
At the onset of an emergency, actions are taken to enhance the effectiveness of recovery operations.

Recovery includes both short-term activities intended to return vital life-support systems to operation, and long-term activities designed to return infrastructure systems to pre-disaster conditions. The recovery phase may also include cost recovery activities. The major objectives of the recovery period include:
• Reinstatement of family and community integrity
• Provision of essential public services
• Restoration of private and public property
• Identification of residual hazards
• Preliminary plans to mitigate future hazards
• Recovery of costs associated with response and recovery efforts • Coordination of state and federal public and individual assistance Attachment 1

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ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES
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Organization and Assignment of Responsibilities
SEMS designates five organizational levels—field response level, local government level, OA level, regional level, and state level with each level being activated in a modular component network style as needed.

FIELD RESPONSE
The field response level is where emergency
response personnel and resources, under the
command of an appropriate authority, carry
out tactical decisions and activations in direct
response to an incident, multiple incidents, or
threat. This is the incident level- where the
emergency response begins. SEMS regulations
require the use of ICS at this level of an
incident. Field response agencies are most
often represented by fire, law enforcement,
EMS, and public health, although roads,
airports and parks may be early responders in
the field as well.

LOCAL GOVERNMENT
Local governments include cities/towns,
counties, and special districts. Local
governments manage and coordinate the
overall emergency response and recovery
activities between emergency agencies and
operations centers within their jurisdiction
(such as local EOCs and DOCs). This is the first
coordination level above the field response.

Local governments are required to use SEMS
when their emergency operations center is
activated, or a local emergency is declared.

OPERATIONAL AREA (OA)
The “Operational Area” is conceptual in nature and incorporates the effective incident management collaboration of the various jurisdictions within the boundaries of San Luis Obispo County. In an OA lead entity capacity, the OA lead manages and/or coordinates information, resources, and priorities among local governments and serves as the link between the local government level and the regional level. At this level, the governing bodies are required in SEMS to reach consensus on how resources will be allocated in a major crisis affecting multiple jurisdictions or agencies.

California Government Code, Title 2, Division 1, Chapter 7, Article 9—California Emergency Services Act— defines an operational area as:

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“Each county is designated as an operational area. In a state of war emergency each operational area shall serve as a link in the system of communications and coordination between the state’s emergency operating centers and the operating centers of the political subdivisions comprising the operational area.

The governing bodies of each county and of the political subdivisions in the county may organize and structure their operational area.

An operational area may be used by the county and the political subdivisions comprising the operational area for the coordination of emergency activities and to serve as a link in the communications system during a state of emergency or a local emergency.” (Government Code § 8605)
Additionally, in accordance with California Code of Regulations, Title 19, Division 2, Chapter 1, Article 4— Standardized Emergency Management System — “The county government shall serve as the lead agency of the operational area unless another member agency of the operational area assumes that responsibility by written agreement with County government.” (19 California Code of Regulations § 2409)

OPERATIONAL AREA RESPONSIBILITIES
The implementation of SEMS and NIMS is a cooperative effort of all departments and agencies within the county, cities/towns, and special districts that have an incident management and/or emergency response role. While every jurisdiction is charged with SEMS and NIMS compliance, County OES has the lead responsibility for SEMS and NIMS collaboration, implementation, and planning with responsibilities for:
• Communicating information within the OA on SEMS and NIMS requirements and guidelines • Coordinating SEMS and NIMS training and development among county departments and agencies
• Reporting NIMS compliance to Cal OES and the Department of Homeland Security • Identification of all county departments and agencies involved in field level response • Identification of departments and agencies with an EOC • Coordinating with local jurisdictions and volunteer and private agencies on development and implementation of SEMS and NIMS
• Identification of special districts that operate or provide services within the OA • Determining the emergency role of the OA special districts and making provisions for coordination during emergencies
• Identification of local volunteer and private agencies that have an emergency response role • Determining the emergency role of the OA volunteer and private agencies and making provisions for coordination during emergencies
• All local government staff who may work in the OA EOC, in a DOC, or at the field level will receive appropriate SEMS/NIMS/ICS training as recommended by the Department of Homeland Security. New personnel will be trained as they are hired. To validate preparedness and planning efforts, local governments will develop an exercise program that provides periodic exercises for EOC and DOC personnel under SEMS/NIMS/ICS guidelines

PASO ROBLES EMERGENCY ORGANIZATION
The City of El Paso de Robles Municipal Code 2.24.050, establishes the City Manager as the Emergency Services Director.

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Municipal Code 2.24.060 requires the Emergency Services Director to designate the order of succession to that office, to take effect in the event the director is unavailable to attend meetings and otherwise perform duties during an emergency. Such order of succession shall be specified in the city's emergency response plan.

The Emergency Services Director has identified the following personnel authorized to act in the capacity of Emergency Services Director:
• City Manager
• Assistant City Manager
• Fire Chief
• Police Chief
• Designated Fire and Police Personnel
• Community Development Director
• Administrative Services Director

PASO ROBLES EMERGENCY OPERATIONS CENTER (EOC)
An EOC is a location from which centralized emergency management can be performed during an emergency or disaster. An EOC makes possible a coordinated response by the Emergency Services Director, emergency management staff, and representatives from agencies and other organizations who are assigned emergency management responsibilities. An EOC provides a central location of authority and information and allows for face-to-face coordination and collaboration among personnel that represent governmental incident management functions/capabilities who must make strategic emergency decisions to ensure incident support and continuity of government.

The EOC is the focal point for communication between field operations and County OES, as well as between the EOC and other local jurisdictions within the county (e.g., cities/towns and special districts).

Position-based SOPs and checklists are followed during an EOC activation. The level of staffing will vary based on the needs of the specific event or incident. Ensuring the EOC is ready to activate at any time is the responsibility of the Emergency Services Director and is carried out by City staff.

The following activities are performed in the EOC:
• Information Sharing
• Limited Resource Management
• Support of field response operations
• Receive and disseminate warning information
• Collect intelligence from, and disseminate information to, the various EOC representatives, and, as appropriate, to county, cities/towns, special districts, state and federal agencies • Prepare intelligence/information summaries, situation reports, operational reports, and other reports as needed
• Maintain general and specific maps, information display boards, and other data pertaining to emergency operations and situational awareness
• Ensure Continuity of Government priorities, objectives, and actions are taken • Analysis and evaluation of all data pertaining to emergency operations Attachment 1

City of Paso Robles P a g e | 37
• Maintain contact and coordination with SLO County EOC, other local jurisdiction EOCs, and the state
• Provide emergency information and instructions to the public, making official releases to the news media and the scheduling of press conferences, as necessary • Develop emergency policies and procedures in collaboration with senior policy advisory executives
EOC Locations
EOC locations for an emergency event may be adjusted or changed depending on the specific circumstances of the event.

Primary: Paso Robles Public Safety Center
900 Park St.

Paso Robles, CA 93446
Secondary: Paso Robles Fire Station 3
2924 Union Road
Paso Robles, CA 93401

EOC Activation Levels
Pursuant to the California Code of Regulations, Title 19, Division 2, Chapter 1, Article 4—Standardized Emergency Management System—SEMS shall be used whenever an EOC is activated.

Upon activation of the EOC, the person authorizing the activation of the EOC will determine the Level of Activation. The number of City staff at the EOC will depend on the level of activation. The Emergency Services Director or Deputy Emergency Services Director may change the activation level throughout the emergency as needed. The levels of activation are:
• EOC LEVEL 3
o A minor to moderate incident wherein local resources is adequate and available.

A local emergency may or may not be declared. The EOC will be minimally staffed.
• EOC LEVEL 2
o A moderate to severe emergency wherein local resources are not adequate and mutual aid may be required on a regional or even statewide basis. A local emergency and a state of emergency may be proclaimed by the City Council or the County. The EOC will be moderately staffed.
• EOC LEVEL 1
o A major disaster where local resources are overwhelmed. State and/or federal resources are required. A local emergency and a state of emergency will be proclaimed. A Presidential Declaration of Emergency or major disaster will be requested. The EOC will be staffed to the highest number of personnel possible or necessary.

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Note: Upon activation of the City of Paso Robles Emergency Operations Center, contact will be established with the San Luis Obispo County Office of Emergency Services (OES) Duty Officer.

Level Description Minimum Staffing Requirements
3 (monitor)
• Small incident or event
• One site
• Two or more agencies
involved
• Potential threat of:
o Flood
o Severe storm
o Interface fire
o Escalating incident
• EOC Manager
• Public Information Officer
• Liaison Officer
• Operations Section Chief
2 (Partial)
• Moderate event
• Two or more sites
• Several agencies involved
• Major scheduled event (e.g.,
conference or sporting
event)
• Limited evacuations
• Resource support required
EOC Manager
Public Information Officer
Liaison Officer
Section Chiefs (as required)
Limited activation of other
EOC staff (as required)
1 (Full)
• Major event
• Multiple sites
• Regional disaster
• Multiple agencies involved
• Extensive evacuations
• Resource support required
• EOC Manager
• Policy Group
• All EOC functions and
positions (as required)
EOC Position Training Requirements

FEDERAL/STATE/LOCAL/PRIVATE

SECTOR & NON-GOVERNMENTAL
ORGANIZATION PERSONNEL:

REQUIRED TRAINING:
(Listed in order to be completed)
Disaster Service Worker (DSW)
City employee designated as disaster service
workers who respond or support:
• Public Information
• Public Works
• Other emergency management,
response, support, and volunteer
personnel at all levels
• IS-700: NIMS, An Introduction (FEMA
• IS-100: Introduction to ICS (FEMA)
First Responders
• IS-700: NIMS, An Introduction (FEMA)
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City of Paso Robles P a g e | 39
Emergency Services personnel designated as
First Responders who respond or support:
• Emergency Medical Services
• Firefighting
• Law Enforcement
• IS-100: Introduction to ICS (FEMA)
• IS-100: (classroom only) Intro to ICS
• IS-200: (classroom only) Basic ICS for
Initial Responders
Front‐line Supervisors
First‐line supervisors including Single
Resource Leaders, Field Supervisors, and
other emergency management/response
personnel who supervise planning, response,
or recovery operations.
• IS-700: NIMS, An Introduction (FEMA)
• IS-800: National Response Framework,
An Introduction
• IS-100: Introduction to ICS (FEMA)
• IS-200: ICS for Single Resources & Initial
Action Incidents (FEMA)
• IS-100: (classroom only) Intro to ICS
• IS-200: (classroom only) Basic ICS for
Initial Responders
EOC Unit Leaders
Required: Mid‐level management including
Unit Leaders, Division/Group Supervisors,
Branch Directors, Strike Team Leaders, and
Task Force Leaders who manage supervisors
and/or staff during planning, response, or
recovery operations.
• IS-700: NIMS, An Introduction (FEMA)
• IS-800: National Response Framework,
An Introduction
• IS-100: Introduction to ICS (FEMA)
• IS-200: ICS for Single Resources & Initial
Action Incidents (FEMA)
• IS-100: (classroom only) Intro to ICS
• IS-200: (classroom only) Basic ICS for
Initial Responders
• ICS‐300: (classroom only); Intermediate
ICS
• IS‐2200: Basic Emergency Operations
Center Functions
• G‐0191: Emergency Operations
Center/Incident Command System
Interface
EOC Command Staff
Required: Incident, Unified, and Area
Command Staff including Incident Commander,
Safety Officer, Liaison Officer,
Public Information Officer, Intelligence
Officer, their Deputies and Assistants;
Operations, Planning, Logistics, and
Finance/Administration Section Chiefs;
select department heads with Emergency
Operations Center or Multi‐Agency
Coordination System management
• IS-700: NIMS, An Introduction (FEMA)
• IS-800: National Response Framework,
An Introduction
• IS-100: Introduction to ICS (FEMA)
• IS-200: ICS for Single Resources & Initial
Action Incidents (FEMA)
• IS-100: (classroom only) Intro to ICS
• IS-200: (classroom only) Basic ICS for
Initial Responders
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City of Paso Robles P a g e | 40
responsibilities.

Recommended: Emergency Operations
Center (EOC) Managers and Multi‐ Agency
Coordination System (MACS) Managers
• ICS‐300: (classroom only); Intermediate
ICS
• ICS-400: (classroom only); Advanced
ICS
• IS‐2200: Basic Emergency Operations
Center Functions
• G‐0191: Emergency Operations
Center/Incident Command System
Interface
• E-2300: Intermediate Emergency
Operations Center Functions

OBJECTIVES
The overall objective of emergency management is to ensure the effective government preparedness, mitigation, response, and recovery for situations associated with natural disasters, terrorist attacks, technological incidents, and national security emergencies. To carry out its responsibilities, the City EOC organization will accomplish the following objectives during a disaster/emergency:
• Support and coordinate emergency response and recovery operations • Provide an active presence of the City Manager, or designee, in setting objectives, establishing priorities, and making decisions that affect City government and the general public • Coordinate and work with appropriate federal, state, and other local government agencies, as well as applicable segments of private sector entities and volunteer agencies to assess situation status, monitor resource needs, and coordinate requests for resources from outside agencies and jurisdictions
• Establish priorities and resolve conflicting demands for support or scarce resources • Ensure Continuity of Government priorities, objectives, and actions are taken • Prepare and disseminate information to alert, warn, and inform the public • Collect and disseminate damage and other essential data about the situation • Fulfill obligations for intelligence gathering and information flow as described in SEMS and other guidelines
• Provide logistical support for the emergency response where appropriate and requested • Oversee and manage activities incurring costs and expenditures • Collect records needed for successful cost recovery
Emergency Operations Center Position Assignments
The following section outlines position assignments for the Incident Leadership Organization members. The assignments are made corresponding to position within the regular City of Paso Robles Disaster Leadership Organization Chart by position only. Members of the City Disaster Leadership Organization that are appointed to the Emergency Operations Center shall be made aware of their assignment and offered special training for their incident management function. These assignments are recommendations only. Any person familiar with the Incident Command System may be used to fill positions that are deficient on personnel, especially in the early stages of an incident.

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City of Paso Robles P a g e | 41

EOC POSITION STAFF ASSIGNMENT

COMMAND STAFF
EOC Director City Manager
EOC Deputy Director Fire Chief
Public Information Officer TBD
• Media Director TBD
• Rumor Control TBD
Liaison Officer Assistant City Manager
Legal Affairs City Attorney
Safety Officer As appointed by EOC Director

OPERATIONS SECTION
Operations Section Coordinator Fire Deputy Chief or Battalion Chief Fire & Rescue Branch Fire Battalion Chief or Captain
Law Enforcement Branch Police Commander
Medical Health Branch Fire Representative
• Emergency Medical Unit Fire Representative
Care & Shelter Branch Leader Community Services Director Animal Care & Welfare Branch Community Services
Construction/Engineering Branch Public Works Director
• Damage/Safety Assessment Unit Public Works
• Public Works Unit Public Works
• Utilities Unit Utilities Director

PLANNING SECTION
Planning Section Coordinator Community Development Director Situation Status Unit City Engineer
Advanced Planning Unit City Planner
Documentation Unit Leader Development Services Coordinator Resource Tracking Unit Building Division
• Check-in ES Administrative Coordinator
Demobilization Unit Planning Division
GIS Mapping Unit Leader GIS Analyst
Technical Specialist Unit Leader City Engineer
Damage Assessment Unit Leader Chief Building Official

LOGISTICS SECTION
Logistics Section Coordinator Fire Protection Specialist Communications Branch IT Manager
• Communications Unit IT Technician
• Information Systems Unit IT Technician
Transportation Unit Fleet Maintenance
Personnel Unit Fire Department
Supply / Procurement Unit Community Services
Facilities Unit Public Works

FINANCE / ADMINISTRATION SECTION
Finance Section Coordinator Administrative Services Director Time Keeping Unit Administrative Services
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City of Paso Robles P a g e | 42
• Equipment Time Recorder Administrative Services
• Personnel Time Recorder Administrative Services
Cost Accounting Unit Administrative Services
Comp / Claims Unit Administrative Services
Cost Accounting Unit Leader Finance Manager
Compensation & Claims Unit Administrative Services
Purchasing Unit Administrative Services
Recovery Unit Administrative Services
Emergency Operations Center Organization
The diagram below represents the current EOC organizational structure.

EOC DEACTIVATION
Deactivation of the City EOC occurs upon order of the EOC Director based on incident status. Deactivation may occur through a gradual decrease in staffing or all at once. EOC responders must follow applicable deactivation procedures as directed by the EOC Director and identified in the EOC position-specific checklists.

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City of Paso Robles P a g e | 43
REGION
Because of its size and geography, the state has been divided into three administrative regions each with an EOC, to include the Southern, Coastal, and Inland regions. San Luis Obispo County is in the Southern Region. Additionally, the state has been divided into six mutual aid regions. San Luis Obispo County resides in Mutual Aid Region One. The Regional Emergency Operations Center (REOC) prioritizes requests and provides support to the OAs in their region. This is to provide for more effective application and coordination of mutual aid and other related activities.

STATE
The State Operations Center (SOC) level is located in Sacramento at the Cal OES headquarters. Cal OES manages state resources in response to the emergency needs of the other levels. The state also serves as the coordination and communication link between the state and the federal disaster response system.

ADDITIONAL SUPPORT AND PLANNING ORGANIZATIONS
The groups, committees, and organizations identified below all participate in ensuring the county’s preparedness to respond to emergencies and disasters.

DISASTER SERVICE WORKERS (DSWS)
The Disaster Service Worker Volunteer Program (DSWVP) was created as the result of legislation to provide workers’ compensation benefits to registered Disaster Service Worker (DSW) volunteers who are injured while participating in authorized disaster-related activities, including pre-approved training. Disaster service, as defined for the Program, is designed to aid in the response and recovery phases in a disaster or emergency. It does not include the day-to-day emergency response activities typically associated with, for example, law enforcement, fire services or emergency medical services.

The Program also provides limited immunity from liability.

In accordance with state law (California Code of Regulations (CCR) Title 2, Division 2, Chapter 2, Subchapter 3) all City employees are designated as disaster service workers (DSW). In the event of an emergency the expectation is that City employees will secure their own homes and families and then, if possible and if they are so instructed, they will return to the City to assist in response activities.

Continuity of government services is critical during disasters, and City employees will play an important role in maintaining the services necessary for the community to recover from a disaster.

Additionally, volunteers may register with the City through designated Emergency Volunteer Centers (EVC) on an as-needed basis in an emergency to be designated DSWs and fill important roles in the overall response effort. Volunteer DSWs may include:
• Community Emergency Response Team (CERT) members
• Amateur radio operators
• Other volunteers
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Community Emergency Response Team (CERT)
The Paso Robles CERT team consists of members whose primary role is to teach CERT courses and are available to be utilized as City volunteers when additional help is needed. The CERT program is separated into two components: public education and response team.

The CERT program educates community members about disaster preparedness for hazards that may impact their immediate area and trains them in basic disaster response skills such as: fire safety, light search and rescue, team organization, and disaster medical operations.

Using classroom and simulation-based education, CERT members can assist others in the neighborhood or workplace immediately following an event when emergency responders may not be immediately available to help.

AMATEUR RADIO EMERGENCY SERVICES/RADIO AMATEUR CIVIL EMERGENCY

SERVICES (ARES/RACES)
San Luis Obispo County has trained Amateur Radio operators, registered with their respective City/Town and/or County ARES/RACES organization. Local ARES/RACES radio operators are a primary source of initial damage assessment in any significant incident. They respond immediately to any obvious incident with assessment of their local area and report to the County radio personnel at the City EOC.

DISASTER COUNCIL
The Paso Robles Disaster Council is charged in Municipal Code 2.24.040 with the power to adopt emergency and mutual aid plans and agreements and recommend to the City Council such ordinances and resolutions and rules and regulations as are necessary or desired to implement such plans and agreements. The Disaster Council shall meet at least once per year. (Ord. No. 1062 N.S., § 7, 10-16-2018)
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City of Paso Robles P a g e | 45

DIRECTION, CONTROL, AND COORDINATION
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City of Paso Robles P a g e | 46
Direction, Control, and Coordination
The emergency response is coordinated under SEMS, which provides a flexible, adaptable, and expandable response organization to address all hazards of varying magnitude and complexity. An EOC is activated to support field operations and ensure continuity of government when an incident threatens government services, requires additional resources beyond the capacity of the responding agency, or when resources exceed that which is available from within the jurisdiction as a whole. Communications between the field response and the EOC are established when the EOC is activated in support of field operations. Each local government’s EOC will establish communications with the OA EOC and the OA EOC will communicate with the state through the REOC.

DIRECTION AND CONTROL INTERFACE
In a major emergency, a local jurisdiction EOC might be activated to coordinate and support the overall response. Personnel that are part of a field level emergency response will utilize ICS to manage and direct on-scene operations. Tactical management of responding resources is always under the leadership of the on-site Incident Commander (IC) at the Incident Command Post (ICP). In some jurisdictions ICs may report or communicate directly to the local EOC, usually to their counterpart in the operations section.

During multiple-incident situations within the City, an area command may be established to provide for the ICs at separate locations. Unified Command is an application of ICS and may be established at the field response level when more than one agency has jurisdictional responsibilities. Agencies work together through the designated members of the Unified Command to establish their designated ICs at a single ICP.

Under Unified Command, entities develop a common set of objectives and strategies which provides the basis for a single Incident Action Plan.

OPERATIONAL AREA COORDINATION AND COMMUNICATION
As outlined in the City Emergency Operations Plan, coordination and communication should be established between the City EOC and the County EOC. Common communications modalities to the cities/towns from the County EOC include, but are not limited to, landline telephone, fax, cell phone, satellite phone, computer networks, amateur radio, and low-band EOC to EOC radio. The County responsibilities involve coordinating with the City and other organizations to support field-level emergency response personnel, ensuring continuity of government, and issuing orders to protect and inform the public.

When an incident occurs and Paso Robles activates the EOC and requests County EOC support; or other cities have proclaimed a local emergency, the County is required under SEMS to activate the County EOC.

The County EOC then becomes the focal point for information sharing and dissemination and supports or arbitrates requests by cities within the County.

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City of Paso Robles P a g e | 47

EMERGENCY OPERATIONS CENTER NOTIFICATION
The City of Paso Robles should maintain a roster of pre-identified/appointed City EOC staff and will notify those personnel to report to the EOC using the appropriate system. The EOC staff list includes city department representatives and agency representatives who are part of each SEMS (and NIMS compliant) EOC section—management, operations, plans and intelligence, logistics, and finance and administration.

The list will be utilized when directed by the Emergency Services Director or designee activates the EOC. The Emergency Services Director or designee will determine what positions of the City EOC will initially be staffed and requested to report. The EOC responders list includes:
• Employees from City departments with appropriate authority and expertise • Representatives from outside agencies including:
 Other government agencies
 Volunteer organizations
 Private sector organizations

COORDINATION WITH OTHER LEVELS OF GOVERNMENT
The City has identified the jurisdictions, special districts, private non-profit (PNP) organizations, and volunteer agencies within the geographical boundaries of Paso Robles that may have an emergency response role during an emergency or disaster. Their emergency roles have been identified and provisions for coordination with each of them made. The City will also work with the county to request state and federal agencies that have emergency responsibilities to ensure they are integrated into coordination of emergency operations as appropriate.

COORDINATION WITH NON-PROFIT AND VOLUNTEER ORGANIZATIONS The City recognizes the valuable assistance and resources provided by NGO partnerships and the importance of organizations that perform voluntary services in the community. As a result, the City continues to cultivate relationships with PNP (Private Non-Profit) organizations and has established an extensive trained volunteer base to support emergency response operations within the City. The City EOC will generally be a focal point for coordination of response activities with many PNPs and volunteer groups.

Private non-profit agencies and volunteer groups that have a key response role may have representatives at the City EOC. For example, American Red Cross personnel may be part of the staff for the City EOC Care and Shelter Branch. City EOC staff may work closely with various other agencies in order to facilitate coordination with numerous NGOs involved in emergency response and recovery efforts within communities across the City.

During an emergency, the EOC may establish communication with PNP agencies and volunteer groups such as Volunteer Organizations Active in Disaster (VOAD), through an agency representative, volunteer coordinator, County OES, or other authorized personnel. Coordination, activation, and deployment of these members may be incident driven and will follow the appropriate organization response guidelines that have been established for the specific PNP organization or volunteer group.

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City of Paso Robles P a g e | 48

INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION
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City of Paso Robles P a g e | 49
Information Collection, Analysis, and Dissemination
A primary objective of the City EOC is the timely gathering of accurate, accessible, and consistent information during an emergency and sharing vetted intelligence to ensure coordinated timely emergency response and continuity of government. Status boards and other technologies for tracking emergency activities may be utilized. Situation reports create a common operating picture and will be used to inform the operational objectives, priorities, and strategies.

To ensure effective intelligence flow, emergency response agencies at all levels must establish communications systems and protocols to organize, integrate, and coordinate intelligence among the responding agencies.

The flow of situation reports among the levels of government should occur as follows:
• Field level reports disseminated to local EOC
• The City EOC provides a jurisdictional situation report to the County EOC based on field reports and EOC activities and intelligence

INFORMATION COLLECTION AND MANAGEMENT TOOL
An Information Collection and Management Tool is used in EOC’s to accomplish the objective of timely gathering of accurate, accessible, and consistent information during an emergency. Every emergency event is unique, as such the Information Collection and Management Tool should be tailored to fit the circumstances and particular needs demanded by individual incidents.

At a minimum, every Information Collection and Management Tool should include the following information elements:

Essential Element of Information (e.g. boundaries of the disaster area, access points to the disaster area, jurisdictional boundaries).

Specific Information Requirement in support of an Essential Element of Information (e.g. traffic control points, safe routes, special permits required to access the disaster area).

Proposed Method or Source that could be used to obtain the Specific Information Requirement (e.g. field operation reports, GIS, reconnaissance).

Responsible Element, Section, or Agency identifies the responsible party tasked with collecting the specified information (e.g. EOC Operations Section, EOC Plans Section).

Deliverable Product specifies the mechanism the Responsible Element, Section, or Agency utilizes to relay a particular Specific Information Requirement (e.g. ICS Form 209, EOC Action Plan, incident map).

Collection Suspense or Schedule defines the reporting frequency for each Specific Information Requirement (e.g. daily, hourly, status change).

Distribution Requirement identifies the position, personnel, agency, or organization receiving the most up-to-date information in accordance with the Collection Suspense or Schedule (e.g. all EOC Section Chiefs, the REOC).

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City of Paso Robles P a g e | 50

CRISIS COMMUNICATIONS AND PUBLIC INFORMATION
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City of Paso Robles P a g e | 51
Crisis Communications and Public Information
Per NIMS, public information is coordinated and integrated across jurisdictions and functional agencies; among Federal, State, local, and tribal partners; and with private-sector entities and nongovernmental organizations. In order to effectively ensure timely and accurate public information and alert and warning messages are disseminated systems, structures, plans, policies, and equipment must be developed and identified to accomplish these tasks.

JOINT INFORMATION SYSTEM (JIS)
The Joint Information System (JIS) provides the mechanism to organize, integrate, and coordinate information to ensure timely, accurate, accessible, and consistent messaging across multiple jurisdictions and/or disciplines with nongovernmental organizations and the private sector. It includes the plans, protocols, procedures, and structures used to provide public information.

The JIS structure is used for ensuring that:
• Public Information Officer (PIO) functions are coordinated and integrated. • A structure and system for developing and delivering coordinated interagency messages is provided.
• Public information plans and strategies on behalf of the incident management leadership can be developed, recommended, and executed.
• Leadership is effectively advised on public affairs issues that could affect a response effort, and rumors and inaccurate information that could undermine public confidence are controlled and managed.

Federal, State, tribal, territorial, regional, or local Public Information Officers and established Joint Information Centers (JICs) are critical supporting elements of the JIS. A robust and competent jurisdictional JIS is integral to an effective and comprehensive incident management capability.

JOINT INFORMATION CENTER (JIC)
The Joint Information Center (JIC) is:
• A central location that facilitates operation of the Joint Information System. • A location where personnel with public information responsibilities perform critical emergency information functions, crisis communications, and public affairs functions.

JICs may be established at various levels of government or at incident sites or can be components of Multiagency Coordination (MAC) Systems (e.g., MAC Groups or EOCs). A single JIC location is preferable, but the system is flexible and adaptable enough to accommodate virtual or multiple JIC locations, as required.

EOC COMMUNICATION SYSTEMS
The City EOC is equipped with multiple redundant communication modalities allowing the sharing of situational awareness, resource status, raw intelligence and data, and alert and warning. The Attachment 1

City of Paso Robles P a g e | 52
communication capabilities are routinely reviewed and updated as technology advances. Current communication resources in the City EOC include, but are not limited to:
• Land-line based phones
• Cell phones
• Satellite phones
• Fax machines
• Internet enabled computers
• County Emergency Alert System (EAS)
• Radio systems
 ARES/RACES amateur radio
 Public safety frequencies (i.e., law, fire, EMS)
 Government frequencies (department/agency radios)

PUBLIC AWARENESS AND NOTIFICATION SYSTEMS
During an emergency, the City of Paso Robles is responsible for the dissemination of information to the public. Public Information Officers (PIOs) disseminate emergency instructions and critical information to affected audiences—including governments, media, and the public—to provide messages that are accessible to all sectors of the community. Several county departments, as well as PIOs from cities/towns, special districts, PNP organizations, and private companies share in the responsibility for disseminating complete, coordinated, and correct information to the public.

Various systems are in place for disseminating warnings and emergency information to the public which are describe below:

EMERGENCY ALERT SYSTEM The Emergency Alert System (EAS) is a national public warning system that requires radio and TV stations to broadcast emergency information provided by local, state, and federal officials. During an emergency, local officials could activate the EAS to provide emergency information and actions necessary to the public over local radio and TV stations.

Local radio and TV stations are an effective way to stay tuned to emergency information. It is essential to have battery-powered devices, such as a battery-operated radio to stay tuned during power outages. The Emergency Alert System is tested on the first Thursday of every month.

EARLY WARNING SYSTEM SIRENS The San Luis Obispo County Early Warning System (EWS) sirens are located throughout the Emergency Planning Zone (EPZ). Although the siren system was installed as one of the requirements related to the operation of Diablo Canyon Power Plant, the sirens can be used for any local emergency where there is a need for the public to act. When activated, the sirens will sound for three minutes. The sirens are an indication that the Emergency Alert System (EAS) has been activated, and emergency information will be provided on local radio and television stations. Go indoors and tune to a local radio or television station.

WIRELESS EMERGENCY ALERT (WEA) Wireless Emergency Alerts (WEA) are emergency alert messages like text messages that are sent to WEA-enabled cell phones in the vicinity of an emergency that requires the public to act. The alerts include a unique sound and vibration.

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City of Paso Robles P a g e | 53
Wireless Emergency Alerts is one of the public alert and notification systems that San Luis Obispo County officials can use to alert the public of an emergency. WEA is part of a nationwide system that not only allows local officials to provide emergency alerts, but also enables certain state and federal officials the ability to activate the system. Currently the system can be activated by local emergency officials, the National Weather Service for severe weather events, the CHP for AMBER alerts, and the President of the United States for times of national crisis.

The WEA system is capable of delivering alerts and notifications to cell phones within a geographic area without the cell phone being registered with the local alerting system. Best practice is to have the local Public Safety Access Point (PSAP/Dispatch) be the primary point of contact for dissemination of time sensitive alert and warning messages.

WEA’s look like text messages but are designed to get your attention with a unique sound and vibration repeated twice. WEA’s are no more than 360 characters and include the type and time of the alert, any action you should take and the agency issuing the alert. WEAs are not affected by network congestion and will not disrupt texts, calls or data sessions that are in progress.

SHERIFF’S ALERT (REVERSE 911) San Luis Obispo County Public Safety Agencies are able to inform the public of an emergency by utilizing an emergency telephone notification system.

Emergency officials can notify residents and businesses in a designated area of an emergency and actions they may need to take. Emergency alert notifications may include evacuations, shelter-inplace requests, missing persons, and other safety-related notifications.

The system is managed by the San Luis Obispo County Sheriff’s Office and can be used county wide.

Although the system is used primarily for disasters which require the public to act, it may be used in other emergencies such as high-risk missing persons.

NOAA WEATHER RADIO Emergency alert radio signals are not accessible over AM/FM radios but are received by NOAA Weather Radios. Weather alert radios can be used to alert the public of other serious emergencies, not just weather events.

Working with the Federal Communication Commission’s (FCC) Emergency Alert System, National Weather Radio (NWR) is an “all hazards” radio network, making it your single source for comprehensive weather and emergency information. In conjunction with Federal State, and Local Emergency Managers and other public officials, NWR also broadcasts warning and post-event information for all types of hazards – including natural (such as earthquakes), environmental (such as chemical releases or oil spills), and public safety (such as AMBER alerts or 911 telephone outages).

NWR is provided as a public service by the National Oceanic and Atmospheric Administration (NOAA), part of the Department of Commerce, NWR includes more than 1000 transmitters, covering all 50 states. NWR requires a special radio receiver or scanner capable of picking up the signal. Broadcasts are found in the VHF public service band at these seven frequencies (MHz):

162.400 162.425 162.450 162.475 162.500 162.525 162.550 Attachment 1

City of Paso Robles P a g e | 54
ADDITIONAL ALERTING PLATFORMS In addition to the above-mentioned platforms for disseminating warnings and emergency information, Paso Robles residents can obtain emergency information from any of the following platforms:
• AM/FM Radio Stations
• Designated City website (www.prcity.com)
• Local Network Television Stations
• Public Information Boards
• Social Media accounts
• www.emergencyslo.org (Evacuation / Shelter in Place Information)

PUBLIC AWARENESS AND EDUCATION
The public’s response to any emergency is based on their understanding of the nature of the emergency, the potential hazards, the likely response of emergency services, and knowledge of what individuals and groups with or without access and functional needs, should do to increase their chances of survival and recovery. Individuals caring for the elderly, children, or pets also need an increased understanding of their specific situation as it pertains to disaster preparedness.

The City of Paso Robles Fire & Emergency Services makes emergency preparedness information available to the citizens of Paso Robles at https://www.prcity.com.

The City utilizes the following mediums for distributing incident management and preparedness information to the public and partnering stakeholders:

The City of Paso Robles Website:
https://www.prcity.com
The City of Paso Robles Updates Facebook Page:
https://www.facebook.com/prcitygov
The Paso Robles Fire and Emergency Services Twitter feed:
https://www.twitter.com/PasoRoblesES
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City of Paso Robles P a g e | 55

FINANCE AND MUTUAL AID
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City of Paso Robles P a g e | 56

FINANCE CONSIDERATIONS
Effective disaster financial management is critical for successful response and recovery. It allows the City and EOC Management to forecast the need for additional funds before operations are negatively affected.

The Finance and Administration Section may need to monitor cost expenditures to ensure applicable statutory rules are met as the City obtains the resources needed to support the community, increase the efficiency of recovery efforts, and reduce the likelihood of audits and financial penalties.

Close coordination with the Planning and Intelligence Section and Logistics Section is essential so operational records can be reconciled with financial documents. Fiscal and grant regulations are strict and apply to all jurisdictions, regardless of size, so it is imperative that all jurisdictions have robust scalable, flexible, and adaptable disaster financial management plans and processes in place pre-disaster for all types of incidents. Because of the flexible nature of SEMS, NIMS, and ICS, in some cases, only one or a few specific functions may be required.

Obtaining federal and state assistance requires the City to collect and retain a broad range of original documents that clearly demonstrate that they were used for the disaster/emergency including:
• Employee timecards showing hours (regular and overtime) worked and which indicate the type and location (GPS locations are preferred) of the work. • Use of county-owned equipment supported by equipment identification, dates and number of hours used each day, location (GPS locations are preferred) and purpose for using the equipment. • Use of City-owned supplies supported by a reasonable basis for determining costs, why the material was necessary, and location (GPS locations are preferred) of where the material was used.
• Purchases of material supported by invoices showing quantity, description, unit cost, where (GPS locations are preferred), when and how the material was used. • Rental of equipment supported by invoices identifying the type and description of equipment, rate per hour indicating with or without operator, dates and hours used each day, where (GPS locations are preferred) and why the equipment was used. • Invoices for work performed by contract must provide a detailed breakdown of cost, where (GPS locations are preferred), when and why the work was performed. If a contractor is providing different types of services, i.e. debris removal and repair work, each category of work should be invoiced separately.

The above records and documentation must be retained for AT LEAST THREE YEARS from the date of final settlement of claim. All such records should be forwarded to the Cost Recovery Unit for audit follow-up.

The Finance/Administration function will operate under the following policies during a qualifying incident/event as the situation dictates:
• The Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS) will be followed
• All existing City and departmental fiscal operating procedures will be adhered to unless modified by the City Council or the EOC Director
• For incidents/events that render the accounting systems either inaccessible or unusable for any period of time, appropriate personnel will be on an operational period, as determined by the EOC Director. This may be a period of 12 hours
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The Finance/Administration function’s primary responsibility is to maintain to the greatest extent possible the financial systems necessary to keep the City functioning during an incident or crisis of any size or type.

These systems include but are not limited to:
• Payroll
• Payments
• Revenue collection
• Claim processing
• Cost recovery documentation
The function also supervises the negotiation and administration of vendor and supply contracts and procedures in collaboration with the incident management procurement functions.

The extent and complexity of the incident or crisis will determine the extent to which the Finance/Administration function will mobilize. For some incidents/events, only part of the section may need to be engaged. In larger more complex incidents, the entire function will likely engage.

The Finance/Administration function acts in a support role in all incidents/events to ensure that all required records are preserved for future use and FEMA filing requirements through maintenance of proper and accurate documentation of all actions taken.

To carry out its responsibilities, the Finance/Administration function will accomplish the following during a disaster/emergency:

For incidents/events where the City’s computer systems and bank are accessible and usable:
• Notify the other parts of the incident management organization and City departments that incident management accounting procedures will be initiated and used for the event • Determine (in collaboration with technical staff) the extent to which the City’s computer systems are accessible and/or usable
• Determine if the City’s banking institutions can continue handling financial transactions • Inform the incident management organization and City departments that the payroll and payments processing will be handled on a "business-as-usual" basis except that incident management accounting procedures will be used for incident/event-related costs • Disseminate information about the incident management accounting procedures to other sections and departments as necessary
• Upon proclamation or declaration of a disaster by the State and/or Federal Governments, coordinate to initiate the recovery process of the City’s costs • Coordinate with the other sections and departments on the collection and documentation of costs pertaining to the incident/event
• Coordinate with the State and Federal disaster assistance agencies for the required inspections, documentation, audits, and other necessary work in order to recover costs For incidents/events where the City’s computer systems and/or banking institutions are either inaccessible or unusable
• Notify the other parts of the incident management organization and City departments that incident management accounting procedures will be initiated and used for the event • Determine (in collaboration with technical staff) the extent to which the City’s computer systems are accessible and/or usable
• Determine if the City’s banking institutions can continue handling financial transactions • Inform the incident management organization and City departments that payroll and payments will be on hold for a short time and that processing will continue on a normal basis as of a specified date
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• Activate other Finance/Administration functions as necessary • Maintain, as best possible, the financial continuity of the City (payroll, payments, and revenue collection)
• Disseminate information about the incident management accounting procedures to other sections and departments as necessary.
• Upon proclamation or declaration of a disaster by the State and/or Federal Governments, coordinate with those agencies to initiate the recovery process of the City’s costs • Coordinate with the other sections and departments on the collection and documentation of costs pertaining to the incident/event
• Coordinate with the State and Federal disaster assistance agencies for the required inspections, documentation, audits, and other necessary work in order to recover costs

MUTUAL AID
The foundation of California's emergency planning and response is a statewide mutual aid system which is designed to ensure adequate resources, facilities and other support is provided to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation. The basis for the system is the California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA).

The MMAA was developed in 1950 and has been adopted by the state, all 58 counties, and most incorporated cities in the state. The agreement creates a formal structure wherein each jurisdiction retains control of its own facilities, personnel, and resources, but may also receive or render assistance to other jurisdictions within the state. State government is obligated to provide available resources to assist local jurisdictions in emergencies. It is the responsibility of the local jurisdiction to negotiate, coordinate, and prepare mutual-aid agreements.

Mutual-aid agreements exist for:
• Law Enforcement
• Fire Services
• Emergency Medical Services
• Emergency Management
• Public Utilities
• Building Inspectors
• Coroner
• Transit Operators
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MUTUAL AID SYSTEMS
A statewide mutual-aid system, operating within the
framework of the MMAA allows for the progressive
mobilization of resources to and from emergency
response agencies, local governments, OAs, and state
regions with the intent of provide requesting agencies
with adequate resources. Emergency mutual-aid
response and recovery activities are generally
conducted at the request and under the direction of
the affected local government.

The statewide mutual-aid system includes several
discipline-specific mutual aid systems, such as fire
rescue and law. The adoption of SEMS/NIMS does not
alter existing mutual-aid systems. These systems work
through local government, OAs; regional and state
levels consistent with SEMS/NIMS guidelines.

Fire agencies in San Luis Obispo County have signed
onto a countywide mutual-aid agreement to ensure
that firefighting resources and personnel will be
available during emergencies that exceed local
capabilities. If these resources are not enough to meet the threat, fire resources from throughout the state can be requested under the MMAA. Requested mutual aid resources will be provided and utilized in accordance with the MMAA. During a proclaimed emergency, mutual aid will be coordinated at the local government, OA, or mutual aid regional level. The City must make mutual aid requests through the County EOC for resources outside of fire and law.

During and following an incident, the coordination of resources is critical when there are multiple requests for similar resources or when resources are scarce. It is anticipated that a Mutual Aid MAC Group will be established to coordinate mutual aid resources. The 2013 California Statewide MACS Guide provides the architecture to support coordination for incident prioritization, scarce resource allocation, communications systems integration, and information coordination.

SPECIAL MUTUAL AID CONSIDERATIONS FOR TERRORISM INCIDENTS Terrorism incidents require response by law enforcement at many levels and require crime scene management. As such, the information flow, command structure, and mutual aid processes can be different from those in the management of other emergency situations.

A terrorist activity emergency has its own unique threat and crisis characteristics and must be dealt with in accordance to its magnitude and with an appropriate level of response. Plans and procedures have been created, exercised, and revised for both the most likely and worst-case scenarios.

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MUTUAL AID AUTHORITIES, PLANS, AND GUIDANCE DOCUMENTS
Mutual-aid assistance may be provided under one or more of the following authorities:
• California Master Mutual Aid Agreement (MMAA)
• California Law Enforcement Mutual Aid Plan
• Coroner Mutual Aid Plan
• California Fire Service and Rescue Mutual Aid Plan
• California Medical Mutual Aid Plan
• Emergency Managers Mutual Aid Plan
• EMMA
• Public Works MMMA
• California Statewide Multi-Agency Coordination System Guide

RESOURCE MANAGEMENT
It is state policy that resource requests for emergency response and disaster repair and restoration be entered into by the lowest level of government. When local City resources are exhausted and additional resources are required, resource requests will follow an established process for ordering, tracking, mobilizing, and demobilizing.

Maintenance of resources is important throughout all aspects of resource management. Maintenance prior to deployment ensures their availability and capability. Maintenance during the deployment phase ensures continued capabilities (e.g., ensuring adequate fuel supplies during use). Post-operational inspection and maintenance ensures future availability.

INTEGRATION OF MUTUAL AID RESOURCES
In order to receive County, State, and federal resources, coordination needs to be done through the County EOC, and field level command structures. The discipline specific OA Mutual Aid Coordinators will be in charge of tracking requests for equipment, resources, and manpower under existing mutual aid protocols. The requesting agencies are responsible to report to OA EOC the number and status of resources deployed on a mission on a daily basis. Resources requested through the City EOC will be done following the prescribed resource requesting process below:

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Resource typing of equipment will be handled by individual disciplines—law, fire, EMS, public works, and others—under the guidance issued by County OES regarding NIMS implementation.

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PLAN DEVELOPMENT AND MAINTENANCE
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Plan Development and Maintenance

PLAN DEVELOPMENT
This City of Paso Robles Emergency Operations Plan (EOP) was developed with consideration to a whole community approach in compliance with Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining Emergency Operations Plans. Additionally, the 2017 NIMS (3rd edition), the 2017 Cal OES Emergency Operations Plan Crosswalk Element, and current incident management trends were reviewed and considered in an effort to address common issues and systemic operational hindrances. Annexes to the EOP are further developed in a whole community approach to augment this foundational document.

Annexes are composed of major functional activities, as well as specific hazard topics that present unique or complex considerations that require more elaborate planning. A complete list of current and additional planned annexes is provided in Appendix C.

PLAN MAINTENANCE
This Plan, in its entirety, will be reviewed, maintained, and updated on a 1-year review, 5-year revision cycle by the Fire Chief, or designee. The Plan sets objectives and policy for the City and therefore changes require the approval of the City of Paso Robles Disaster Council.

This EOP may be modified as a result of post-incident analyses and/or post exercise critiques. It may also be modified if responsibilities, procedures, laws, rules, or regulations pertaining to emergency or incident management and operations change. Those agencies having assigned responsibilities under this EOP are obligated to inform the City when changes are needed to reflect the current process. The City will maintain records of revision to this EOP and each of the annexes as they are reviewed and updated. All changes will be noted in the Annual Review table at the beginning of this document.

PLAN CONCURRENCE
Supporting agencies and organizations include all City departments who received a copy of this Plan.

These City departments are expected to comply with how the EOP describes their tasks.

PLAN TRAINING AND EXERCISE
It is the policy of the City of Paso Robles to sponsor and coordinate an annual exercise on a component of the City Emergency Operations Plan. The Emergency Services department will develop and administer the drills or exercises. The primary purpose of these events will be to evaluate and improve the Disaster Response Plan that the event may be based on. The exercise or drill should be a no-fault training and learning experience for all its participants.

All actions during the exercise will be observed and recorded by an evaluator group comprised of Disaster Leadership Subject Matter Experts. A general "no fault" discussion and critique will follow the exercise. This critique will afford department players and the evaluator group an opportunity to jointly comment on perceived strengths, and what improvements are needed forthe Disaster Response Plan. A closed evaluator group meeting will follow the critique for the purpose of recording on a consensus basis specific Attachment 1

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recommendation for Plan improvement. These recommendations will then be presented to the Paso Robles Emergency Services Chief within 30 days after the actual exercise.

The Emergency Services Department will also assist individual departments in developing training programs specific to both individuals and any position he or she may hold within the City Disaster Management Organization. The Emergency Services Department will also be responsible for providing general training to the City Council and the employees as needs arise.

Regardless of exercise type, each exercise within the progressive series is linked to a set of common program priorities and designed to test associated capabilities. Further, by defining training requirements in the planning process, the City can address known shortfalls prior to exercising capabilities. Below is a list of the different progressive exercise types:

Seminar – Seminars generally orient participants to, or provide an overview of, authorities, strategies, plans, policies, procedures, protocols, resources, concepts, and ideas. As a discussionbased exercise, seminars can be valuable for entities that are developing or making major changes to existing plans or procedures. Seminars can be similarly helpful when attempting to assess or gain awareness of the capabilities of interagency or inter-jurisdictional operations.

Workshop – Although similar to seminars, workshops differ in two important aspects: participant interaction is increased, and the focus is placed on achieving or building a product. Effective workshops entail the broadest attendance by relevant stakeholders. Products produced from a workshop can include new standard operating procedures (SOPs), emergency operations plans, continuity of operations plans, or mutual aid agreements. To be effective, workshops should have clearly defined objectives, products, or goals, and should focus on a specific issue.

Tabletop Exercise – A tabletop exercise (TTX) is intended to generate discussion of various issues regarding a hypothetical, simulated emergency. TTXs can be used to enhance general awareness, validate plans and procedures, rehearse concepts, and/or assess the types of systems needed to guide the prevention of, protection from, mitigation of, response to, and recovery from a defined incident. Generally, TTXs are aimed at facilitating conceptual understanding, identifying strengths and areas for improvement, and/or achieving changes in perceptions.

During a TTX, participants are encouraged to discuss issues in depth, collaboratively examining areas of concern and solving problems. The effectiveness of a TTX is derived from the energetic involvement of participants and their assessment of recommended revisions to current policies, procedures, and plans.

TTXs can range from basic to complex. In a basic TTX (such as a facilitated discussion), the scenario is presented and remains constant—it describes an emergency and brings discussion participants up to the simulated present time. Participants apply their knowledge and skills to a list of problems presented by the facilitator; problems are discussed as a group; and resolution is reached and documented for later analysis.

In a more advanced TTX, play advances as participants receive pre-scripted messages that alter the original scenario. A facilitator usually introduces problems one at a time in the form of a written message, simulated telephone call, videotape, or other means. Participants discuss the issues raised by each problem, referencing established authorities, plans, and procedures for guidance.

Participant decisions are incorporated as the scenario continues to unfold.

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During a TTX, all participants should be encouraged to contribute to the discussion and be reminded that they are making decisions in a no-fault environment. Effective TTX facilitation is critical to keeping participants focused on exercise objectives and associated capability targets.

Games – A game is a simulation of operations that often involves two or more teams, usually in a competitive environment, using rules, data, and procedures designed to depict an actual or hypothetical situation. Games explore the consequences of player decisions and actions. They are useful tools for validating plans and procedures or evaluating resource requirements.

During game play, decision-making may be either slow and deliberate or rapid and more stressful, depending on the exercise design and objectives. The open, decision-based format of a game can incorporate “what if” questions that expand exercise benefits. Depending on the game’s design, the consequences of player actions can be either pre-scripted or decided dynamically. Identifying critical decision-making points is a major factor in the success of evaluating a game.

Drill – A drill is a coordinated, supervised activity usually employed to validate a specific function or capability in a single agency or organization. Drills are commonly used to provide training on new equipment, validate procedures, or practice and maintain current skills. For example, drills may be appropriate for establishing a community-designated disaster receiving center or shelter. Drills can also be used to determine if plans can be executed as designed, to assess whether more training is required, or to reinforce best practices. A drill is useful as a stand-alone tool, but a series of drills can be used to prepare several organizations to collaborate in an FSE.

For every drill, clearly defined plans, procedures, and protocols need to be in place. Personnel need to be familiar with those plans and trained in the processes and procedures to be drilled.

Functional Exercise – Functional Exercises (FEs) are designed to validate and evaluate capabilities, multiple functions and/or sub-functions, or interdependent groups of functions. FEs are typically focused on exercising plans, policies, procedures, and staff members involved in management, direction, command, and control functions. In FEs, events are projected through an exercise scenario with event updates that drive activity typically at the management level. An FE is conducted in a realistic, real-time environment; however, movement of personnel and equipment is usually simulated.

FE controllers typically use a Master Scenario Events List (MSEL) to ensure participant activity remains within predefined boundaries and ensure exercise objectives are accomplished. Simulators in a Simulation Cell (SimCell) can inject scenario elements to simulate real events.

Full Scale Exercise – Full Scale Exercises (FSEs) are typically the most complex and resourceintensive type of exercise. They involve multiple agencies, organizations, and jurisdictions and validate many facets of preparedness. FSEs often include many participants operating under cooperative systems such as the ICS or Unified Command.

In an FSE, events are projected through an exercise scenario with event updates that drive activity at the operational level. FSEs are usually conducted in a real-time, stressful environment that is intended to mirror a real incident. Personnel and resources may be mobilized and deployed to the scene, where actions are performed as if a real incident had occurred. The FSE simulates reality by presenting complex and realistic problems that require critical thinking, rapid problem solving, and effective responses by trained personnel.

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The level of support needed to conduct an FSE is greater than that needed for other types of exercises. The exercise site for an FSE is usually large, and site logistics require close monitoring.

Safety issues, particularly regarding the use of props and special effects, must be monitored.

Throughout the duration of the exercise, many activities occur simultaneously.

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AUTHORITIES AND REFERENCES
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Authorities and References
Emergency response, like all governmental action, is based on legal authority. The Paso Robles Emergency Operations Plan (EOP), follows federal, state, and local regulations and guidelines.

FEDERAL
• Robert T. Stafford Disaster Relief and Emergency Assistance Act (PL 93-288) as amended • Homeland Security Act of 2002 (PL 107-296)
• Presidential Policy Directive / PPD-8: National Preparedness • Homeland Security Presidential Directive / HSPD-5: Management of Domestic Incidents • Post-Katrina Emergency Management Reform Act of 2006 (PL 109-295) • Pets Evacuation and Transportation Standards Act of 2006 (PL 109-308) • Improving Access to Services for Persons with Limited English Proficiency (Executive Order 13166)
• Individuals with Disabilities in Emergency Preparedness (Executive Order 13347) • Americans with Disabilities Act of 1990 (PL 101-336) as amended • Rehabilitation Act of 1973 (PL 93-112, Section 504) as amended • Civil Rights Act of 1964 (PL 88-352, Section VI)
• Federal Civil Defense Act of 1950 (PL 920)
• National Incident Management System (2017)
• National Response Framework (2019)
• Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining Emergency Operations Plans (2021)
STATE
• California Emergency Services Act (Title 2, Division 1, Chapter 7 of the Government Code) • California Disaster Assistance Act (Title 19, Division 2, Chapter 6 of the California Code of Regulations)
• Standardized Emergency Management System (Title 19, Division 2, Chapter 1 of the California Code of Regulations
• Standardized Emergency Management System Guidelines
• State of California Emergency Plan
• California Disaster and Civil Defense Master Mutual Aid Agreement • California Law Enforcement Mutual Aid Plan
• California Coroners’ Mutual Aid Plan
• California Fire Service and Rescue Emergency Mutual Aid Plan • California Constitution (Article XI: Local Government) • Disaster Service Worker (Title 1, Division 4, Chapter 8 of the Government Code and Section 3211.92 of the Labor Code)
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LOCAL
• City of El Paso de Robles, California Municipal Codes & Ordinances https://library.municode.com/ca/el_paso_de_robles/codes/code_of_ordinances Attachment 1

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GLOSSARY
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ACRONYMS
ADA Americans with Disabilities Act
ALERT Automated Local Evaluation in Real Time
ARES Amateur Radio Emergency Services
CADRE Collaborating Agencies Disaster Relief Effort
CAL FIRE California Department of Forestry and Fire Protection Cal OES California Governor’s Office of Emergency Services CBO Community-Based Organization
CERT Community Emergency Response Team
DOC Department Operations Center
DPEC Disaster Preparedness Executive Committee
DSW Disaster Service Worker
EMS Emergency Medical Services
EAS Emergency Alert System
EF Emergency Function
EMPG Emergency Management Performance Grant
EOC Emergency Operations Center
EOP Emergency Operations Plan
ESF Emergency Support Function
FE Functional Exercise
FEMA Federal Emergency Management Agency
FSE Full-Scale Exercise
HSPD Homeland Security Presidential Directive
HSEEP Homeland Security Exercise and Evaluation Program IC Incident Commander
ICP Incident Command Post
ICS Incident Command System
IPAWS Integrated Public Alert and Warning System
JIC Joint Information Center
JIS Joint Information System
MAC Multi-Agency Coordination
MACS Multi-Agency Coordination System
MMAA California Master Mutual Aid Agreement
MSEL Master Scenario Events List
NRF National Response Framework
NGO Non-Governmental Organization
NIMS National Incident Management System
NWS National Weather Service
OA Operational Area
OA EOC Operational Area Emergency Operations Center
OASIS Operational Area Satellite Information System
OES Office of Emergency Services
PG&E Pacific Gas and Electric Company
PIO Public Information Officer
PL Public Law
PNP Private Non-Profit
PPD Presidential Policy Directive
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RACES Radio Amateur Civil Emergency Services
REOC Regional Emergency Operations Center
SEMS Standardized Emergency Management System
SimCell Simulation Cell
SMS Short Message Service
SOC State Operations Center
SOP Standard Operating Procedures
TTX Tabletop Exercise
VOAD Voluntary Organizations Active in Disasters
WEA Wireless Emergency Alert
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DEFINITIONS
Accessible – A facility is accessible if it has the legally required features and/or qualities that ensure entrance, participation, and usability of places, programs, services, and activities by individuals with a wide variety of disabilities.

Affected Population – Anyone who has been displaced, injured, or suffered some loss due to a disaster.

American Red Cross (Red Cross) – The Red Cross is a humanitarian organization, led by volunteers, that provides relief to victims of disasters and helps people prevent, prepare for, and respond to emergencies.

It does this through services that are consistent with its Congressional Charter and the Principles of the International Red Cross Movement.

Americans with Disabilities Act (ADA) – The Americans with Disabilities Act prohibits discrimination against people with disabilities in employment, transportation, public accommodation, communications, and governmental activities. The ADA also establishes requirements for telecommunications relay services.

Annex – An annex is an addition to a document.

Appendix – Appendices provide relevant information already referenced in the guidance. Typically, this includes forms used or other necessary information.

Catastrophe – A series of cascading human-caused/influenced events or incidents with or without a human caused genesis, the adverse effects/consequences of which are potentially, seemingly, or definitively irreversible. A catastrophe may be caused by a disaster, or may be the cause of a disaster, but it may not be either. A catastrophe may be an emergency or cause a state of emergency, or, an emergency or state of emergency may cause a catastrophe, but a catastrophe may not be any of the above.

Civil Unrest – Civil unrest involves a disruption of the typical social order; it can involve a strike or protest, and it can be non-violent or involve violence. Riots and rebellions are both forms of civil unrest.

Community-Based Organization (CBO) – Non-profit organizations that operate within a single local community and constitute a subset of the wider group of NGOs. They are frequently run by volunteers and often self-funding. Some are formally incorporated with written charters and boards of directors, while others are much smaller and more informal.

Crisis – Phenomenon, event, active threat, or trend, with or without specific location, posing seemingly inevitable harm to life, property, environment, organizational performance, reputation, or way of life reasonably or ethically necessitating deliberate urgent intervention. (A crisis may be local, national, or global)
Dam Failure – Partial or complete collapse of a dam causing downstream flooding.

Disaster – Any natural event or emergency (hurricane, tornado, storm, high water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, drought, etc.), or regardless of cause, any fire, flood, or explosion which the President determines to be of such severity as to warrant major federal disaster assistance.

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Disaster Service Worker (DSW) – The Disaster Service Worker program is a state-funded worker’s compensation program for government employees and affiliated volunteers who provide services to protect the health and safety, and preserve the lives and property, of the people of California.

Government-affiliated volunteers, including members of the public who spontaneously volunteer to assist during a disaster, may be registered as DSWs under California’s Disaster Service Worker Volunteer Program.

Emergency – Incident(s) or crisis(es) (air pollution, fire, flood, storm, epidemic, riot, drought, sudden/severe energy shortage, plant or animal infestation or disease, Governor’s warning of earthquake/volcanic predictions, and earthquakes, etc.) posing threat to safety of persons, property, or the environment that exceeds an organization’s resources/capability.

Emergency Medical Services (EMS) – A service providing out-of-hospital, acute medical care, transport to definitive care, and other medical transport to patients with illnesses and injuries, which prevent the patient from transporting themselves.

Emergency Operations – Actions taken during an emergency to protect life and property, care for the people affected, and restore essential community services.

Emergency Operations Center (EOC) – A site from which government officials coordinate, monitor, and support response activities during an emergency.

Emergency Operations Plan (EOP) – A document that describes how people and property will be protected in disaster and disaster threat situations; details who is responsible for carrying out specific actions; identifies the personnel, equipment, facilities, supplies, and other resources available for use in the disaster; and outlines how all actions will be coordinated.

Evacuation – Organized and supervised dispersal of people from dangerous or potentially dangerous areas.

Evacuee – All persons removed or moving from areas threatened or struck by a disaster.

Federal Emergency Management Agency (FEMA) – The Federal Emergency Management Agency (FEMA) is the federal agency responsible for coordinating emergency planning, preparedness, risk reduction, response, and recovery. The agency works closely with state and local governments by funding emergency programs and providing technical guidance and training. These coordinated activities at the federal, state, and local levels ensure a broad-based emergency program to ensure public safety and protect property.

Flood – A general and temporary condition of inundation of normally dry land areas from overflow of inland or tidal waters, unusual or rapid accumulation or runoff of surface waters, or mudslides/mudflows caused by accumulation of water.

Hazard – Any source of danger or element of risk to people or property.

Hazardous Material – Any substance or material that when involved in an accident and released in sufficient quantities, poses a risk to people’s health, safety, and/or property. These substances and materials include explosives, radioactive materials, flammable liquids or solids, combustible liquids or solids, poisons, oxidizers, toxins, and corrosive materials.

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Incident – The physical manifestation of crisis, event, or occurrence that has adversely affected life, property, or the environment requiring the response of at least one individual.

Incident Command System (ICS) – The Incident Command System (ICS) is a standardized emergency management concept designed to provide an integrated organizational structure for managing emergencies, and to enable coordinated emergency response across jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the management of resources during emergencies.

It is based on proven management tools that contribute to the strength and efficiency of the overall system.

Limited English Proficiency – Persons who do not speak English as their primary language and who have a limited ability to read, speak, write, or understand English.

Local Jurisdiction – Local jurisdiction refers to the cities, towns, school districts, and special districts that are encompassed within the geographical borders of the County of San Luis Obispo. In the case of unincorporated areas, local jurisdiction refers to the county itself.

Mitigation – Pre-event planning and actions that aim to lessen the occurrence or effects of potential disaster.

Mobilization – The process and procedures used by organizations; federal, state, and local for activating, assembling, and transporting resources that have been requested to respond to or support an incident.

Multi-Agency Coordination (MAC) – The participation of government and other organizations involved at any level of the SEMS organization working together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents.

Multi-Jurisdiction Incident – An incident where multiple jurisdictions have a statutory responsibility.

Under ICS, these incidents will be managed under Unified Command.

Mutual Aid – Is the voluntary aid and assistance by the provision of services and facilities, including but not limited to fire, police, medical and health, communication, transportation, and utilities. Mutual aid is intended to provide adequate resources, facilities, and other support to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation.

Mutual Aid Agreement – Written agreement between agencies and/or jurisdictions in which they agree to assist one another upon request, by furnishing personnel and equipment.

Natural Disaster – Any hurricane, tornado, storm, flood, high water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, drought, fire, or other catastrophe which causes, or which may cause, substantial damage or injury to civilian property or persons.

National Incident Management System (NIMS) – The National Incident Management System (NIMS) provides a comprehensive approach to emergency management for all hazards. NIMS integrates existing best practices into a consistent nationwide approach to domestic emergency management that is Attachment 1

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applicable to all jurisdictional levels (public and private) and across functional disciplines. NIMS is based on a balance of flexibility and standardization. NIMS is flexible and allows government and private entities at all levels to work together to manage domestic emergencies, regardless of their cause, size, location, or complexity. NIMS also provides a set of standardized organizational structures.

National Response Framework – The National Response Framework (NRF) presents the guiding principles that enable all response partners to prepare for and provide a unified national response to disasters and emergencies—from the smallest incident to the largest catastrophe. The Framework establishes a comprehensive, national, all-hazards approach to domestic incident response. The Framework documents the key response principles, roles, and structures that organize national response. It describes how communities, States, the Federal Government, and private-sector and non-governmental partners apply these principles for a coordinated, effective national response. And it describes special circumstances where the Federal Government exercises a larger role, including incidents where Federal interests are involved and catastrophic incidents where a State would require significant support. It allows first responders, decision makers, and supporting entities to provide a unified national response.

Non-Governmental Organization (NGO) – An entity with an association that is based on interests of its members, individuals, or institutions, and that is not created by a government, but may work cooperatively with government. Such organizations serve a public purpose, not a private benefit.

Examples of NGOs include faith-based charity organizations and the Red Cross.

Office of Emergency Services (OES) – OES is the lead agency in fulfilling the County’s responsibility under the California Emergency Services Act and serves as the Operational Area Coordinator for the County of San Luis Obispo under SEMS.

Operational Area (OA) – A geographical area that encompasses all local governments within a county, including the county. The OA serves as the coordination and communications link between the local government and the state. The OA prioritizes resources and coordinates mutual aid among entities within the OA. Each OA is responsible for activating and operating an EOC.

Operational Area Emergency Operations Center (OA EOC) – The physical location at which the coordination of information and resources to support OA activities normally takes place.

Plan – A document that describes the broad, overall jurisdictional response to potential extraordinary emergencies or disasters.

Preparedness – The range of deliberate, critical tasks and activities necessary to build, sustain, and improve operational capability. Preparedness is a continuous process involving efforts at all levels of government and between government and private-sector and NGOs to identify threats, determine vulnerabilities, and identify required resources. Preparedness is operationally focused on establishing guidelines, protocols, and standards for planning, training and exercises, personnel qualification and certification, equipment certifications and publication management.

Recovery – The long-term activities beyond the initial emergency response phase of disaster operations that focus on returning all systems in the community to a normal status or to reconstitute these systems to a new condition that is less vulnerable.

Resources – Personnel and equipment available, for assignment to incidents or to EOCs.

Attachment 1

City of Paso Robles P a g e | 77
Response – Activities that address the direct effects of an incident; immediate actions to save lives, protect property.

Shelter – Facilities providing safe, sanitary, and secure refuge before, during, and after disaster incidents. (Note: This may also include some facilities that provide immediate necessary safe haven sheltering during an incident but are not capable of ongoing operations once other options are available.) Shelters may include general population shelters, medical needs shelters, or household pet shelters.

Special District – A unit of local government (other than a city or county, with authority or responsibility to own, operate, or maintain a project (e.g., a water district).

Standardized Emergency Management System (SEMS) – The Standardized Emergency Management System (SEMS) is used to manage emergency responses in California. SEMS consists of five hierarchical levels: field, local, operational area, regional, and State. SEMS incorporates the principles of the Incident Command System, the Master Mutual Aid Agreement, existing discipline-specific mutual aid agreements, the Operational Area concept, and multi-agency or interagency coordination and communication. Under SEMS, response activities are managed at the lowest possible organizational level.

State of Emergency – An eminent impending incident(s) or crisis(es) posing threat to safety of persons, property, or the environment that is/are likely to exceed resources/capability of the proclaiming political jurisdiction, or the existence of an active incident which threatens a population, and the adequacy of local resources is unknown.

Terrorism – The use of, or threatened use of, criminal violence against civilians or civilian infrastructure to achieve political ends through fear and intimidation.

Threat – Communicated, demonstrated, or inferred intent and potential capability to harm life, property, environment, organizational performance, or way of life.

Volunteer Organizations Active in Disasters (VOAD) – Established disaster relief organizations, which for the most part, are faith-based and national in scope, yet play a major role in disaster recovery at the local level. Services include, but are not limited to:
• Repairing and replacing low-income housing
• Mass feeding services
• Home clean-up and repairs
• Facilities for in-kind disaster relief supplies
• Disaster childcare
• Material resources such as blankets, health kits, and clean up kits • Trauma, stress, grief, care for responders and affected population • Shelter management
• Emergency sheltering of animals
• Clean-up and debris removal
• 2-1-1 information and referral
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APPENDIX A – LOCAL / STATE / FEDERAL CROSSWALK
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City of Paso Robles P a g e | 79

FEDERAL / STATE / LOCAL CROSSWALK
The table below provides a crosswalk that approximates equivalent terms used by the City of Paso Robles, the State of California, and the U.S. Federal Government.

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Attachment 1

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APPENDIX B – EMERGENCY ANNEX PLANNING PROCESS
GUIDE
Attachment 1

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PURPOSE STATEMENT
The purpose of the EOP Annex Planning Process Guide is to systematize a more collaborative Operational Area approach in alignment with FEMA’s Comprehensive Planning Guidance (CPG) 101. The model improves the planning process by providing an inclusive platform for discussion of planning priorities, dividing, and assigning labor and incorporating a review process. These characteristics will yield wider stakeholder participation, increase consistency, and expand the understanding of planning products.

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APPENDIX C – CITY OF PASO ROBLES EMERGENCY HAZARDSPECIFIC ANNEXES & OPERATIONAL PLANS Attachment 1

City of Paso Robles P a g e | 84

RELATIONSHIP TO OTHER PLANS/REFERENCES
This EOP is the primary document used by the City to describe the conduct of emergency management activities from the City perspective. The EOP provides a conceptual framework for all other emergency management planning. The EOP contributes to the City emergency management process by describing how activities will be conducted within the City of Paso Robles, and how support will be requested and coordinated–in the form of mutual aid and other resources. This Plan is designed to be flexible enough that it can adapt to changing response environments and to the needs of supporting and requesting organizations.

Hazard-specific annexes contain unique response details that apply to a specific threat to our community.

These annexes were designed to identify and address the most common hazards facing the City, but it is important to note that these are a starting point and may not fully reflect all possible threats to the City.

The City of Paso Robles hazard-specific annexes & operational plans are tactical documents and contain critical information for emergency responders and EOC managers to use during an emergency. As the threat and hazard environment changes over time, these annexes may be updated accordingly as part of a periodic plan review process. The Emergency Services Department will be directly responsible for updating and revising the Hazard Specific Annexes and related Support Materials, without the need for City Council approval.

This Plan will frequently support/complement other City Plans and Annexes including:
• City of Paso Robles Annex – A Earthquake
• City of Paso Robles Annex – B Hazardous Materials
• City of Paso Robles Annex – C Mass Casualty
• City of Paso Robles Annex – D Transportation
• City of Paso Robles Annex – E Fire
• City of Paso Robles Annex – F Civil Disturbance – Terrorism – Active Shooter • City of Paso Robles Annex – G Adverse Weather
• City of Paso Robles Annex – H Utility Disruption
• City of Paso Robles Annex – I Infectious Disease
• City of Paso Robles Crisis Communication Plan
• City of Paso Robles Evacuation Plan
• City of Paso Robles Debris Management Plan
Hazard-Specific Annexes and Operational Plans can be found at https://www.prcity.com/198/Fire-andEmergency-Services Attachment 1

Attachment 2
RESOLUTION 24-XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL PASO DE ROBLES APPROVING THE ADOPTION OF THE 2024 EMERGENCY OPERATIONS PLAN
WHEREAS, The Emergency Operations Plan (EOP) is an all-hazards document describing the Paso Robles incident management organization, compliance with relevant legal statutes, and critical components of the incident management structure; and
WHEREAS, The EOP stablishes an incident management organization for Paso Robles which will coordinate and support on-scene responses including maintenance of situational awareness, facilitation of effective communication between operations centers at various levels of government and maintain continuity of government; and
WHEREAS, The EOP contains operational concepts associated with the management of incidents, emergencies, crises, disasters, and catastrophes within the City, including earthquake, hazardous materials incidents, mass casualty incidents, civil disturbance, terrorist events, wildland fires, adverse weather, utility disruptions, and public health issues; and WHEREAS, The EOP continues the City of Paso Robles’ compliance with the Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), the Incident Command System (ICS), the National Response Framework (NRF), and the National Preparedness Guidelines; and
WHEREAS, The EOP also serves as the legal and conceptual framework for incident management to be utilized by the City of Paso Robles and its various departments within municipal government and establishes the emergency organization, assigns tasks, specifies policies and general procedures, and provides for coordination of planning efforts for respective staff; and WHEREAS, The Fire Chief has prepared this EOP to ensure the most effective and efficient allocation of resources for the maximum benefit and protection of the civilian population during times of emergency.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EL PASO DE ROBLES DOES HEREBY RESOLVE AS FOLLOWS:

Section 1. All of the above recitals are true and correct and incorporated herein by reference.

Section 2. The City Council hereby supports the adoption of the 2024 Emergency Response Plan.

APPROVED this 16th day of April, 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Attachment 2
John R. Hamon, Jr., Mayor
ATTEST:

Melissa Boyer, City Clerk

Council Agenda Report
From: Ryan Cornell, Administrative Services Director
Subject: Receipt of Budget Report for Fiscal Year 2023-24 and Preliminary Budget Overview for Fiscal Years 2024-25 and 2025-26 and Approval of Resolution Making Quarterly Budget Adjustments For Maintenance and Operations and Capital Appropriations for Fiscal Year CEQA Determination: The City finds that this action is not a project under the California Environmental Quality Act pursuant to State Guidelines Section State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378.

Date: April 16, 2024
Facts

1. The City Council is required to adopt a comprehensive operating and capital expenditure budget to authorize the receipt of revenues and to authorize, guide, and direct City activities no later than June 30 each year. The process to develop a comprehensive annual budget typically takes between four to five months.

2. On March 2, 2024, the City Council held a special meeting to review and update the City Council Goals for the upcoming budget cycle, to receive a preliminary fiscal outlook, and to establish budgetary priorities for the budget cycle.

3. City Council goals provide direction to City staff on the allocation of staff time and fiscal resources; it also communicates to the public and other stakeholders as to the priorities of the community.

4. On March 19, 2024, City Council formally adopted goals for FY 2024-25 and 2025-26. Those goals and priorities have been incorporated into this preliminary budget analysis. Budget development remains ongoing, with preliminary information presented in this report.

5. Although the budget is formally adopted at a point-in-time, it remains an evolving planning document that is amended throughout the year. Amendments are necessary to recognize changes to revenue streams, the regulatory environment, and the broader economic outlook. Contractual obligations in the Police Department and implementation of the Airport Assessment Report and recommendations have contributed to the need to make nominal adjustments at this juncture.

Community Outreach
This is the fourth public discussion regarding City goals, priorities, and the fiscal outlook of the City over the next two years. The first was on February 6, 2024, where staff outlined the budget process and timeline; next on March 2, 2024, with the City Council holding a special meeting on a Saturday morning/afternoon; and next on March 19, 2024, the City Council formally adopted the goals and priorities for the next two fiscal years; and on March 22, 2024, a Coffee with the City Manager session was held to provide the community with an update on the budget outlook and goals setting process.

Options

1. Receive and file this report and provide any desired direction on the preparation of the Fiscal Years 2024-25 and 2025-26 budget items outlined within the report and approve Resolution XXX making quarterly budget amendments to the Maintenance and Operations and Capital Appropriations for Fiscal Year 2023-2024 including modifications to the General Fund ($225,000), ARPA Fund ($444,000), and the Airport Fund ($96,000);

2. Provide alternative direction to staff.

Analysis and Conclusions
The City has four primary priorities in budget development: long-term well-being and economic strength of the community; long-term fiscal stability of the City; nature and scope of the services the City provides; and overall well-being of the organization and its employees, given that the City is a service-based organization that relies heavily on its human capital to provide services to the community. The City must find the path that best promotes all four working together.

The fiscal outlook for the City remains positive, with most revenues projected to grow modestly over the next fiscal year. Tourism continues to be robust, with an additional 300 hotel rooms anticipated to be constructed within the next two years, coupled with projected increases in commercial and residential development will continue to stimulate the local economy. However, as previously discussed over the past several months, tax revenues have been leveling off over the past couple of years and that trend is anticipated to continue into the next year. As an example, transient occupancy tax grew by 40% and 25% from 2020 to 2021, and from 2021 to 2022, respectively; whereas there was less than a 1% increase from 2022 to 2023 and preliminary indications show a 2% increase in 2024. This slowdown was anticipated, in part, because double digit growth is not sustainable, as well as the Feds goal of reducing inflation without causing a recession.

Should the City economy fall a recession (the City is not anticipating this to occur) the City continues to maintain healthy reserves, well over the minimally required amounts, and has flexibility to continue to fund critical services should the economy recess. This is even when the City has intentionally withdrawn from reserves over the past two years to fund many one-time deferred maintenance projects (approximately $4.3 million). General Fund reserves are estimated to be $20.6 million at the end of the current fiscal year, representing approximately 38% of revenues (the Fiscal Policy goal is 30%). The City also has additional reserves in its Section 115 Pension Trust Fund (approximately $10 million—although net pension liability far exceeds this amount, but this is available dollars to offset future pension costs); City Hall Development Fund (approximately $1.8 million); City Facility Replacement Fund ($2.9 million); and Measure J-20 Fund (approximately $5.6 million). Taken together, the City is in solid financial footing leading into the upcoming two-year budget cycle.

That being said, Measure E-12, the City’s half-cent supplemental sales tax is set to expire on March 31, 2025, unless the City Council chooses to place a measure on the ballot and voters approve its extension in November 2024. The tax provides the vast majority of the funding for the City’s Road Maintenance Program. The measure brings in approximately $6 to $7 million each year and if the measure is not renewed, there will be adverse impact throughout the organization and road conditions will likely get worse. Specifically, the budget will be adversely impacted in FY 2025-26 without the measure being renewed. Absent the measure being renewed and should the City Council desire to fund road repairs at a similar level as today, there will need to be reduction in services, programs, and projects in other areas of the City’s discretionary budget. Public safety services (e.g., Police and Fire) account for approximately 40 percent of the reoccurring operational expenses of the City (General Fund + Measure J-20). Therefore, the ability to fund road repairs at the $6 to $7 million range will likely require reductions in these services to

achieve the equivalent amount of street repair funding. If road repair funding is not sustained at $6 to $7 million annually, the City’s pavement condition will worsen significantly, creating safety and aesthetic issues, particularly on the westside of the community.

Even with the renewal of Measure E-12, the City, like many other cities throughout the state and nation, lacks the resources necessary to meet all of the needs of the community. This report summarizes most of the needs throughout the organization and the community, but these requests far exceed available resources. In other words, even though the City and its revenues, tourism and economic activity is solid and on the right trajectory, and has discretion to add resources to specific functions, it does not have the resources to do it all. Again, this report is intended to outline the needs of the organization, from onetime deferred maintenance projects to funding related to the goals and priorities laid out over the past several months. Budget development remains ongoing.

General Revenues
FYE 2023
Actual % Chg
FYE 2024
Projected % Chg
FYE 2025
Estimated % Chg
FYE 2026
Estimated % Chg
Sales Tax 13,524,049 0.4 13,241,672 -2.1 13,601,400 2.7 14,029,800 3.1 E-12 SST 6,694,444 -3.3 6,516,361 -2.7 5,016,000 -23.0 - - J-20 SST 13,327,879 1.4 13,149,400 -1.3 13,375,500 1.7 13,797,000 3.2 Property Tax 13,165,625 6.9 14,279,931 8.5 14,915,400 4.5 15,840,000 6.2 TOT 9,824,200 0.2 10,020,684 2.0 10,522,000 5.0 13,278,000 26.2 Other Taxes 4,400,080 -14.1 4,752,086 8.0 3,328,000 -30.0 3,391,000 1.9 Charges for Services 2,343,214 -7.3 2,624,050 12.0 2,700,500 2.9 2,835,200 5.0 All Other Revenue 4,291,594 50.8 5,803,913 35.2 4,404,500 -24.1 4,480,100 1.7 Total 67,571,085 2.1 70,388,097 4.2 67,863,300 -3.6 67,651,100 -0.3 As previously stated, economic growth has been leveling off over the past several years and anticipate that trend to continue through the first fiscal year of the budget, and then pick up modest 2-3% growth in the second year. Property taxes continue to be a bright spot and project a 4.5% increase in the upcoming fiscal year and then a 6% increase the following year due to the River Oaks II housing development being completed. And transient occupancy tax and tourism continues to expand with the second year of the budget assuming two new major hotels being open, the Residence Inn, located on South Vine Street, and Hotel Ava, located near the Downtown Core on Pine Street.

Unfortunately, the budget also assumes Measure E-12, the half-cent supplemental sales tax, that has an automatic sunset on March 31, 2025, will not be renewed. Again, should that occur, the City would see a decrease of $6 to $7 million per year. This assumption is built into the preliminary budget.

The other revenue reduction anticipated in the upcoming fiscal year relates to a change in accounting for the City’s landfill tipping fees. Historically, the landfill maintenance and operations has been a part of the City’s General Fund, with net tipping revenues (i.e., net of the operator costs) being deposited there. Over the past two years, the City has reorganized its structure with a new standalone Utilities Department with a new Solid Waste Fund to help with implementing the protocols related to SB 1383. Moving forward, staff recommends accounting for the tipping fee revenues in this new standalone fund and apart from General Fund activities. This will allow for landfill-related revenues to pay directly for solid waste-related expenditures.

In conclusion, staff is predicting decent revenue growth in the second year, but again, level for the first year and then significant challenges if Measure E-12 is not renewed in November 2024.

General Expenditures
The budget process begins with a review of current budget appropriations and updates are only made in order to maintain current service levels. This is also known as baseline expenditures and expenditures may increase, if there are known contract escalations, or be reduced, if services are no longer necessary.

These updates also include changes to salary and benefits based on negotiated labor contracts and/or changes to the cost of employee benefits. Next, staff adds to these baseline expenditures, called supplemental requests. Supplemental requests are for needs throughout the organization as well as City Council Goals and Priorities and those are broken further into one-time and ongoing costs.

FY 2024-25
General/Measure J-20 Funds
(Combined) Baseline Ongoing One-Time Total
City Manager’s Office 2,780,100 50,000 110,000 2,940,100 Administrative Services 2,677,800 203,200 - 2,881,000
Police 17,377,400 - 260,000 17,637,400
Fire & Emergency Services 11,057,700 215,200 50,000 11,322,900 Public Works 7,880,800 508,200 485,000 8,874,000
Community Services 5,751,750 297,750 460,000 6,509,500
Community Development 5,133,300 475,600 2,815,200 8,424,100 Information Technology 1,858,500 - - 1,858,500
Fleet 2,550,700 - - 2,550,700
Risk Management 1,506,600 - - 1,506,600
Capital Improvement Program 12,688,000 - 3,328,000 16,016,000 Total 71,262,650 1,749,950 7,508,200 80,520,800
FY 2025-26
General/Measure J-20 Funds
(Combined) Baseline Ongoing One-Time Total
City Manager’s Office 2,717,500 50,000 - 2,767,500
Administrative Services 2,782,800 212,000 - 2,994,800
Police 18,092,700 - - 18,092,700
Fire & Emergency Services 11,344,400 1,445,315 - 12,789,715 Public Works 8,223,000 534,000 - 8,757,000
Community Services 5,975,950 593,200 - 6,569,150
Community Development 5,328,800 500,700 - 5,829,500
Information Technology 1,867,800 - - 1,867,800
Fleet 2,487,400 - - 2,487,400
Risk Management 1,511,000 - - 1,511,000
Capital Improvement Program 15,091,000 - 3,285,700 18,376,700 Total 75,422,350 3,335,215 3,285,700 82,043,265
City Manager’s Office
The City Manager’s Office is responsible for the implementation of policy established by the Paso Robles City Council and the coordination of those efforts through the City’s nine departments. The City Manager’s Office primary functions include legislative support, policy implementation, budget development, strategic planning, economic development, elections, and community engagement services. The City Manager’s Office includes several divisions that provide specific services to the public, in alignment with adopted City Council Goals. These divisions include City Clerk, Civic Engagement, and Economic Development. The Department is funded by the General Fund and the Economic Vitality Fund.

City Manager’s Office
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Preliminary
Budget
FY 2025-26
Preliminary
Budget
Personnel Services 1,042,924 1,335,474 1,476,352 1,525,500 1,547,300 Operating Expenses 1,025,675 1,318,038 1,044,860 1,444,600 1,220,200 Capital Outlay - 11,640 78,360 - -
Total 2,068,599 2,665,152 2,599,572 2,940,100 2,767,500 City Council 166,617 204,329 315,440 285,000 287,100
Manager’s Office 793,635 1,022,123 1,200,563 1,404,500 1,396,500 Civic Engagement 106,452 166,305 271,558 263,700 265,900 City Clerk 395,314 401,858 360,379 364,200 267,900
Economic Development 606,581 870,537 451,632 652,700 550,100 Total 2,068,599 2,665,152 2,599,572 2,970,100 2,767,500 The City Manager’s Office has three supplemental requests. The first is an ongoing expenditure of $50,000 per year dedicated to video production. Over the past year, the City has tested these outreach videos such as Measure E-12 Road Tax or Water Resources, with great success. This supplemental request puts these types of video production in the City’s base budget with new videos created each year. The next two requests are tied to City Council Goals and Priorities: a one-time request to fund a Tourism Impact Study in the amount of $35,000 and another one-time request to develop a Broadband Middle Mile Study at cost of $75,000.

Administrative Services
The Administrative Services Department is comprised of three divisions: Financial Services, Human Resources/Risk Management, and Information Technology (IT). The department provides a broad range of services that support all City departments and the public. Because the department provides services to each department throughout the City, including the Utilities Department, the City utilizes Internal Service Funds to help central costs. Incorporating internal services funds allows for better transparency as to what the total cost of IT, fleet maintenance, and risk management functions are, as well as how much of each fund is contributing towards these services. The Internal Service Funds will then have their own standalone operations, which combines replacement equipment activity with operational costs.

Administrative Services
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Preliminary
Budget
FY 2025-26
Preliminary
Budget
Personnel Services 2,060,791 2,348,130 2,443,738 2,806,600 2,908,500 Operating Expenses 3,553,770 3,599,566 3,832,024 4,219,500 4,251,300 Capital Outlay - - 30,000 - -
Total 5,614,561 5,947,696 6,305,762 7,026,100 7,159,800 Department Administration 433,849 456,144 519,787 500,300 512,000 Financial Services 766,621 780,485 877,916 822,800 852,500 Treasury 80,392 87,224 - - -
Human Resources 909,741 1,039,882 1,154,029 1,557,900 1,630,300 Risk Management 1,879,600 1,817,805 2,093,815 2,237,800 2,244,200 Information Technology 1,544,358 1,766,156 1,660,215 1,907,300 1,920,800 Total 5,614,561 5,947,696 6,305,762 7,026,100 7,159,800 The Administrative Services Department has two supplemental requests, both of which are called out in City Council Goals and Priorities, and both relate to improving employee retention and encouraging recruitment. The first is an additional position, a Human Resources Supervisor (or HR Officer) position, which will be a direct supervisor to the Human Resource Specialist and allow for the Manager to focus

more strategically on hiring strategies, streamlining processes, reviewing benefit plans, handling legal concerns, as well as the other items listed in the City Council goal.

The second supplemental request is a $10,000 per year additional budget to implement and maintain the employee recognition program. Funding will allow staff to recognize and reward staff through three distinct recognition areas: Annual Recognition Awards, including individual awards, team awards and/or City Manager’s Public Service Excellence Award; Instant Recognition Awards (peer to peer); and Years of Service Program.

Police Department
In 2020, Paso Robles voters approved Measure J-20, a one cent local transaction and use tax. One of the three priorities for the Measure is to adequately staff and equip the police department to augment existing services and proactively plan for future demands. In FY 2022-23, nine additional sworn positions and three civilian positions were added to the department. However, the Department, like all agencies in the state, is struggling to fill vacant police officer positions; the department has 18 sworn vacancies. The City also continues to actively recruit and “sponsor” police officer candidates when they enter the police academy in January and July each year.

Department expenditures are accounted for in the General Fund, Measure J-20 Fund, Parking Fund, and the Supplemental Law Enforcement Services Grant Fund.

Police Department
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Preliminary
Budget
FY 2025-26
Preliminary
Budget
Personnel Services 10,036,508 11,136,303 14,199,289 15,885,100 16,562,100 Operating Expenses 1,646,174 1,548,601 1,945,738 2,336,000 2,152,800 Debt 9,571 - - - -
Capital Outlay 239,623 725,809 435,102 340,000 -
Total 11,931,876 13,410,713 16,580,129 18,561,100 18,714,900 Department Administration 1,053,003 1,131,615 2,234,919 2,823,200 2,762,100 Patrol 6,777,991 7,519,527 8,744,622 9,857,300 9,851,400 Investigations 755,898 950,339 1,410,374 1,142,700 1,172,600 Community Action Team 640,662 741,109 839,934 859,600 882,700 School Resources 274,945 330,203 407,265 436,500 446,100 SWAT - 23,366 16,815 45,800 47,500
Community Services 362,838 382,593 373,780 433,400 445,600 Records 394,502 306,405 447,956 522,500 553,500
Communications/Dispatch 1,294,873 1,443,803 1,523,789 1,856,400 1,931,200 Parking 377,164 581,753 580,675 583,700 622,200
Total 11,931,876 13,410,713 16,580,129 18,561,100 18,714,900 The Police Department has three supplemental requests. First, a one-time $40,000 allocation towards department safety equipment replacements (e.g., guns, rifles, tasers, etc.). Secondly, in response to the recruiting challenges, and as stated in the City Council Goals and Priorities, a one-time $70,000 allocation towards strategic content creation, targeted advertising, and data-driven analytics, which can effectively communicate the values and opportunities within our department. Compelling storytelling through various digital platforms can humanize the profession, dispelling misconceptions and attracting individuals who align with our mission and ethos. Moreover, harnessing the power of social media platforms enables real-time interaction, enabling the department to address inquiries, showcase initiatives, and provide valuable insights into the recruitment process. And lastly, a joint effort with Fire

and Emergency Services, and called out in the City Council Goals and Priorities, a Community Risk and Standards of Cover Study. The Department is seeking an objective, unbiased, and data driven analysis of Fire and Police Staffing and Response Capabilities. This comprehensive analysis marries an evidence-based approach with an understanding of the public safety department’s current service delivery methods in anticipation of future service demands, at a one-time cost of $150,000.

Fire and Emergency Services
The Paso Robles Fire and Emergency Services Department provides a variety of response services, including structural and wildland fire suppression, advanced life support, paramedic level emergency medical care, and entrapment extrication. Similar to the Police Department, Fire and Emergency Services was a main priority for the use of Measure J-20. And because of Measure J-20, and consistent with the department’s Five-Year Strategic Plan, the department now employs one deputy chief, an administrative captain, one fire inspector and funding for 100 percent of nine firefighter costs previously funded through a federal Staffing for Adequate Fire and Emergency Response (SAFER) grant. The Measure and these new positions allow the department to build capacity, enhance succession planning and maintain necessary firefighter staffing levels to respond effectively to the growing number of calls for service.

Fire and Emergency Services
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Preliminary
Budget
FY 2025-26
Preliminary
Budget
Personnel Services 7,697,335 8,345,552 9,319,169 10,433,000 11,995,615 Operating Expenses 402,114 715,061 731,883 863,900 772,100 Capital Outlay 174,334 152,344 600,068 26,000 22,000
Total 8,273,783 9,212,957 10,651,120 11,322,900 12,789,715 Department Administration 488,995 742,391 868,701 1,209,600 1,305,815 Prevention 566,784 730,248 1,427,186 1,109,100 1,149,800 Emergency Operation Center 6,101 213,578 122,209 36,400 8,600 Response 6,812,968 7,293,272 7,687,629 8,535,700 9,893,400 State OES Response 398,935 233,468 545,395 432,100 432,100 Total 8,273,783 9,212,957 10,651,120 11,322,900 12,789,715 The Department has four supplemental budget requests, all of which are proposed to be funded with Measure J-20 funds. The first, and as stated in the City Council Goals under Public Safety Services, involves adding a new Training Officer position to the department. The training officer will provide consistent training across three-shifts and nine-engine companies to assist in identifying the training requirements of the department. The Training Officer will also be responsible for designing, implementing, executing, and evaluating a variety of training and educational programs to include the recruit academy, Health and Wellness Program, company and department-wide rescue training, special operations, hazardous materials response, disaster preparedness and response, fire suppression, and firefighter safety and survival training. This would be an ongoing expense of approximately $215,000 per year.

The second supplemental request is a one-time allocation of $50,000 towards the reduction of ambulance response times and leveraging federal reimbursements to provide equitable prehospital emergency medical services by working collaboratively with SLO County, 7-Cities, and districts. Again, this initiative is identified in the City Council Goals document, as well.

The next phase of the 10-Year staff plan is reimplementing the paramedic squad in FY 2025-26.

Reimplementation of the paramedic squad is also supported by the departments Strategic Plan and Community Risk Assessment/Standards of Cover documents that was presented to City Council on April

5, 2022. The cost to reimplement the paramedic squad is approximately $1.1 million. And the last department request would be to add one additional civilian staff (i.e. Fire Administration Coordinator) to the department. Needless to say, that as the department grows its firefighter and engineering ranks, so will the need to add support services.

Public Works
The Public Works Department is responsible for the construction and maintenance of City streets, traffic signals, medians, parkways, trees, open space, public parking lots, stormwater facilities, the Municipal Airport, and City-owned buildings and equipment. As such, the department budget is complex and utilizes not only the general and Measure J-20 supplemental sales tax funds, but also Fleet Internal Service Funds, Landscape and Lighting District and Airport Funds.

Public Works
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Preliminary
Budget
FY 2025-26
Preliminary
Budget
Personnel Services 2,447,857 3,593,237 4,568,888 5,481,400 5,846,500 Operating Expenses 5,024,463 5,136,957 6,563,953 5,313,500 4,937,700 Debt Service 186,443 186,443 259,668 255,000 205,500
Capital Outlay - 108,567 471,200 310,000 -
Total 7,658,763 9,025,204 11,863,709 11,359,900 10,989,700 Department Administration 190,908 380,179 499,296 857,600 704,200 Community Events 33,222 256,900 464,065 368,500 368,500 Capital Projects 177,461 344,369 537,295 805,200 523,100 Street/Drainage Maintenance 1,361,242 1,656,100 2,532,978 2,802,600 2,934,000 Facility Maintenance 1,775,880 1,769,695 2,500,798 2,751,700 2,876,200 Fleet Maintenance 1,024,380 1,157,999 1,276,974 1,321,800 1,338,100 Landscape Maintenance 2,560,593 2,692,364 3,362,575 1,468,500 1,537,000 Airport Operations 535,077 767,598 689,728 984,000 708,600 Total 7,658,763 9,025,204 11,863,709 11,359,900 10,989,700 The department has three operating supplemental requests—the larger deferred maintenance projects are discussed in more detail below, under Capital Improvement Program. The first request relates to extending the useful life and/or replace City facilities and conducting a facility inventory and implementing asset management system to complete a comprehensive facilities master plan. Key to the successful implementation and use of Cartegraph is the addition of a Public Works Business Analyst position. The Analyst, among other Public Works duties, will be responsible for the management and implementation of Cartegraph, and oversight of data collection by both consultants and staff. Moreover, the Analyst will evaluate all data against funding realities and recommend investments in infrastructure repair and replacement. The Business Analyst position is estimated to cost over $180,000 per year ongoing.

The next two requests are one-time expenditures: $300,000 to develop a Downtown Street Lighting Master Plan to provide adequate and aesthetically pleasing streetlights to preserve the historic ambience of its Downtown District; and $185,000 to enhance resident and visitor experience by constructing beautification projects at City gateways to with a focus on 1st and Spring, 36th and Spring, 24th and Spring, Wing Way, Airport and the Train Station. Both of these requests are identified in the City Council Goal document.

Community Services
The Community Services Department provides an array of quality of life, educational and recreational programs at facilities throughout the community and consists of the Library, Recreation and Park

Maintenance Divisions. The department also oversaw the City’s strategic planning efforts and regional partnerships to address homelessness with the community (and discussed in more detail below).

Community Services
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Preliminary
Budget
FY 2025-26
Preliminary
Budget
Personnel Services 2,805,673 2,791,753 3,564,096 3,932,650 4,352,000 Operating Expenses 2,176,527 1,955,573 1,954,684 2,106,350 2,206,150 Debt Service 68,491 68,536 - - -
Capital Outlay 50,392 107,402 84,860 1,220,500 11,000
Total 5,101,083 4,923,264 5,603,640 7,259,500 6,569,150 Library Services 1,268,338 1,183,051 1,604,672 1,796,650 1,998,550 Recreation Services 1,181,042 1,351,376 1,642,464 1,798,050 2,005,700 Park and Trail Maintenance 2,625,703 2,219,202 2,055,691 3,433,200 2,333,000 Homeless Services 26,000 169,635 300,813 231,600 231,900 Total 5,101,083 4,923,264 5,603,640 7,259,500 6,569,150 In 2022, the City Council endorsed both the Library and Recreation Strategic Plan for 2022-2026. The supplemental budget requests below continue with the implementation of these strategic plans. These plans were developed through an extensive 6-month process which included several virtual and in-person community surveys and public and stakeholder workshops to garner input.

For Library services, there was a strong desire to provide library services in neighborhoods throughout the City. Specifically, the east side of town, near senior serving facilities, schools and other youth serving facilities. It was determined that the size of our community did not reflect the need for a branch library and alternative methods were requested for meeting this need. Working with community partners, the City Librarian and Outreach Services Librarian have been using a temporary outreach vehicle to establish service and determine best practices for meeting the needs of youth and homebound seniors throughout the City. They have determined that a dedicated and stocked bookmobile will save considerable staff time and allow for more robust service. The first supplemental request allocates $17,200 per year towards the maintenance and eventual replacement of the Library Book Mobile.

Public input was also received regarding the lack of library services for teens in the City. Currently, the Library has a small collection of materials for teens and limited programmatic opportunities provided by the Youth Services Librarian who specializes in services for pre-k youth and grade school children. A dedicated Teen Services Librarian can provide targeted programming at the library and throughout the community in partnership with schools, the Teen Center located at Centennial Park, and the Youth Commission. This is a second-year budget request, with ongoing costs estimated to be approximately $150,000 per year.

Similar to library services, recreation services supplemental request also aligns with the Council approved strategic plans. During the strategic planning process and through Youth Commissioner interviews, it was identified thatservices for teens were lacking in the City. As a result, Recreation Services opened the Teen Center at Centennial Park. The Teen Center has proven to be more popular than expected with over 90 teens a day visiting the center after school Monday‐Thursday. Continuing that initiative, this supplemental request adds a Recreation Program Coordinator position to expand Teen Center services and access to recreational activities throughout the community through a mobile recreation program. This is a first-year budget request, with ongoing costs estimated to be approximately $150,000 per year.

The third budget request will increase culturally diverse public events in the community. Community groups already hosting events (MLK, Juneteenth, and Day of the Child) were identified and new opportunities were recommended (Culturally representative music concerts). With additional staff support, Recreation Services can begin engaging groups to provide staff support and Recreation Services presence at events and to begin developing new opportunities. The estimated cost for implementation is approximately $34,000 per year in staff salary and benefits. Programmatic costs are included in the Recreation Services program budget.

In February 2013, the City opened the Salinas Riverwalk Trail extending from Union and North River to Larry Moore Park. The trail featured both ground level and bollard lighting designed to illuminate the path for the enjoyment of both residents and visitors. Immediately following opening, it became apparent that the specified lighting was not appropriate for trail conditions. Maintenance and replacement efforts over the past 11 years have not been successful. This supplemental request is intended to design and install new trail lighting that is appropriate for the conditions in order to mitigate safety concerns and encourage community recreational use. The estimated cost for this work is $460,000 and is proposed to be funded by the General Fund in collaboration with REC Foundation and their Mary Studer/Schwartz Fund for the River Walkway.

In 2022, the City went through an organizational restructuring, where landscape maintenance services were split between park and trail maintenance activities and public right-of-way/landscape and lighting district activities. The purpose of this restructure was to enhance park and trail maintenance services. It has been brought to staff’s attention that there has never been a dedicated appropriation for city trails and this request establishes an annual $20,000 per year allocation towards trail maintenance needs throughout the City.

The last two supplemental requests for the department pertain to the City’s homelessness response initiative. The first is continuing ECHO support in the amount of $222,000 per year. Since 2022, the City has been providing funding towards ECHO’s homeless shelter located off of Black Oak Drive with great success. Funding would include direct aid which consists of costs for items that are provided directly to clients such as clothing in preparation for interviews, shoes or sleeping bags.

The next request pertains to adding a Homeless Services Manager. This position is critical to the implementation of the Strategic Plant to Address Homelessness. The City Council Goal Document outlines the specific areas this new position will focus on including, conducting a financial needs assessment to determine funding needs and potential funding options needed to complete plan objectives and develop a budget that supports priorities of the plan; working with the County and North County neighboring jurisdictions to establish a North County Homelessness Collaborative; and assist in increasing capacity for low barrier mental health services, detox, and substance abuse services.

In 2021, the City received American Rescue Plan Act (ARPA) Funds, a COVID-19 federal stimulus relief package. At that time, City Council approved the following allocation for use of funds:

American Rescue Plan Act Funding
Allocation
Housing & Homelessness 500,000
South Vine Street Bridge Project 4,166,913
Sherwood Pickleball Court Project 833,500
Total 5,500,413

To-date, very minimal funds have been expended, but both the South Vine Bridge and the Pickleball Courts at Sherwood Park are anticipated to expend funds in the upcoming year. That being said, there is still an unexpended allocation of $500,000 towards housing and homelessness services. Initially, the funds were identified as a way to get additional psychiatric services from the County, but that has not occurred yet.

Because these funds must be committed or spent by the end of this calendar year, staff is recommending essentially using these ARPA funds to fund the City’s Homeless Services Manager for the for two years.

This will allow implementation of the strategic plan without committing General Fund dollars, at least initially. In order to do this, staff recommends “swapping” General Fund dollars paid to ECHO these past two years with ARPA.

Community Development
The Community Development Department isthe City’s one‐stop permit counter and responds to requests for all development and planning related issues as well as providing technical analysis, staff support, recommendations and public meeting assistance to the Planning Commission and City Council on all land use issues upon which they must act. There are three divisions within the Community Development Department: Planning, Engineering, and Building.

Community Development
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Preliminary
Budget
FY 2025-26
Preliminary
Budget
Personnel Services 2,427,075 2,712,981 2,924,273 4,262,100 4,402,900 Operating Expenses 736,118 716,594 1,036,357 2,372,000 1,421,600 Capital Outlay - 73,657 - 40,000 5,000
Total 3,163,193 3,503,232 3,960,630 6,674,100 5,829,500 Planning 1,302,997 1,341,961 1,651,377 3,168,200 2,227,800 Engineering 679,206 822,929 904,642 1,473,500 1,490,000 Building 1,180,990 1,338,342 1,404,611 2,032,400 2,111,700 Total 3,163,193 3,503,232 3,960,630 6,674,100 5,829,500 The Housing Element, Regional Housing Needs Allocation, San Luis Obispo County Economic Forecast, and upcoming Economic Development Strategic Plan all identify the need for an increased supply of rental housing. The City’s Housing Constraints and Opportunities Committee has identified a number of potential sites for additional rental housing / apartment projects. Many of these sites would require general plan amendments and rezones to be feasible apartment projects site. With this comes the need to add additional staff to the Department. Specifically, these supplemental requests includes an additional Senior Planner position (~$183,200 per year), a Permit Technician position (~$127,500 per year) and an Engineering Inspector position (~$165,000 per year).

The department is also requesting a $1 million allocation towards environmental and design work needed to increase pedestrian safety and visibility by implementing the 13th & Railroad Street Pedestrian Crossing Enhancement with Railroad Street Streetscape elements. This goal is stated in the City Council Goals Document.

Capital Improvement Program
The Capital Improvement Programs baseline budget is broken down as follows:

Estimated Measure E-12 Revenues $ 5,016,000
Annual ADA Transition Plan Allocation 500,000
Measure J-20 Supplemental Road Funding 3,500,000

Public Safety Training Tower 2,000,000
Maintain Street Funding at Current Levels 1,672,000
Total $ 12,688,000
Supplemental Capital Improvement Program requests are as follows:

Stormwater Maintenance
The City's Stormwater Division follows the federal Clean Water Act regulations to address rainwater and stormwater runoff. The main aim of the stormwater program is to reduce the amount of urban runoff (e.g., rainwater) entering the storm drain systems, as it can carry harmful bacteria and pollutants into our local waterways (e.g., creeks, drainages, the Salinas River, and eventually the Pacific Ocean.) Below are several basin and drainage locations where stormwater rehabilitation is needed. The projects costs listed below include, but not limited to, design services, construction, bank armoring, pipe realignment, erosion control, etc.

Location
Estimated
FY 23-24
Carryover FY 24-25 FY 25-26
Montebello Basin 93,570 - -
Navajo Basin 85,700 - -
Sleepy Hollow Outlet 46,700 - -
N. River Road Slope Improv. 80,700 - -
Union Road Slope Improv. 84,700 - -
Lubrizol Site Slope Improv. 98,599 175,000 -
13th St/Riverside Drainage Impr. - 500,000 -
23rd St/Vine St Drainage Improv. - 30,000 300,000
Walnut/Vista Grande Drainage - 25,000 200,000
11th St/Park St Drainage Improv. - 50,000 200,000
21st Street Green Street Repairs - - 60,000
Oriole Basin Reconstruction - - 100,000
Total 489,969 780,000 860,000
Deferred Maintenance Facilities
This section of the CIP projects is related to the repair, rehabilitation or improvements of the City’s parks, facilities, trail amenities, and the like. The listing below is preliminary and staff is still identifying the higher priority areas:

Location
Estimated
FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
Barney Schwartz Park
Lake Cleaning 75,000 - - - - -
Concession Stand
Upgrades - 22,000 - - - -
Water Foutain
Replacement - 10,000 - - - -
Bottle Filler Station - 8,000 - - - -
Retaining Wall at
Softball - 15,000 - - - -
Shade Structure
Replace. - 20,000 - - - -
Scoreboards, Field
Markers - 8,000 - - - -
Walkway Repairs - - - 159,000 - -
Handrail and Sign
Replace. - - - - - 47,000
Larry Moore Park

Location
Estimated
FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
Asphalt Walking Trail
Repair 73,021 - - - - -
Park Redevelopment 851,500 - - - - 12,000,000
Centennial Park/Pool
Walking Trail Repairs 113,735 - - - - -
Parking Lot Resurface 43,995 80,000 - - - -
Basketball Ct
Resurfacing - 20,000 - - - -
Gym Repainting - 15,000 - - - -
Dish Sanitizer Replace. - 6,000 - - - -
Exterior Stucco Repairs/
Paint - 80,000 - - - -
Pool Filtration/
Chlorination - 40,000 - - - -
Pool Replaster Wading
Pool - 20,000 - - - -
Meeting Room Floor
Replacement
- - 35,000 - - -
Banquet Lighting
Control - - 6,000 - - -
Pergola and Bench
Replacement
- - - 200,000 - -
Restroom Replacement - - - 250,000 250,000 -
Building Repainting - - - - 191,000 -
Pool Deck Replacement - - - - - 200,000
City Park
Carnegie Library Stairs - 10,000 - - - -
Gazebo and Pathway
Repairs - - - - - 20,0000
Restroom Repainting - - 15,000 - - -
Sherwood Park
Pickleball Courts 1,013,070 - - - - -
Restroom Repaint/
Refresh - 7,500 - - - -
Robbins Field
Backstop Replacement - 25,000 - - - -
Restroom Replacement - 250,000 250,000 - - -
Bleacher Replacement - - 80,000 - - -
Municipal Pool
Pool Filtration/
Chlorination - - 58,000 - - -
Locker Room Repaint - - 25,000 - - -
Parking Lot Resurface - - 13,700 - - -
Pool Deck Replacement - - 100,000 200,000 - -
Veteran's/Senior Center
Patio Shade Structure 137,282 - - - - -
Dish Sanitizer Replace. - 6,000 - - - -
Monument Sign
Replace. - 2,500 - - - -
Roof Replacement - 75,000 105,000 - - -
HVAC Replacement - - 66,000 - - -
Carpet Replacement - - 20,000 - - -
Exterior Repaint - - 30,000 - - -
Parking Lot Resurface - - - - - 10,500
Total 2,307,603 720,000 803,700 809,000 441,000 12,277,500

The last two CIP supplemental request tie to City Council Goals Document: the first is improve bicycle and pedestrian safety and mobility by advancing design of the Salinas River Trail connection plan to fully connect the Salinas River Trail to the Centennial Trail, Niblick Road, Stoney Creek Trail, Rambouillet Trail, Paso Robles Street and Downtown for a one-time funding allocation of $750,000; the second relates to the Mill Road Parallel Route Infrastructure Plan for $1 million to complete the financing plan, legal agreements, airport land use plan amendments, annexation, environmental impact reviews, and master development plans.

Quarterly Budget Amendments
There are three recommended budget amendments:

1. Increasing the police department’s annual contracts by $225,000. In 2019, the County of San Luis Obispo constructed a $20 million Animal Services facility. The City’s proportionate share of the facility debt service totals approximately $165,000 per year and was not included in baseline expenditures when the budget was being developed. Secondly, an additional $60,000 is also needed for the annual support services for the City’s Computer Aided Dispatch (CAD) services.

Again, this system was recently upgraded, as well, but ongoing support services were erroneously left out of baseline budgets.

2. Change the funding source for ECHO support from the General Fund to American Rescue Plan Grant Fund in the amount of $444,000. As previously discussed, over the past two fiscal years, the City has provided support towards ECHO’s homeless shelter. But because the City has requirements to spend ARPA monies by the end of the fiscal year, otherwise these funds need to be returned to the Federal government, staff recommends using these past expenses as being funded by the ARPA grant, freeing up general fund dollars for continued homeless services support.

3. On January 16, 2024, City Council approved the Airport Assessment Findings and Recommendations. A component of that report includes $36,000 for security assessments and $60,000 for logo and signage updates. Given that the Airport enterprise is a standalone function and apart from the General Fund, staff recommends appropriating these amounts from Airport Fund reserves, ahead of the budget process. This will allow staff to work on these initiatives now, rather than waiting until July when the new fiscal year begins.

Fiscal Impact
There are no fiscal impacts by receiving and filing this presentation. However, there are three recommended budget amendments for this quarter, as outlined above, that totals $765,000 as follows:

General Fund, $225,000; ARPA Fund, $444,000; Airport Fund, $96,000.

CEQA
The City finds that this action is not a project under the California Environmental Quality Act pursuant to State Guidelines Section State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378.

Recommendation
Receive and file this report and provide any desired direction on the preparation of the Fiscal Years 2024- 25 and 2025-26 budget and approve Resolution 24-XXX, amending the City’s budget for Maintenance and Operations and Capital Appropriations for FY 2023-24, to modify the General Fund ($225,000); ARPA Fund ($444,000) and Airport Fund ($96,000) as outlined in the report.

Attachments

1. Preliminary Budget Reports

2. Resolution 24-XXX – Budget Amendment

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
General Fund
FY 2021‐22
Actual
FY 2022‐23
Actual
FY 2023‐24
Projected
FY 2024‐25
Adopted
FY 2025‐26
Adopted

REVENUES
Taxes
## Sales and Use Tax $      20,398,804 $      20,218,493 $      20,085,044 $      18,617,400 $      14,029,800 ## Property Taxes          12,317,408          13,165,625          14,306,199          14,915,400          15,840,000 ## Transient Occupancy Tax            9,803,368            9,824,200          10,217,085          10,522,000          13,278,000 ## All Other Taxes            5,125,133            4,400,080            4,664,085            3,328,000            3,391,000 Subtotal Taxes          47,644,713          47,608,398          49,272,413          47,382,800          46,538,800 ## Charges for Services            2,528,717            2,343,214            2,420,240            2,700,500            2,835,200 ## Licenses and Permits               786,474            1,217,859            1,077,177               892,500               937,100 ## Fines and Forfeitures                 22,727               148,380               182,507               105,100               110,200 ## Intergovernmental Revenues                 97,187               527,590               947,765               364,000               379,700 ##Use of Money and Property               737,707            1,225,609            1,894,400            2,020,900            2,031,100 ##Other Revenues               294,953               201,137               102,454                 22,000                 22,000 ## Interfund Transfers In               907,159               971,019               904,000            1,000,000            1,000,000 Total Revenues          53,019,637          54,243,206          56,800,956          54,487,800          53,854,100

EXPENDITURES
City Council/City Manager's Office
Personnel Services            1,042,924            1,335,474            1,476,352            1,525,500            1,547,300 Operating Expenses               932,959            1,223,878            1,044,860            1,414,600            1,220,200 Debt Service ‐  ‐  ‐  ‐  ‐
Capital Outlay ‐                  11,640                 78,360 ‐  ‐ Total City Manager's Office            1,975,883            2,570,992            2,599,572            2,940,100            2,767,500 Administrative Services
Personnel Services            1,253,498           1,370,180           1,487,608            1,810,800            1,877,000 Operating Expenses               937,105               993,555            1,034,124            1,070,200            1,117,800 Debt Service ‐  ‐  ‐  ‐  ‐
Capital Outlay ‐  ‐                  30,000 ‐  ‐
Total Administrative Services            2,190,603            2,363,735            2,551,732            2,881,000            2,994,800 Police
## Personnel Services            9,524,649            9,955,287          10,960,091          11,571,400          11,982,300 Operating Expenses            1,342,056            1,237,450            1,643,018            1,753,900            1,825,900 Debt Service ‐  ‐  ‐  ‐  ‐
Capital Outlay ‐                  39,627 9,800 ‐  ‐
Total Police          10,866,705          11,232,364          12,612,909          13,325,300          13,808,200 Fire and Emergency Services
## Personnel Services            7,030,867            6,372,782            6,816,944            7,550,500            7,783,800 Operating Expenses               386,169               715,061               731,795               784,400               772,100 Debt Service ‐  ‐  ‐  ‐  ‐
Capital Outlay               143,662               120,244               567,068 ‐  ‐ Total Fire and Emergency Services 7,560,698                        7,208,087            8,115,807            8,334,900            8,555,900 Public Works
## Personnel Services            1,381,505            2,527,106            3,375,431            3,705,700            3,864,400 Operating Expenses            2,306,615            2,334,069            3,436,281            4,247,600            4,127,200 Debt Service               136,978               136,978               205,468               205,500               205,500 Capital Outlay ‐                108,567               471,200               185,000 ‐ Total Public Works            3,825,098            5,106,720            7,488,380            8,343,800            8,197,100 Attachment No. 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
General Fund
FY 2021‐22
Actual
FY 2022‐23
Actual
FY 2023‐24
Projected
FY 2024‐25
Adopted
FY 2025‐26
Adopted
EXPENDITURES ‐ continued
Community Services
## Personnel Services            2,805,673            2,791,753            3,564,096            3,932,650            4,352,000 Operating Expenses            2,176,527            1,955,573            1,954,684            2,106,350            2,206,150 Debt Service                 68,491                 68,536                            ‐                            ‐                            ‐ Capital Outlay                 50,392               107,402                 84,860            1,220,500                 11,000 Total Community Services            5,101,083            4,923,264            5,603,640            7,259,500            6,569,150 Community Development
### Personnel Services            2,427,075            2,712,981            2,924,273            4,262,100            4,402,900 Operating Expenses               736,118               716,594            1,036,357            2,372,000            1,421,600 Debt Service                             ‐ ‐                             ‐                             ‐                             ‐ Capital Outlay                            ‐                  ‐ 73,657                                             40,000                    5,000 Total Community Development            3,163,193            3,503,232            3,960,630            6,674,100            5,829,500 Utilities
# Personnel Services                             ‐ ‐                             ‐                             ‐                             ‐ Operating Expenses               437,239                            ‐                            ‐                            ‐                            ‐ Debt Service                            ‐                            ‐                            ‐                            ‐                            ‐ Capital Outlay                 32,325                            ‐                            ‐                            ‐                            ‐ Total Community Development               469,564                            ‐                            ‐                            ‐                            ‐ Transfers to Other Funds
Capital Project Fund            8,250,497          14,006,700          10,244,625            9,844,000            3,785,700 IT Central Service Fund            1,122,298            1,765,364            1,569,600            1,858,500            1,867,800 Fleet Central Service Fund            2,081,826            2,398,523            2,540,800            2,550,700            2,487,400 Risk Mgmt Central Service Fund            1,783,370            1,358,700            1,427,700            1,506,600            1,511,000 Facility Replacement Fund               655,000            2,150,111            1,506,331                            ‐                            ‐ Pension Trust Fund               421,000                            ‐                            ‐                            ‐                            ‐ Solid Waste Fund                            ‐               572,942                            ‐                            ‐                            ‐ Landfill Closure/Postclosure Fund               180,000                            ‐                            ‐                            ‐                            ‐ Debt Service Fund               285,526               289,000                            ‐                            ‐                            ‐ All Other Transfers                            ‐                            ‐               889,767 Total All Other Expenditures          14,779,517          22,541,340          18,178,823          15,759,800            9,651,900 Total Expenditures          49,932,344          59,449,734          61,111,493          65,518,500          58,374,050 Revenues Over/(Under) Expenditures            3,087,293          (5,206,528)          (4,310,537)        (11,030,700)          (4,519,950) FUND BALANCES ‐ END OF YEAR $      28,013,577 $      24,885,728 $      20,575,191 $         9,544,491 $         5,024,541 Attachment No. 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
Measure J‐20 Supplemental Sales Tax Fund
FY 2021‐22
Actual
FY 2022‐23
Actual
FY 2023‐24
Projected
FY 2024‐25
Adopted
FY 2025‐26
Adopted

REVENUES
##Measure J‐20 Supplemental Tax $      13,142,001 $      13,327,879 $      13,149,400 $      13,375,500 $      13,797,000 ## Intergovernmental Revenues               358,764               369,462               234,464                            ‐                            ‐ ##Use of Money and Property              (250,162)                 68,260               212,914                 80,000                 80,000 Total Revenues          13,250,603          13,765,601          13,596,778          13,455,500          13,877,000

EXPENDITURES
Police
Personnel Services               355,883               932,990            2,959,629            4,027,100            4,284,500 Operating Expenses                 64,404                 45,101                    1,614               285,000                            ‐ Capital Outlay                            ‐                            ‐                 65,910                            ‐                            ‐ Total Police               420,287               978,091            3,027,153            4,312,100            4,284,500 Fire and Emergency Services
Personnel Services               666,468            1,972,770            2,502,225            2,882,500            4,211,815 Operating Expenses                 15,945                            ‐                        88                 79,500                            ‐ Capital Outlay                 30,672                 32,100                 33,000                 26,000                 22,000 Total Fire and Emergency Services               713,085            2,004,870            2,535,313            2,988,000            4,233,815 Public Works
Personnel Services               153,121               118,752               165,577               530,200               559,900 Operating Expenses                         70                            ‐                            ‐                            ‐                            ‐ Total Public Works               153,191               118,752               165,577               530,200               559,900 Transfers to Other Funds
Fleet Central Service Fund                            ‐               587,000            2,504,000                            ‐                            ‐ Capital Project Fund            3,018,936            6,003,867          14,302,114           7,172,000          14,591,000 Total Transfers to Other Funds            3,018,936            6,590,867          16,806,114            7,172,000          14,591,000 Total Expenditures            4,305,499            9,692,580          22,534,157          15,002,300          23,669,215 Revenues Over/(Under) Expenditures 8,945,104                        4,073,021          (8,937,379)          (1,546,800)          (9,792,215) FUND BALANCES ‐ END OF YEAR $      10,638,385 $      14,711,406 $         5,774,027 $         4,227,227 $       (5,564,988) Attachment No. 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
Annual Road Maintenance Program
Activity-toDateEst. FY 23-24
Carryover FY 24-25 FY 25-26 Total
Funding Sources
Measure E-12 378,641 9,476,359 3,670,000 3,593,000 17,118,000 Measure J-20 31,236 6,633,764 1,575,000 1,922,000 10,162,000 SB 1 - 708,300 - - 708,300
Grant - - 240,000 2,000,000 2,240,000
Total 409,877 16,818,423 5,485,000 7,515,000 30,228,300 Street Segment
Merry Hill/15th St/Terrace Hill 24,204 375,796 - - 400,000 Rolling Hill Estates 50,576 789,424 - - 840,000
Riverside Ave (17th to 24th) 47,844 1,152,156 - - 1,200,000 Sunset/Panorama 20,936 2,579,064 - - 2,600,000
Sherwood/Sierra Bonita/Turtle Creek 114,284 7,580,716 - - 7,695,000 In 2012, the voters of Paso Robles approved Measure E-12, a half-cent supplemental sales tax (SST) that generates approximately $6-7 million per year. Although Measure E-12 is a general tax (meaning it can legally be used for a general government purpose), the tax was intended to fund the City’s street repair, maintenance, and rehabilitation projects. Since implemented, Measure E-12 has provided funding for over 35 different road segments totaling over $46.4 million, with an additional $16.8 million committed towards uncompleted projects. In addition to the Measure E12 SST monies, the City also receives funding from the recently approved one-cent SST, Gas Tax, the State’s Road Maintenance and Rehabilitation Program (also known as SB 1), as well as federal/state grants and development impact fees (DIF). Taken together, the City contributes an average of over $6.0 million each year in street repair, maintenance, and rehabilitation projects. However, an analysis of the City’s streets and their pavement condition index (PCI) demonstrated that, to just maintain existing conditions, investment in street repair, maintenance, and rehabilitation should total more than $17 million per year.

The costs of implementing the approved Six-Year Streets Plan have increased significantly (consistent with state and national increases in road construction) which have been in the range of 40% since 2016. Because the E-12 SST has an automatic expiration date, there simply are not enough Measure E-12 SST funds to make up the shortfall. To mitigate these impacts, City Council directed staff to use Measure J-20, the one cent SST approved by voters in November 2020, to bridge the funding shortfall. Regardless, should Measure E-12 expire without a replacement measure, there will be a $6 million decrease in annual revenue. This means that either street quality would worsen—and streets become more expensive to repair the more they are allowed to deteriorate—or there would be significant reductions to other public safety services in order to continue funding street maintenance and repair.

In 2020, City Council approved the Updated Six-Year Street Maintenance and Repair Plan which outlines the specific street segments anticipated to be constructed over the remaining years of the Measure E-12 SST. Below is the maintenance and repair plan for the remaining funds through the automatic sunset. Staff will be developing a new set of street segments to be repaired should Measure E-12 get renewed and extended. (Note: the projects listed below only include active or anticipated projects; the list does not include completed road maintenance projects.) Attachment No. 1

Activity-toDate
Est. FY 23-24
Carryover FY 24-25 FY 25-26 Total
Elm Ct/Capitol Hill/Palm Ct 33,958 366,042 200,000 - 600,000 17th St (Chestnut to Spring) 10,300 789,700 75,000 - 875,000 Golden Hill Rd (Creston to Rolling Hills) 44,276 1,414,024 300,000 - 1,758,300 Serenade/Holstein-Brahma/St Andrews 63,499 1,771,501 600,000 - 2,435,000 13th St/Niblick Bridges - - 310,000 3,000,000 3,310,000 Melody Drive - - 4,000,000 1,200,000 5,200,000
Arciero Ct/Mesa Rd - - - 1,425,000 1,425,000
Dallons/Tractor-area - - - 1,890,000 1,890,000
Total 409,877 16,818,423 5,485,000 7,515,000 30,228,300 In 2023, staff developed a Geographic Information System (GIS) layer which identifies each road segment in the City, what's it's current Pavement Condition Index (PCI) is, and timing of when the road was last maintenance as well as when the next treatment is anticipated. The map can be found at: www.prcity.com Attachment No. 1

Attachment 2
RESOLUTION 24-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE EL CITY OF PASO DE ROBLES

AMENDING THE BUDGET FOR MAINTENANCE & OPERATIONS AND CAPITAL APPROPRIATIONS FOR FISCAL YEAR 2023-24 TO MODIFY THE GENERAL FUND ($225,000), ARPA FUND ($444,000) AND THE AIRPORT FUND ($96,000)
WHEREAS, the City Council of City of El Paso de Robles is required to adopt a comprehensive operating and capital expenditure budget in order to authorize the receipt of revenues and to authorize, guide, and direct the City’s activities no later than June 30, each year; and WHEREAS, the City Council adopted a biannual budget for Fiscal Years 2022-23 and 2023-24 on June 21, 2022; and
WHEREAS, one year later the City Council revised the budget for FY 2023-24 on June 20, 2023; and WHEREAS, the budget contains all projected revenues, appropriations, and transfers, as well as the number and classifications of all approved positions, to be implemented by the City Manager; and WHEREAS, although the budget is formally adopted at a point-in-time, it remains an evolving planning document that is amended throughout the year; and
WHEREAS, amendments are necessary to recognize changes to revenue streams, the regulatory environment, and the broader economic outlook.; and
WHEREAS, contractual obligations and implementation of the Airport Assessment Report and recommendations have contributed to the need to make nominal adjustments at this juncture; and WHEREAS, the City has identified that ARPA monies can be used for certain expenses and certain obligations related to the facilities and operations of the Police Department require adjustment.

NOW THEREFORE BE IT RESOLVED, by the City Council of the City of El Paso de Robles does hereby approve and/or direct the following budgetary actions:

1. The proposed amendments to the FY 2023-24 Operating and Capital Improvement Budget as follows:
a. General Fund: An additional $225,000 to the Police Department to cover its proportionate share of County animal services costs and ongoing computer aided dispatch support. b. Airport Funds: An additional $96,000 to implement the findings and recommendations of the Airport Assessment including security assessments and logo and signage updates. c. American Rescue Plan Act Fund: Use $444,000 of these funds to cover the cost of ECHO support services over the past two fiscal years (and return general funds that were initially used to reserves to fund future homeless services expenditures).

2. The City finds that this action is not a project under the California Environmental Quality Act pursuant to State Guidelines Section State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378.

3.

Attachment 2
APPROVED this 16
th day of April, 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

John R. Hamon, Jr. , Mayor
ATTEST:

Melissa Boyer, City Clerk