Paso Robles City Council
May 21, 2024

82477.07000\30678865.2
MeterSYS Proposed Scope of Service May 10, 2024
3 • Labor compliance reviews of Contractor submittals
• Leading progress meetings- weekly status meetings and monthly reporting • Receiving, reviewing, and managing Contractor submittals • Responding to construction RFIs and change orders
• Reviewing results of Contractor’s field survey and requests for changes to draw schedule for City-furnished materials and project work and providing recommendations to City for authorization
• Monitoring, observing, and documenting Contractor’s work and notifying City of any issues with conformance to contract documents
• Monitoring and reviewing information provided by the Contractor via the contractorprovided work order management system for tracking of progress and required meter information for the project
• Reviewing monthly contractor progress payment requests and providing input to City of authorization to pay. Consultant will track the progress and provide QC of all payment requests during the installation contract and adhere to the processing timeline established in the Contract Documents or by the City
• Overseeing the installation schedule, available inventory, cash flow projections, and overall project timeline to predict and provide appropriate staffing for installation done in conjunction with its project team, the City Project Lead, and any other impacted parties, and lead Contractor coordination of route scheduling to address monthly black out periods • Establishing safety guidelines in cooperation with the City and the Contractor • Establishing a quality program for accurate field data transfer to the City’s Customer Information System (CIS) and any asset management applications Consultant shall receive, review, respond to, and manage contractor’s project submittals including, but not limited to
• Contractor’s proposed schedule and provide input and recommendations to the City • Contractor’s bid schedule and schedule of values
• Final Work Order Management System
• Final Route Acceptance Process
• Operations Plan
• Construction RFIs and Change Orders, and any claims
• Review of Contractor WOMS status items including RTUs and Utility-Assists

1.6 Progress Meetings
Consultant shall lead weekly progress meetings with City staff and provide monthly progress reports to update on progress relative to the project schedule. The Consultant will establish and Attachment 1

82477.07000\30678865.2
MeterSYS Proposed Scope of Service May 10, 2024
4 maintain electronic document control system to track the installation contractor’s meter installation progress, communicate with the installation partner(s), and utilize user-friendly program management applications (Zoho Projects/Teams /SharePoint). Monthly project reports will be provided capturing summary of previous month, installation production, finance, issues identification, project schedule adherence, and upcoming 30-day activities.

PHASE 2 –TESTING PHASE & OCM STEP 1
Systems Planning: A key responsibility of the Consultant during the Testing Phase will be the coordination of the System Integration planning approach between the City’s internal divisions and the third-party vendors. The deliverable will be a Systems Acceptance Plan to secure sign-off and move forward with the deployment. Consultant will engage subject matter experts from the City’s CIS vendor to provide additional expertise on the City’s software integration and to consult on system and process improvements that fully leverage Badger software features and functionality.

2.1 Systems Integration Management
Consultant to review data quality and proper configuration of the integration of the Badger Beacon Meter Data Management System (MDMS) with the City’s Customer Information System (CIS).

Consultant will review the existing mapping of the initial 43 meters in Beacon, provide recommendations and oversee accepted changes to the interface design, and support the transition of the interface to production for full billing capabilities. Consultant will review existing billing integration SOW and confirm existing interface work underway aligns with proper configuration as well as the Construction Documents for work order management and mass meter change out. Additionally, Consultant will complete File Mapping, documenting the interface for City records. The Consultant will work with the City and the Contractor to configure, test, and implement the Mass Meter Change-out interface for all meter sizes within the City’s water utility. The Consultant is to identify any issues or deficiencies with file format and data exchange. Consultant to participate, as required, in the planning and testing of systems identified for interface or integration and coordinate with City staff all systems configurations aligned with specific utility business processes and operational objectives.

2.2 Materials Ordering and Inventory Management
Consultant will facilitate process for ordering meters in batches according to the equipment draw schedule and be responsible for inventory oversight and quality checks. Consultant holds responsibility for working with the City for the ordering and delivery of materials and the proper transition of materials to the Contractor for custody until installation and in-service operation of Attachment 1

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MeterSYS Proposed Scope of Service May 10, 2024
5 meters and endpoints. Material delivery is based on City orders and manufacturer fulfilment of orders. Consultant will track quantity contracted, ordered, shipped, paid, delivered, pending installation, and installed. Consultant to ensure, in cooperation with the City and Contractor, that sufficient quantities of equipment are available to meet the established targets for installation production. To avoid inflation cost increases for material, Consultant will help facilitate the Contractor’s schedule to ensure the prescribed draw schedule for ordering of Badger Meter products is completed before 12/31/2024 unless delays are otherwise out of the control of the Consultant, City, or Contractor and determined as such by the City.

2.3 Establish Install Checklist and Schedule (Reading, Billing, Blackout Days, Progression) Consultant will review contract documents and installation acceptance processes and hold Contractor responsible for compliance of established procedures outlined within the Installation Checklist to be developed by Consultant in coordination with the project team. The Checklist will outline all steps and key processes, including data requirements, for the meter/register replacement. The Installation Checklist will be refined through a collaborative process with the Project Team. Additionally, the Consultant will work with City Metering and Billing group to establish the monthly installation calendar aligned with days restricted from installation by the Contractor. Consultant to maintain project calendar to keep team on track that will identify routes being installed, date Mass Meter Change Out (MMCO) files are submitted, date installers must be out of route for reading, holidays, etc. that will be updated on a weekly basis. This calendar will reflect the overall project calendar and provide guidance on expected installation production.

2.4 Establishing and Implementing a Quality Program
During this phase, the Consultant’s Program Manager will have responsibility for setting up the overall quality program in close coordination with the City Project Lead. Consultant’s management responsibility includes establishing a high-level presence and environment to facilitate activities and a fundamental commitment to quality including, but not limited to:
• Continual oversight of Contract language for accountabilities in work quality and performance
• Weekly meetings with the Project Team and reporting to track quality status • Review of vendor project QC plans, test results, and status reports • Conduct periodic QA audits of vendors’ QC activities. Oversight will take the form of checking contractor supplied documentation; witnessing contractor operations, inspections, and tests; performing independent inspections and tests to verify contractor results
Attachment 1

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MeterSYS Proposed Scope of Service May 10, 2024
6 Once systems integrations, meter swap files, field installation tool configurations and the prescribed elements of the Testing Phase and the Contractor SOW has been verified complete the Program Manager and Project Team will authorize full-scale meter installation production.

2.5 Organizational Change Management (OCM)- Step 1
Consultant will work with City Staff to identify transitioning business processes associated with metering and billing that benefit from meter read automation and enhanced consumption data.

This assessment will serve as the roadmap for transitioning the organization through the Full Deployment Phase on to Project Closeout and beyond. The assessment will focus on:
• Automation and standardization of meters to lower operational costs. Evaluation of customer self-service options, water conservation and management through system settings, and reduction of work orders.
• Utilization of key reports, data, and metrics to improve operations, and improved data quality will be assessed, and training applied where needed. • Organizational resources will be assessed by Consultant and recommendations provided to ensure appropriate staffing for emerging needs within AMI and the reassignment of certain resources due to read automation.
• Policies and procedures will be evaluated for opportunities to leverage AMI features and functionality including disconnect procedures, leak adjustments, and customer communication practices.
• Identification of options to leverage AMI data through interfacing to enhance functionality of work order management, GIS, and customer account management systems.

The findings of the assessment for OCM Step 1 will be in the form of a technical memorandum of findings and early-stage recommendations that will inform the OCM report within Step 2 to the City following substantial completion.

PHASE 3 – FULL DEPLOYMENT
The full deployment phase is a high production representation of the processes and data management elements refined during the Testing Phase. The Consultant dedicated AMI Program Team will conduct field inspections, financial tracking, quality controls oversight, communication Attachment 1

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MeterSYS Proposed Scope of Service May 10, 2024
7 outreach, support business process improvements, and update operational policies. The Consultant’s administration of Full Deployment focuses on will include:
a. Reviewing design of ID Lanyards and vehicle magnetic door signs for all project field personnel.
b. Ensuring Contractor is documenting work and gather supporting information for tracking and evaluating the contract work or approved change orders. c. Tracking the progress and provide QC of all payment requests/invoices during the installation contract and adhere to the processing timeline established in the consultant and contractor agreements.
d. Ensuring the Contractor is following the approved work order management system (WOMS) and/or flowchart, and the Contract Documents. Overseeing the Installer’s configuration of the WOMS and its integration into the CIS.
e. Monitoring utilization of work order management system (WOMS), track progress, analyze field data input quality, and provide feedback to project team on deviations, and issues with data quality, schedule, etc.
f. Reviewing 100% of field WOMS data utilizing MeterSYS Connects software. g. Monitoring daily, weekly and monthly production rates and the associated work orders as part of performance management and data QA/QC.
h. Coordinating with City team regarding receipt and confirmation of accurate readings and alerts.
i. Inspecting the Contractor’s staging area(s) for proper setup and site management. j. Field auditing water meter system completed AMI retrofits to ensure work and materials conform to specifications and CIS information is accurate. An audit of AMI retrofits will involve the physical inspection of all field work and the capture of the audit utilizing a Consultant-provided field survey application. Information collected from the audit will be provided to the City with each completed route. Consultant will inspect up to 20% of AMI meter retrofits, based on City direction, in batches of 6-7 routes per inspection period and 100% of all meter replacements and non-standard retro-fits upon successful completion of installation of the first 50 meters and then following completion of the balance of meters installed.
k. Conducting field-check and verify change requests including those that may result from Contractor’s field survey or through execution of work. l. Sharing with project team any customer/citizen interaction related to the project.

Consultant will receive calls from public pertaining to the project and relay or coordinate with City and or Contractor as required to address Customer concerns. m. Monitoring Contractor for labor compliance reviews of Contractor submittals.

Attachment 1

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MeterSYS Proposed Scope of Service May 10, 2024
8 Consultant will provide the following other Program Management Services during the Full Deployment Phase:
a. Update Program Work Plan, including Risk Mitigation Plan: The Consultant will be responsible for maintaining the Program Work Plan as a living document, updating as necessary to accommodate changes and impacts that affect the project plan and timeline. Consultant will provide a Risk Mitigation Plan that outlines the recommended identification of key risks and best practices to avoiding, resolving, or managing them and will work with the Project Team to further tailor to the City’s deployment as needed.
b. Facilitate training for Field and Back Office: Consultant to facilitate training by handling logistics, creating agendas, and coordinating the vendor trainers and training material on behalf of the City along with creating opportunities for staff to shadow vendors and providing one-on-one training sessions with key City staff as needed.
c. Progress Meetings: Consultant shall lead weekly progress meetings with City staff and provide monthly progress reports to update on progress relative to the project schedule. The Consultant will maintain electronic document control system to track the Contractor’s meter installation progress and communicate with the project team throughout the duration of installation.

PHASE 4 – PROJECT CLOSEOUT & OCM – STEP 2
Consultant to keep an issue log throughout project and track all punch list items at end of project to completion. Consultant to prepare project punch-list documenting corrections and incomplete work requiring correction by the contractor, review with the Contractor, conduct final inspections, prepare final progress report, and assist with project close-out.

4.1 Project Installation Final Inspections
Consultant will identify a list of final inspections for meters not reporting within Badger Beacon in order to document the locations for correction by the Contractor.

4.2 Punch List Documentation
Consultant will prepare project punch-list documenting corrections and incomplete work requiring correction by the contractor, review with the contractor, conduct final inspections, prepare final progress report, and assist with project close-out.

Attachment 1

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MeterSYS Proposed Scope of Service May 10, 2024
9 4.3 Warranty, RTU, and RMA
Compliance with all aspects of warranty and installation terms and conditions will be reviewed and addressed by Consultant and all financials will undergo deep scrutiny to assure program dollars were appropriately applied and qualify any final adjusting change orders as part of the financial workbook closeout.

Consultant to track and ensure proper resolution and closeout of all Return to Utility work orders issued by the Contractor. Consultant to help City develop improved processes for asset management, including warranty tracking. For each piece of hardware or software, recommend any required or optional maintenance programs beyond the warranty period. a. Finalize Inventories, Restocking, and Retainage for Operations b. Equipment RMA Process Check and Service Support Post Installation Planning c. Consultant will oversee the return of defective products by the Contractor under Badger Meter’s warranty in accordance with Badger’s Return Material Authorization (RMA) process.

All returns require authorization by Badger Meter, Inc. and should be processed no less than every thirty (30) days throughout the duration of the project.

4.4 Organizational Change Management- Step 2
Consultant will work with the City team for organizational adoption of the new technology through resource assessments and the application of Key Performance Indicators (KPIs) for the longevity of system performance. The Consultant will work, in cooperation with City staff, to identify any outstanding needs for policy or ordinance alignment with the new business processes associated with advanced metering infrastructure and the shift in organizational resources. A summary of OCM analysis within Step 1 and Step 2 will be provided as an executive summary of findings, completed organizational changes, and recommendations for other organizational enhancements within the metering and billing process related to AMI automation.

4.5 Project Financials Final Reconciliation
Compliance with all aspects of warranty and installation terms and conditions will be addressed and all financials will undergo final reviews to qualify any final adjusting change orders as part of the financial workbook closeout.

4.6 Compile Construction Documentation
Consultant will compile all records associated with the project organized by category and placed onto a web-accessible site for review and download by City staff.

4.7 Final Progress Report
Attachment 1

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MeterSYS Proposed Scope of Service May 10, 2024
10 Consultant will provide City with a Final Progress Report summarizing the final project financial calculations and records, the quantity and type of installations, field records, asset data, meter locations by lat/long, and an organizational change summary.

4.8 Project Acceptance and Sign-off
Consultant will coordinate with City, Contractor, and Badger Meter all route acceptance plans and make recommendations for bonding release and full system acceptance through executed documentation.

Attachment 1

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MeterSYS Proposed Scope of Service May 10, 2024
11 EXHIBIT B
Schedule of Charges/Payments
Phase Phase Fee
Phase 1- Project Initiation and Administration $32,115
Phase 2 Testing Phase, OCM, MeterSYS Connects Licensing $21,944 Phase 3- Full Deployment $34,215
Phase 4- Project Closeout and OCM $24,650
*Systems Integration Oversight (Based on 73 Hours) $13,415 *Field Inspections 20% Retrofit/100% Meter Replacement $46,238 Subtotal $172,577
Other Project Costs $12,943
Total $185,520
*Value may be adjusted based on level of effort required.

Team Member Role Planned Level of
Effort
Applied Rate
Andy Honeycutt Program Manager 150 $225
Lauren Brown Lead Project Consultant 109 $200
Kahne Kraft Project Consultant 122 $155
Gary Sanders CIS/MDM SME 105 $185
Carol Mikovich Lead Data Analyst 82 $145
Derek Hines Field Technician 264 $100
Jennifer Grego ARC GIS Lead 10 $120
Rodger Sauls Communications Lead 8 $150
Darrell Penny QA/QC SME 44 $200
Drew Fosler Field Lead 156 $165
Attachment 1

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MeterSYS Proposed Scope of Service May 10, 2024
12 EXHIBIT C
Activity Schedule
The project is targeted to be substantially completed within 8 months of the City’s issuance of a Notice to Proceed to the selected installation contractor.

Attachment 1

Attachment 2
RESOLUTION 24-XXX

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

APPROVING A CONSTRUCTION MANAGEMENT SERVICES AGREEMENT WITH METERSYS FOR THE AMI WATER METER RETROFIT PROJECT IN AN AMOUNT NOT TO EXCEED $185,200 AND FINDING

THIS ACTION EXEMPT FROM REVIEW UNDER THE CALIFORNIA ENVIRONMENTAL QUALITY ACT, STATE GUIDELINES SECTIONS 15060 AND 15378
WHEREAS, the City provides water and wastewater service for nearly all homes, businesses, and institutions in the City; and
WHEREAS, the currently uses a third-party vendor to read customer’s water meters. The contract meter reader’s staff manually reads meters each month by visiting all meter locations throughout the City; and
WHEREAS, the City’s Capital Improvement Program in the City’s adopted budget includes a project to retrofit existing water meters to advanced metering infrastructure (AMI) beginning this year; and WHEREAS, the Water Department has evaluated advanced metering alternatives that would allow for remote collection of meter readings and are compatible with the City’s existing water meters; and WHEREAS, on May 16, 2023, City Council authorized sole source procurement from Badger Meter Company for the Orion/ Beacon AMI system; and
WHEREAS, on December 5, 2023, City Council authorized the purchase of AMI registers, radio endpoints, and AMI compatible lids from Badger Meter Company for the City’s AMI project with a total estimated cost of $3,143,521.00; and
WHEREAS, in January 2024, the City solicited qualifications from installation contractors interested in submitting a bid for the city-wide AMI water meter retrofit project; and WHEREAS, the City is preparing to solicit bids from prequalified installation contractors for the AMI Water Meter Retrofit project and we anticipate recommending award of the construction contract in June 2024; and
WHEREAS, in February 2024, the City solicited proposals for construction management, inspection, and related services to support implementation of an AMI retrofit project and received three proposals. City staff have negotiated a refined scope of work and fee not to exceed $185,520.00 for construction management services with the top ranked firm, MeterSYS.

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 finds that this action authorizing a construction management services agreement in furtherance of the City’s AMI project is not a project under the California Environmental Quality Act pursuant to State Guidelines Section State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378, because it can be seen with certainty the activity will not result in a physical change in the environment.

Attachment 2
Section 3. The City Council hereby authorizes the City Manager to enter into a professional services agreement with MeterSYS for construction management services for the AMI Water Meter Retro Project, for an amount not to exceed $185,520.00.

Section 4. This Resolution shall take effect on the date it is approved by the City Council.

APPROVED this 21st day of May, 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

John R. Hamon, Jr., Mayor
ATTEST:

Melissa Boyer, City Clerk

Council Agenda Report
From: Warren Frace, Community Development Director
Subject: Engineering Services Contract Amendment – Provision of Additional Services by MNS Engineering Under Current Contract for City Engineering Services 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: May 21, 2024
Facts

1. The City has a standing contract with MNS Engineering to provide contract engineering and plan check services to the City of Paso Robles.

2. Development activity continues at a record pace, with a significant permit surge in the City Engineer division related to the Olsen – South Chandler Specific Plan, Beechwood Specific Plan, Landing / Boys School Reuse Plan, and numerous hotel resort development proposals.

3. The City’s Engineering Division has been short staffed since the City Engineer departed in May 2023.

4. In response to staffing challenges, to maintain current levels of service and continue to meet the needs of approved development for City Engineering Services, on May 2, 2023, the City Council approved a professional services agreement with Joe Chouinard, Professional Engineer.

5. Considering the current demands on the Engineering Division, additional contract work was needed to address the Engineering Division staffing deficiency on an interim basis. Therefore, on September 5, 2023, City Council approved an additional contract for City Engineering Services with MNS Engineering, not to exceed $114,810.

6. Recruitment efforts continue for the City Engineer position and the City continues to experience a significant amount of new development activity. Additional contract work of $112,240 (for a new not to exceed total of $227,050), is needed to address the Engineering Division staffing deficiency on an interim basis.

Options

1. Take no action.

2. Authorize the City Manager to execute the amendment to the MNS Engineering Consultant Agreement, authorizing additional contract City Engineering Services, for a new total not to exceed amount of $227,050; or

3. Refer back to staff for additional analysis.

Analysis and Conclusions
Construction of the Olsen–South Chandler Specific Plan tract, along with the Beechwood Specific Plan, Landing / Boys School Reuse Plan, and numerous hotel resort development proposals have created record level development throughout town, has created a surge in demand for Engineering permits, plan check, addendums, and inspections. Coinciding with the increased permit activity has been the loss of multiple

engineering staff within the Community Development Department. In light of these compounding factors, the best option available was to authorize additional work by the City’s contract engineers while the City recruits to fill vacancies.

To date the City Engineer position remains vacant. While the City actively recruits for the position the scope of work for MNS has expanded and additional work is now needed on the Beechwood development and various City right of way acquisitions.

Fiscal Impact
The total estimated cost of additional engineering services is $112,240 (for a new not to exceed total of $227,050). However, the contract staff costs will partially be recouped by engineering permit fees. There are organizational and administrative functions this contract position will handle that are General Fund costs.

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 (Option 2)
Approve Resolution 24-XXX, authorizing the City Manager to execute the amendment to the MNS Engineering Consultant Agreement, authorizing additional contract City Engineering Services for a new not to exceed total of $227,050.

Attachments

1. Resolution 24-XXX – MNS Contract Amendment
a. Exhibit A: MNS Engineering Additional Services Proposal b. Exhibit B: MNS Engineering Amendment 1 to Additional Services

Attachment 1
RESOLUTION 24-XXX

RESOLUTION OF THE CITY OF EL PASO DE ROBLES CITY COUNCIL

AUTHORIZING EXECUTION OF CONTRACT AMENDMENT FOR ADDITIONAL

CONTRACT ENGINEERING SERVICES BY MNS ENGINEERING
WHEREAS, the City has a standing contract with MNS Engineering to provide contract engineering and plan check services to the City of Paso Robles.

WHEREAS, development activity continues at a record pace, with a significant permit surge in the City Engineer division.

WHEREAS, the Community Development Department continues to recruit for the City Engineer position and needs to back fill this position with contract positions. Accordingly, it is necessary to amend the contract with MNS City Engineering Services to provide additional contract engineering services, at an additional cost of $112,240 (for an updated not to exceed total of $227,050).

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 approves a contract amendment with MNS for Interim City Engineering Services and authorizes the City Manager to execute the same, in a form to be approved by the City Attorney.

APPROVED this 21st day of May 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

John R. Hamon, Jr. , Mayor
ATTEST:

Melissa Boyer, City Clerk
Exhibit A – MNS Engineering Additional Services Proposal Exhibit B – MNS Engineering Amendment 1 to Additional Services Proposal

August 28, 2023
City of Paso Robles
Attention: Warren Frace, Community Development Director Community Development Department
1000 Spring Street
Paso Robles, CA 93446
SUBJECT: P r o p o s a l f o r D e v e l o p m e n t E n g i n e e r i n g S e r v i c e s Dear Mr. Frace:

Thank you for the opportunity to provide this proposal to assist the City’s Community Development Department in delivery of services for the Olsen Ranch and Beachwood Developments in the City. At this time, the City is experiencing a significant amount of new development activity and is in need of assistance to help support the engineering functions. This proposal outlines the scope of work we have developed from discussions with the City.

Our goal is to assist the City with the delivery of the various individual tasks outlined below based upon our understanding of the current need. MNS is proposing to deliver these services by offering the City an experienced team member with over 40 years of development-related experience in the areas the City has identified. As you know MNS is currently providing plan check services for the infrastructure supporting the growth taking place, so this proposal has been developed with that in mind. MNS understands the balance of timely service to the development community and implementation of the standards for new infrastructure to ensure the City’s long-term needs are met. It is anticipated these services will be needed through the end of February 2024.

Scope of Work – Independent Contractor
MNS proposes to perform the following work in support of the City, but not limited to coordination of the delivery public improvements including, RFI review and approval, plan check coordination / tracking, plan approval for construction, inspection coordination, subdivision map processing, project mitigation, project conditions clearance, storm water management plans, public improvement construction and acceptance, encroachment permit support, grading permits, conformance to project approvals. In addition to the above, services will include assisting the City with the implementation of the Community Facilities District.

The independent contractor, providing the Development Engineering Services, will set their own schedule, determine where work will be completed and provide necessary tools for the task.

Exhibit A
Original Proposal

Compensation
Based on our understanding of the work effort required, we have estimated that the following fees will be required to provide the services the City is seeking through the end of February 2024. It should be noted that this is a preliminary opinion only and is provided on a time and materials basis based upon the breakdown below. The estimated fee through the end of February 2024 is $114,810. Time will be billed on the hourly rates show on Table A.

Conclusion
We look forward to continuing to work with the City of Paso Robles. Please feel free to contact Robert Newman with any questions you may have about our proposal at 661-510-0111 or [email protected] or me at 805.331.4848 or [email protected] Sincerely,
MNS Engineers, Inc.

Jeff Edwards Vice President
Government Services Division
Deleted: total
Exhibit A
Original Proposal

City of Paso Robles - Development Services
Program Support Services
Cost Proposal (6 month – Onsite and Virtual)
Table A Formatted: Font: Bold
Formatted: Centered
Formatted: Font: Bold
Exhibit A
Original Proposal

April 29, 2024
City of Paso Robles
Attention: Warren Frace, Community Development Director Community Development Department
1000 Spring Street
Paso Robles, CA 93446
SUBJECT: Proposal for Development Services
Dear Mr. Frace:

Thank you for the opportunity to provide this proposal to assist the City’s Community Development Department in delivery of services for the Olsen Ranch, Beachwood Developments and Pasolopy right of way acquisition. At this time, the City is experiencing a significant amount of new development activity and is in need of assistance to help support the engineering functions.

This proposal outlines the scope of work we have developed from discussions with the City.

Our goal is to assist the City with the delivery of the various individual tasks outlined below based upon our understanding of the current need. MNS is proposing to deliver these services by offering the City an experienced team member with over 40 years of development-related experience in the areas the City has identified. As you know MNS is currently providing plan check services for the infrastructure supporting the growth taking place, so this proposal has been developed with that in mind. MNS understands the balance of timely service to the development community and implementation of the standards for new infrastructure to ensure the City’s long-term needs are met. It is anticipated these services will be needed through the end of December 2024.

Scope of Work
MNS proposes to perform the following work in support of the City, but not limited to coordination of the delivery public improvements including, RFI review and approval, plan check coordination / tracking, plan approval for construction, inspection coordination, subdivision map processing, project mitigation, project conditions clearance, storm water management plans, public improvement construction and acceptance, encroachment permit support, grading permits, conformance to project approvals. In addition to the above, services will include assisting the City with the implementation of the Community Facilities District.

Exhibit B
Amendment 1

Compensation
MNS proposes to provide the services as outlined in the Scope of Work on a time and materials not-to-exceed basis. The estimated cost of services is shown in the attached Staffing Plan.

Actual costs billed to the City will be on actual time spent; the budget will require prior written approval from the City if it exceeds the approved budget total. Based upon our project understanding and estimated number of support hours needed to ensure the City desires and expects. The total fee through the end of December 2024 is $112,240.

Conclusion
We look forward to continuing to work with the City of Paso Robles. Please feel free to contact Robert Newman with any questions you may have about our proposal at 661-510-0111 or [email protected] or me at 805.331.4848 or [email protected] Sincerely,
MNS Engineers, Inc.

Jeff Edwards Vice President
Government Services Division
Exhibit B
Amendment 1

City of Paso Robles - Development Services Program Support Services Cost Proposal (8 months – Onsite and Remote)
Summary
Principal In
Charge
Senior
Program
Manager
MNS
Resource
Hours
MNS
Resource
Costs
Total Costs
Task Descriptions $325 $310
Task 1 On Site Program Management Services
Program Management Services On-Site
(14 hours - June - Dec 2024 - once a month) 112 112 $34,720 $34,720 Task 2. Remote Coordination With City Staff / Consultants Program Management Services – Remote Coordination
(30 Weeks - 8 hrs / week) 4 240 244 $75,700 $75,700
Task 3. Reimbursable (Flat Rate / Weekly)
Hotel Reimbursement (8 Overnight Stays @ $250) $2,000 $2,000 Total Staff Hours 4 352 356
Hours $112,420 Total Staff Costs $1,300 $109,120
Total Costs $112,420
Exhibit B
Amendment 1

Council Agenda Report
From: Katie Banister, Associate Planner
Subject: Approval of Oak Tree Removal in Sherwood Park to Accommodate Improvements for Pickleball Courts (OTR 24-05, P24-0024)
CEQA Determination: The City prepared Mitigated Negative Declaration SCH 2019099087 for the Sherwood Park Master Plan. The project is consistent with the environmental impacts anticipated by the mitigated negative declaration and mitigation measures are incorporated into the construction plans. So, no further environmental review is required pursuant to Public Resources Code section 21166 and State CEQA Guidelines section 15162 because this project has already been analyzed in the adopted MND.

Date: May 21, 2024
Facts

1. The Sherwood Park Area Master Plan was adopted by the City Council on February 19, 2019. Part of the Master Plan included the construction of new lighted pickleball courts at Sherwood Park.

2. Mitigated Negative Declaration SCH 2019099087 for the Sherwood Master Plan was circulated between September 27 and October 27, 2019. The Notice of Determination was recorded October 29, 2019.

3. On August 3, 2021, the Council voted to “initiate an accelerated process for the design of the pickleball area at Sherwood Park, to include up to eight lighted pickleball courts”.

4. On September 7, 2021, the Council voted to allocate funds from the American Rescue Plan Act of 2021 (ARPA) to the design and construction of pickleball courts at Sherwood Park.

5. On October 5, 2021, City Council awarded a contract for design of the pickleball court complex to SSA Landscape Architects, Inc.

6. During the design process, issues with the proposed location of the pickleball court complex on the south side of Scott Street emerged. An alternative location was identified on the north side of Scott Street, adjacent to Sherwood Well #9.

7. On August 16, 2022, City Council approved a conceptual design for 7 pickleball courts north of Scott Street.

8. On March 2, 2023, the Public Works Department applied to the Building Division for building permit B23-0163 to construct 7 new lighted pickleball courts at Sherwood Park.

9. Certified arborist, Rodney Thurman of Heritage Tree Arboriculture Consulting, evaluated the trees near the proposed pickleball courts and provided an arborist report.

10. The project includes impacts to one 12-inch diameter coast live oak tree near the existing restroom building in the southeast corner of the park. The tree is in fair condition, but grew intertwined with a chain link fence, which weakened its structure making the tree unsuitable for retention in a public park.

11. The landscaping plan for the pickleball courtsincludes planting six 15-gallon coast live oak trees, which exceeds the oak tree mitigation requirement for the proposed oak tree removal.

Community Outreach
Creation of the Sherwood Park Master Plan in 2018 included significant public outreach including several public workshops and review of the plan by the Parks and Recreation Advisory Committee. The tennis and pickleball communities as well as the Parks and Recreation Advisory Committee provided input in 2021 regarding the siting of new pickleball facilities.

Options

1. Take no action, necessitating redesign of amenities supporting the pickleball facility;

2. Approve Oak Tree Removal Permit 24-05; or

3. Provide alternative direction to staff.

Analysis and Conclusions
City policy is generally to retain healthy trees (especially oak trees) in public parks when possible. The Oak Tree Preservation Ordinance states, “Preservation of existing oak trees and opportunities to promote the establishment of new oak trees shall be a focus of the planning commission and/or city council in conjunction with consideration of any development project or development related entitlement. Public education regarding the value of preserving oaks and other trees shall be promoted by the city of El Paso de Robles.” Unfortunately, the subject oak tree is not a good candidate for retention in a public park. The tree grew up intertwined in a chain link fence and is not structurally sound.

Oak Tree Proposed for Removal

Sherwood Park Pickleball Complex
(the red X is the approximate location of the oak tree) The proposed improvements for the pickleball courts include a parking area that would require redesign in order to reduce impacts and save the oak tree. The structural defects in the tree make it likely the tree would become a hazard that would need to be removed in the future whether the pickleball complex is redesigned or not. Paso Robles Municipal Code Section 10.01.050.D.1 instructs the City Council to consider, “The condition of the oak tree with respect to its general health, status as a public nuisance, danger of falling, proximity to existing or proposed structures, interference with utility services, and its status as host for a plant, pest or disease endangering other species of trees or plants with infection or infestation”.

Municipal Code Section 10.01.050.E requires oak tree replanting in mitigation for oak tree removals at a rate of 25% of the diameter of the tree to be removed. For a 12-inch diameter tree, planting young trees with diameters totaling 3 inches is required. The landscaping plan for the pickleball project includes planting 6 15-gallon coast live oak trees, which is approximately 3 times the amount of mitigation required.

The oak tree removal is needed to prevent it becoming a public nuisance and danger. Six oak trees will be planted to replace the single poor-specimen tree.

Fiscal Impact
The removal of the oak tree will not have a significant impact on the budget for the Sherwood Park pickleball complex.

CEQA
The City prepared Mitigated Negative Declaration SCH 2019099087 for the Sherwood Master Plan consistent with Article 6 (Sections 15070-15075) of the State CEQA Guidelines. The document was circulated between September 27 and October 27, 2019. The Notice of Determination was recorded October 29, 2019. The project is consistent with the environmental impacts anticipated by the mitigated negative declaration and mitigation measures are incorporated into the construction plans. So, no further environmental review is required pursuant to Public Resources Code section 21166 and State CEQA Guidelines section 15162 because this project has already been analyzed in the adopted MND.

X

Recommendation (Option 2)
Approve Resolution 24-XXX, authorizing Oak Tree Removal Permit 24-05 and require planting of six 15- gallon oak trees as part of the Sherwood Park pickleball complex.

Attachments

1. Vicinity Map

2. Resolution 24-XXX – OTR 24-05
a. Arborist Report

Attachment 1
Vicinity Map
Centennial
Park
Senior
Center

Attachment 2
RESOLUTION 24-XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PASO ROBLES

AUTHORIZING THE REMOVAL OF ONE OAK TREE AT SHERWOOD PARK AND FINDING THE ACTION

EXEMPT FROM CEQA
WHEREAS, the Sherwood Park Area Master Plan was adopted by the City Council on February 19, 2019; and
WHEREAS, also on February 19, 2019, the City Council directed staff to prioritize the construction of new pickleball courts with lighting at Sherwood Park, and WHEREAS, on August 3, 2021, the Council voted to “initiate an accelerated process for the design of the pickleball area at Sherwood Park, to include up to eight lighted pickleball courts”; and WHEREAS, on September 7, 2021, the Council voted to allocate funds from the American Rescue Plan Act of 2021 (ARPA) to the design and construction of pickleball courts at Sherwood Park; and WHEREAS, on October 5, 2021, City Council awarded a contract for design of the pickleball court complex to SSA Landscape Architects, Inc.; and
WHEREAS, during the design process, issues with the proposed location of the pickleball court complex on the south side of Scott Street emerged. An alternative location was identified on the north side of Scott Street, adjacent to Sherwood Well #9; and WHEREAS, on August 16, 2022, City Council approved a conceptual design for 7 pickleball courts north of Scott Street; and
WHEREAS, on March 2, 2023, the Public Works Department applied to the Building Division for building permit B23-0163 to construct 7 new lighted pickleball courts at Sherwood Park; and WHEREAS, certified arborist, Rodney Thurman of Heritage Tree Arboriculture Consulting, evaluated the trees near the proposed pickleball courts and provided an arborist report; and WHEREAS, the project includes impacts to one 12-inch diameter coast live oak tree near the restrooms in the southeast corner of the park. The tree is in fair condition, but grew intertwined with a chain link fence, which weakened its structure making the tree unsuitable for retention in a public park; and WHEREAS, staff recommends approval of the oak tree removal permit based on findings that removal of the tree is necessary “to allow construction of improvements or otherwise allow reasonable use of the property for the purpose for which it has been zoned” and due to its condition has the potential to become a public nuisance (OTR24-05, P24-0024); and
WHEREAS, the city’s Oak Tree Preservation Ordinance (PRMC 10.01.030) requires replacement of 25% of the diameter of the oak tree being removed. In this case, required mitigation is replanting two 1.5- inch diameter oak trees; and
WHEREAS, the landscaping plan for the pickleball courts includes planting six 15-gallon coast live oak trees, which exceeds the oak tree mitigation requirement for the proposed oak tree removal; and

Attachment 2
WHEREAS, Mitigated Negative Declaration SCH 2019099087 for the Sherwood Master Plan was circulated between September 27 and October 27, 2019. The Notice of Determination was recorded October 29, 2019; and
WHEREAS, at their regular meeting on May 21, 2024, the City Council considered the facts as presented in the staff report prepared for this project and accepted public testimony regarding this oak tree removal request.

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 prepared Mitigated Negative Declaration SCH 2019099087 for the Sherwood Master Plan consistent with Article 6 (Sections 15070-15075) of the State CEQA Guidelines. The project is consistent with the environmental impacts anticipated by the mitigated negative declaration and mitigation measures are incorporated into the construction plans. So, no further environmental review is required pursuant to Public Resources Code section 21166 and State CEQA Guidelines section 15162 because this project has already been analyzed in the adopted MND.

Section 3. Pursuant to Paso Robles Municipal Code section 10.01.050.D., based on the information contained in the staff report, testimony presented during the public hearing, and responses thereto, the City Council hereby finds and determines that:
a. Removal of the 12-in diameter coast live oak tree is necessary to allow construction of improvements or otherwise allow reasonable use of the property for the purpose for which it has been zoned; and
b. Removal of the 12-in diameter coast live oak tree is necessary because the tree has grown up entwined in a chain link fence so has a weak structure and high potential for becoming a public nuisance.

Section 4: The City Council of the City of El Paso de Robles does hereby:

1. Authorize the removal of one (1) 12-inch diameter coast live oak tree; and

2. Require the onsite replanting of six (6) 15-gallon oak trees in Sherwood Park at the direction of a certified arborist.

APPROVED this 21st day of May 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

John R. Hamon, Jr., Mayor
ATTEST:

Melissa Boyer, City Clerk
Exhibit A - Arborist Report

1343 Bishop Street, San Luis Obispo, CA 93401
Tel: 805 234 8760 Email: [email protected] Date: August 8, 2023
To: Christian Harris - SSA Landscape Architects, Inc.
303 Potrero Street - Suite 40 – C, Santa Cruz, CA 95060 From: Rodney Thurman - Heritage Tree Arboricultural Consulting Inc.

Re: Oak Tree Impact, Tree Protection and Tree Inventory Report, regarding pickle ball court construction at Sherwood Park in Paso Robles, CA.

Mr. Harris,
In response to your request for an Oak Tree Impact & Tree Protection Report as well as Tree Inventory and impact statement regarding all trees on site that may be affected by the construction of proposed pickle ball courts at Sherwood Park, I have produced the following report.

Assignment
Produce written tree inventory, tree impact and tree protection report based on International Society of Arboriculture (ISA) best management practices for tree protection during construction. All native oaks will be assessed according to the City of Paso Robles Oak Tree Ordinance 835 N.S.

Report to include:
o Inventory of all trees on site as well as native oak trees with diameters of 6 inches or greater
o Condition assessment of all inventoried trees
o Critical root zone calculations for all trees
o Tree protection zone calculations for all trees
o Tree impact assessment for all trees
o Tree protection requirements and standards
o Site maps with all tree locations
o Photographs
Summary
The proposed project is for the construction of a pickleball court facility. I have proposed the removal of 1 native oak tree due to sidewalk construction impacts. I have also recommended 5 nonnative trees be removed due to construction impacts.

Tree replacements will be required for all native oak trees removed that are six (6) inch diameter and larger. Two (2) replacement native oaks, at 1.5-inch caliper, will be required to be planted on site if the 1 recommended oak tree removal is approved.

Exhibit A

2 Four (4) non-native trees have been listed to retain. An ISA Certified Arborist shall observe and approve all construction activities proposed in or within 5 feet of the critical root zone (CRZ) of any tree listed for protection. Any work outside the CRZ will not require arborist oversite.

A pre-construction meeting shall be held with the project arborist and all parties involved in the project.

All tree protection fencing, and tree protection measures shall be in place before any construction activity begins.

Introduction
The site is an established park with mature landscape trees, volleyball court, picnic benches and bathrooms. The land has been leveled, and the majority of the useable area is planted in turf.

Per the City of Paso Robles Oak Preservation Ordinance “The Ordinance”, all native oak trees 6-inches in diameter and greater, that will have construction impacts in the CRZ or within 5 feet of the CRZ must be inventoried and protected if possible. The majority of the trees on site are mature, non-native species that are part of the park landscape. There is one (1) native coast live oak (Quercus agrifolia) with a diameter of 6 inches or greater, growing on the site. Non-native trees, according to The Ordinance, are not required to be retained. However, it will be important to confirm with the City if there are any caveats to this rule due to this project being within a park. See Appendix A - Tree Inventory and Tree Protection Table. See also Appendix B – Tree inventory and Tree Protection Maps.

Methodology
Tree Diameter Measurements
Diameter at Standard Height (DSH) was measured at 4.5’ above ground. For multi-stem trees that divided below 4.5’, I measured below the division at the narrowest point on the trunk. If it was not possible to measure below the division, I measured each stem individually, then squared the diameter of each stem. Finally, I summed the squared diameters and took the square root of the sum to get the diameter of the tree.

Critical Root Zone Measurements
Critical Root Zones (CRZs) were determined by giving a radius of 1-foot per every inch of tree diameter. E.g., a 12-inch diameter tree would have a 12-foot CRZ radius measured from the outside of the trunk.

Tree Protection Zone Measurements
Generally, tree protection zone (TPZ) distances follow the distances listed for CRZs. The exception is if there are proposed tree-root encroachments into the CRZ of 25% or less. In most cases encroachments of less than 25% can be allowed unless the structure or health of the tree would be compromised.

Exhibit A

3 Tree Condition Ratings
All trees in the inventory were given a condition rating. The rating was based on the health, structure and presence of disease and insects. See the following definitions:
• Dead = Severely declining or no foliage, large dead branches, decay cavities, loss of bark, roots decayed or dead.
• Very Poor = Evidence of multiple large past failures, advanced disease, uncontrollable pest infestations or disease infection. Tree in severe decline. • Poor = Tree may be suppressed, drought stressed, or had at least 1 large branch failure.

Disease or pest infestations may be present. Can potentially be retained with attention to mitigation pruning, cultural care changes, pest and disease control. • Fair = May have had minor past failures. Some pests or structural defects may be present, small deadwood. Minor to moderate drought stress present. Defects may be mitigated with pruning and pests can be controlled.
• Good = A relatively healthy tree with minor to no structural defects with minimal to no pest observed. Defects can be mitigated with pruning and pests can be controlled. • Very Good = Trees that have had professional arboricultural care. No structural defects, disease or pests identified.
• Excellent = Specimen tree with superior form, root structure and health. Tree has been regularly cared for by professional arborists over its lifetime, E.g., estate or arboretum tree.

Trees Inventoried
In total, I inventoried 10 trees. One (1) was a native coast live oak tree with a DSH measuring 6 inches or greater and having a CRZ within or adjacent to the proposed building footprints and construction impact areas.

Nine (9) of the trees were non-native species. The complete inventory, including tree numbers, species, CRZ and TPZ measurements, is provided in Appendix A - Tree Inventory and Tree Protection Table. I numbered all trees in the field with a metal tag which I attached to the trunk at approximately 6-feet above ground. Tag numbers assigned were 1-10. All inventoried trees were plotted on the Tree Inventory & Tree Protections Maps included in Appendix B – Maps 1 & 2.

Tree 1 – A 27- inch diameter fruitless mulberry (Morus alba). The tree was growing outside of the project area pictured in construction drawings but will have impacts from adjacent ground disturbance for stormwater retention ponds. See Appendix E - Photographs - Photos 1-3.

The tree was in Poor condition for the following reasons. • Tree had decay forming at base of trunk.
• Tree had large area of decay between scaffold branches that will make them prone to failure.

Tree 2 – An 18 - inch diameter fruitless mulberry (Morus alba). See Appendix E - Photographs – Photo 1 The tree was in Good condition for the following reasons. • Tree had good structure and vigor with no visible decay.

Exhibit A

4 Tree 3 – A 20- inch diameter fruitless mulberry (Morus alba). See Appendix E - Photographs - Photos 1-3.

The tree was in Poor condition for the following reasons. • Tree had large decay cavity in trunk.

Tree 4 – A 12- inch diameter London plane tree (Platanus x hispanica). See Appendix E - Photographs - Photos 1 & 5.

The tree was in Good condition for the following reasons. • Tree had good structure and vigor with no visible decay.

Tree 5 – A 31- inch diameter black walnut (Juglans nigra). See Appendix E - Photographs – Photo 6.

The tree was in Good condition for the following reasons. • Tree had good structure and vigor with no visible decay.

Tree 6 – A 39- inch diameter black walnut (Juglans nigra). See Appendix E - Photographs – Photo 7.

The tree was in Good condition for the following reasons. • Tree had good structure and vigor with no visible decay.

Tree 7 – A 2 - inch diameter Chinese flame tree (Koelreuteria bipinnata). See Appendix E - Photographs – Photo 8.

The tree was in Fair condition for the following reasons. • Tree had good structure and vigor with no visible decay. • Trunk had damage due to mower impacts.

Tree 8 – A 19 - inch diameter Mexican fan palm (Washingtonia robusta). See Appendix E - Photographs – Photo 9
The tree was in good condition for the following reasons. • Tree had good structure and vigor with no visible decay.

Tree 9 – An approximate 30 - inch diameter Aleppo pine (Pinus halepensis). See Appendix E - Photographs – Photo 10
The tree was in good condition for the following reasons. • Tree had good structure and vigor with no visible decay.

Tree 10 – An approximate 12 - inch diameter coast live oak (Quercus agrifolia). See Appendix E - Photographs – Photo 10.

The tree was in fair condition for the following reasons. • Tree had good vigor with no visible decay.
• Tree was likely growing intertwined in chain-link fence which weakens trunk structure.

Exhibit A

5 Tree Removals
Trees 2-4, 6,7 & 10 all require removal due to construction impacts of 100%.

Tree Protection Requirements
Critical Root Zones were determined by giving a radius of 1-foot per every inch of tree diameter. E.g., a 12-inch diameter tree would have a 12-foot CRZ radius measured from the outside of the trunk.

Distances for CRZs and TPZs are listed in the Tree Inventory & Tree Protection Table included in Appendix A. Trees requiring arborist supervision are also called out in Appendix A.

TPZ fencing shall be provided for all trees listed for tree protection in the inventory provided in Appendix A and shall be set according to specifications listed. Delineations and distances are also shown on Tree Inventory and Tree Protection Maps in Appendix B - Maps 1 &2. If there is any confusion about where to place fencing, contact the project arborist, Rodney Thurman at 805 234 8760.

Tree protection signs shall be placed on the TPZ fencing and be spaced 10 feet apart. Signs shall be weatherproof, and state, “Tree Protection Zone – Do Not Enter”. The signs shall also include the project manager’s and project arborist’s phone numbers. Signs shall remain in place until completion of the project. See Appendix C – Tree Protection Diagrams - Diagram 1 – Tree Protection Fencing for further detail.

No construction or ground disturbance shall be allowed inside the fenced TPZ without the project arborist’s permission and/or oversite. If you are unsure whether an activity is allowed, refer to Appendix D - Tree Protection Requirements – Quick Reference List or contact the project arborist.

Trees to be Protected
No native oak trees are recommended for protection. Oaks are the only tree required to be protected or retained according to the City’s Oak Tree Ordinance. There are four (4) non-native trees listed for protection. They are numbers 1,5,8 and 9. Each will require tree protection fencing and trunk protection according to the specifications provided below.
• Tree 1 - Set TPZ fencing at 15’ radius southeast and 27’ in all other directions. Provide trunk protection. • Tree 5 - Set TPZ fencing at 31’ north south & west. Set TPZ at 5’ in southeast quadrant where volleyball court is being removed. Provide trunk protection.
• Tree 7 - Set TPZ fencing at 10’ radius all directions. Provide trunk protection. • Tree 9 - Set TPZ fencing at 30’ radius on NW quadrant of tree. 5’ radius directly east and south of tree.

Provide trunk protection.

Tree Protection Fencing shall be installed according to the TPZ distances prescribed above and in Appendix A – Tree Inventory & Tree Protection Table.

Tree protection fencing is required to be in place for the duration of the construction project and shall be installed before starting any ground disturbing activities. Do not remove any tree protection fencing or enter the TPZ without approval of the project arborist. The fencing shall delineate and protect the tree protection zone.

Exhibit A

6 The fencing shall be 4 feet tall and made of orange, high density, polyethylene with 3.5” x 1.5” openings.

It shall be installed on steel posts 8 feet on center and tightly stretched to prevent sagging. See Appendix C - Tree Protection Diagrams - Diagram 1 – Tree Protection Fencing.

Tree trunks shall also be protected by installing 2x4’s against the trunk and securing them with zip-ties or wire. Do not anchor wood or wire directly to trunk. See Appendix C - Tree Protection Diagrams – Diagram 2 for further instruction.

All work within or adjacent to the CRZ of Trees 1,5,8 and 9 will require arborist supervision to ensure that all tree protection measures are implemented. To avoid damage to critical roots, all digging within or adjacent to tree CRZs shall be performed by hand. If a root 1” diameter or larger is exposed, it shall not be cut without the project arborist’s permission.

If the project arborist determines that a root over 1-inch diameter needs to be cut, it shall be cut by hand with a pruning saw or reciprocating saw “Sawzall”. Once roots are severed, the project arborist may approve use of machinery to complete excavation and grading.

Oak Tree Replacements
The City of Paso Robles requires replacements for any native oak removed that is 6-inches in diameter or greater. This requirement is at the discretion of the Director of Public Works. The following is excerpted from the city’s Oak Tree Ordinance 835 N.S.:

Replacement oaks being equivalent to twenty-five percent of the diameter of the removed tree(s). (For example, the replacement requirement for removal of two trees of fifteen-inch DBH (thirty total diameter inches), would be seven and one-half inches (thirty inches removed multiplied by twenty-five hundredths replacement factor).

This requirement could be satisfied by planting five, one and one-half inch caliper trees, or three, two-and one-half-inch caliper trees or any other combination totaling seven and one-half inches).

A minimum of two, twenty-four-inch box, one and one-half inch minimum trunk caliper measurement trees shall be required for each oak tree removed.

Replacement trees shall be located on the same property as where the tree is approved for removal or, subject to approval of the director, arrangements can be made to locate the replacement trees on public property. Planting standards for replacement trees shall he consistent with City Standard Details and Specification L-4 except that deep root barriers shall not be required if the trees are not adjacent to sidewalk areas. Oak tree preservation and maintenance measures shall be consistent with the provisions of this chapter.

The diameter of the native oak tree proposed for removal within your project is no more than 12 inches.

Due to limited access to the area, an exact diameter was not measured. Twenty-five percent of 12 inches is 3 inches. Therefore, two (2) native oaks at the minimum 1.5-inch caliper will be required to be planted on the premises or somewhere in the city, upon the Public Works Director’s approval.

When incorporating new oak trees into your landscape, you will need to allow for at least an 8’ x 8’ planting area. Curbing for the planting area shall not count as part of the planting area dimensions.

Planting areas smaller than 8’x 8’ will result in sidewalk and curb buckling when tree roots mature.

Exhibit A

7 Distances between oak trees should be no less than 25 feet. If oak trees can be incorporated into open, non-hardscape areas, they will have a higher success rate.

Pre-Construction Meeting
Prior to any construction or ground disturbing activities, the project arborist shall meet with all parties involved with the construction of the project to review tree protection measures. Any new contractors brought on site shall also meet or communicate with the project arborist to ensure they are aware of all tree protection measures.

Conclusion
There is only one (1) native oak on the site you are planning to develop. As the current plan stands, there is no way to protect and save the tree. Your landscape plan shows 6 native oaks being replaced on site. As long as they meet the minimum caliper requirement of 1.5 inches, you will have more than enough mitigation trees. Trees 5, 6 and 9 , two black walnuts and 1 Aleppo pine are the most significant trees on site. Unfortunately, your design does not allow for retention of Tree 6. The black walnut wood is highly sought after. I recommend donating the wood to a wood salvage company so that the tree can continue to be useful in a second life as furniture, flooring or other woodcraft.

Tree 1, a mulberry, Tree 5, a black walnut, Tree 6, an Aleppo pine and Tree 8, a Mexican fan palm can all be retained but only if all tree protection measures are implemented and supervision is provided by the project arborist when construction impacts are occurring adjacent to these trees.

Respectfully Submitted,
Rodney D. Thurman
ISA Board Certified Master Arborist PN-2684BUM
ISA Municipal Specialist
ISA Utility Arborist
ISA Tree Risk Assessor Qualification
Appendices: tree inventory & tree protection table, site maps, tree protection diagrams, tree protection requirements quick reference list, photographs Exhibit A

8 Appendix A – Tree Inventory & Tree Protection Table
#
Botanical
name
Common
name Diameter Cond.

CRZ
Radius Impact
TPZ Fence
Radius
from tree Protect Comments
1 Morus alba Fruitless
Mulberry 27” Poor 27’ 25%
Set TPZ
fencing at
15’ radius
southeast
and 27’ in
all other
directions.

YES
Retain – Based on plan, this tree will
have impacts of approximately 25% to
its CRZ due to stormwater retention
pond install. Any roots outside of TPZ
fencing on east side of tree may be cut
cleanly with a reciprocating saw and
then removed with machinery.

Supervision by project arborist shall be
required when working within the CRZ
of this tree. Consult with project
arborist before cutting any roots.

Install TPZ fencing as well as wooden
trunk protection. See Appendix C. Tree
Protection Diagrams for more detail.

See Appendix B - Tree Inventory and
Tree Protection Maps for TPZ fence
delineation.
2 Morus alba Fruitless
Mulberry 18” Good 18’ 100% none NO
Remove – Based on plan, the tree will
have root impacts of 100% due to
grading for stormwater retention
pond.
3 Morus alba Fruitless
Mulberry 20” Poor 20’ 100% none NO
Remove – Based on plan, the tree will
have root impacts of 100% due to
grading for stormwater retention
pond.
4 Platanus x
hispanica
London
Plane
Tree
12” Good 12’ 100% none NO
Remove – Based on plan, the tree will
have root impacts of 100% due to
grading and pickleball court install.

Exhibit A

9 #
Botanical
name
Common
name Diameter Cond.

CRZ
Radius Impact
TPZ Fence
Radius
from tree Protect Comments
5 Juglans nigra Black
Walnut 31” Good 31’ 50%
Set TPZ
fencing at
31’ north
south &
west. Set
TPZ at 5’
in
southeast
quadrant
where
volleyball
court is
being
removed
YES
Retain – Based on plan, the tree will
have potential impacts up to 50% due
to volleyball court removal as well of
install of new landscape and irrigation.

Supervision by project arborist shall be
required when working within the CRZ
of this tree. Consult with project
arborist before cutting any roots.

Install TPZ fencing as well as wooden
trunk protection. See Appendix C. Tree
Protection Diagrams for more detail.

See Appendix B - Tree Inventory and
Tree Protection Maps for TPZ fence
delineation.
6 Juglans nigra Black
Walnut 39” Good 39’ 100% none NO
Remove – Based on plan, the tree will
have root impacts of 100% due to
grading and pickleball court install.
7 Koelreuteria
bipinnata
Chinese
flame
tree
2” Fair 4’ 100% none NO
Remove – Based on plan, the tree will
have root impacts of 100% due to
grading and pickleball court install.
8 Washingtonia
robusta
Mexican
Fan Palm 19” Good 19’ 0%
Set TPZ
fencing at
10’ radius
all
directions.

YES
Retain – Tree will not be directly
impacted by construction, however it
shall be protected to prevent
encroachment into the area by
vehicles or storing of construction
material. Install TPZ fencing as well as
wood trunk protection. See Appendix
C. Tree Protection Diagrams for more
detail. See Appendix B - Tree Inventory
and Tree Protection Maps for TPZ
fence delineation.

Exhibit A

10 #
Botanical
name
Common
name Diameter Cond.

CRZ
Radius Impact
TPZ Fence
Radius
from tree Protect Comments
9 Pinus
halepensis
Aleppo
Pine 30” Good 30’ 25%
Set TPZ
fencing at
30’ radius
on NW
quadrant
of tree. 5’
radius
directly
east and
south of
tree.

YES
Retain – Grading will occur within 5
feet of tree on its east side to install
stormwater retention pond. All work in
CRZ area shall be hand dug and hand
leveled. Fish all utilities beneath roots
where possible. No root larger than 1”
diameter shall be cut. If it is necessary
to cut anchor roots, tree may need to
be removed. Supervision by project
arborist shall be required when
working within the CRZ of this tree.

Consult with project arborist before
cutting any roots. Install TPZ fencing as
well as wooden trunk protection. See
Appendix C. Tree Protection Diagrams
for more detail. See Appendix B - Tree
Inventory and Tree Protection Maps
for TPZ fence delineation.
10 Quercus
agrifolia
Coast
Live Oak 12” fair 12’ 100% None NO
Remove – Based on plan, the tree will
have root impacts of 100% due to
walkway, ramp and curb construction
impacts
Exhibit A

11 Appendix B – Tree inventory and Tree Protection Maps #5
Map 1- Tree Inventory Map – West side of project - Green highlighted circles indicate CRZs of trees to be protected. Orange delineation indicates TPZ fencing locations. Bold X’s indicate tree to be removed.

Map adapted from plan set. Map not to scale. Use written measurements written on TPZ map and in Appendix A – Tree Inventory & Tree Protection Table. All Tree numbers correlate with numbers provided in Appendix A.
#1
#2
#3
#4
#6
#7
#8
#8
New Courts
New Courts
Retention
Pond
Retention
Pond
Volleyball
Court to be
removed
Hand
Dig Only
Hand
Dig Only
X
X
X
X
N
27’ 15’
31’
5’
10’
Exhibit A

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Dig Only #9
#10
X
Map 2 - Tree Inventory Map – East side of project - Green highlighted circles indicate CRZs of trees to be protected. Orange delineation indicates TPZ fencing locations. Bold X’s indicate tree to be removed.

Map adapted from plan set. Map not to scale. Use written measurements written on TPZ map and in Appendix A – Tree Inventory & Tree Protection Table. All Tree numbers correlate with numbers provided in Appendix A.

N
30’
5’
Scott Street
Exhibit A

13 Appendix C - Tree Protection Diagrams

TREE PROTECTION
Crown drip line or other limit of Tree Protection area. See tree preservation plan for fence alignment.
4'-0"
Maintain existing
grade with the tree
protection fence
unless otherwise
indicated on the
plans.
2" x 6' steel posts
or approved equal.

Tree Protection
fence: High density
polyethylene fencing
with 3.5" x 1.5"
openings; Colororange. Steel posts
installed at 8' o.c.
5" thick
layer of mulch.

Notes:
1- See specifications for additional tree
protection requirements.
2- If there is no existing irrigation, see
specifications for watering requirements.
3- No pruning shall be performed except
by approved arborist.
4- No equipment shall operate inside the
protective fencing including during fence
installation and removal.
5- See site preparation plan for any
modifications with the Tree Protection
area.

SECTION VIEW

KEEP OUT
TREE

PROTECTION
AREA

8.5" x 11"
sign
laminated in
plastic spaced
every 50'
along the
fence.

URBAN TREE FOUNDATION ‹

OPEN SOURCE FREE TO USE

8.5” x 11”
sign
laminated in
plastic,
spaced every
10’ along the
fence.

Diagram 1 – Tree Protection Fencing
8’ between posts
8’
Exhibit A

14 Diagram 2 – Trunk Protection – Secure wood to tree using zip ties or wire. Do not anchor wood or wire directly to trunk.

Original Soil
Level
Exhibit A

15 Appendix D - Tree Protection Requirements - Quick Reference List • Tree Protection During Construction - Tree protection shall be provided during the entire time construction activities occur. A Tree Protection Zone (TPZ) shall be established and maintained to ensure protected roots remain undisturbed.
• Tree Protection Fencing - Tree protection fencing is required to be in place for the duration of the construction project and shall be installed before starting any ground disturbing activities.

Do not remove any tree protection fencing or enter the TPZ without approval of the project arborist. The fencing shall delineate and protect the tree protection zone. The fencing shall be 4 feet tall and made of orange, high density, polyethylene with 3.5” x 1.5” openings. It shall be installed on steel posts 8 feet on center and tightly stretched to prevent sagging. See Appendix C - Tree Protection Diagrams - Diagram 1 – Tree Protection Fencing. • Trunk Protection - Tree protection fencing is required See Appendix C - Tree Protection Diagrams - Diagram 2 – Trunk Protection.
• Tree Protection Signage - Weatherproof, tree protection signs stating “Tree Protection Zone – Do Not Enter” shall be placed on the fencing and be spaced 10 feet apart. Signs shall remain in place until completion of the project. See Appendix C - Tree Protection Diagrams - Diagram 1 – Tree Protection Fencing.
• Pre-Construction Meeting - A meeting with all contractors involved in the project shall occur with the project arborist before beginning construction activities. Any new contractors brought on site shall also meet or communicate with the project arborist to ensure they are aware of tree protection measures.
• Preparing Tree Protection Zone - If construction occurs during the months of June through November, the TPZ’s shall be irrigated to a depth of 12 inches before construction begins. This will ensure the trees are properly hydrated. Additional irrigations during “heat-waves” may be recommended by the project arborist.
• Root Protection - No grading, trenching, paving or any other soil disturbance shall occur within or adjacent to the TPZ of the tree without permission and supervision by the project arborist. No trenching or excavation for footings, foundations, utilities or roadways shall occur within or adjacent to the TPZ without first, hand trenching the location and exposing roots.

If possible, conduit or other utilities shall be “fished” below roots larger than 1-inch diameter.

Any roots 1-inch diameter or larger that are approved for pruning shall be hand cut with a clean pruning saw or Sawzall. Once roots are hand cut, machinery can remove the severed roots.

Cutting any roots 1-inch diameter or larger requires supervision by the project arborist.

• Root Pruning - If the project arborist determines that a root over 1-inch diameter needs to be cut, it shall be cut by hand with a pruning saw or reciprocating saw “Sawzall”. After cutting a root, the area shall be backfilled as soon as possible with moist soil or covered with wet burlap until backfill can be completed. Burlap shall be kept wet the entire time it is in use for cut-root protection.

Exhibit A

16 • Dumping, Cleanout or Storage of Materials - No construction materials, soils, or debris shall be stored in the TPZ. No concrete, plaster, paint or chemical washout shall be allowed within the TPZ or Critical Root Zone (CRZ).
• Monitoring - An initial inspection shall be completed by the project arborist prior to commencement of construction activities to ensure that all tree protection measures have been put in place. Weekly inspections of the TPZ and associated fencing shall also be completed by the project arborist until construction is complete. Any root pruning, excavation, grading or filling within 5 feet of the TPZ shall a be monitored by the project arborist. • Project Arborist Contact Information - Rodney Thurman – Heritage Tree Arboricultural Consulting Inc. – Cell: 805 234 8760 – Email: [email protected] Appendix E – Photographs
Photo 1 - View of trees 1-4, looking north from Scott Street. 1 2 3
4 Exhibit A

17 Photo 2 - View of decay forming at base of
trunk of Tree 1. Area circled in yellow.

Photo 4 - View of trunk decay cavity in
Tree 3.

Photo 5 - View of Tree 4.
7’
Photo 3 - View of decay forming between
scaffold branches of Tree 1. Area circled in
yellow.

Exhibit A

18 Photo 6 - View of Tree 5, looking north.

Volleyball court in foreground.

Photo 7 - View of Tree 6, looking west along
Scott Street.

Photo 8 - View of Tree 7, looking northwest
from Scott Street.

Photo 9 - View of Tree 8, looking northwest
from Scott Street.

Exhibit A

19 Photo 10 - View of Tree 9, looking northeast
from Scott Street.

Photo 11 - View of Tree10, looking west
from adjacent ball field. Tree is grown in
fence line.

Exhibit A

Council Agenda Report
From: Darcy Delgado, Associate Planner
Subject: 2023 Annual Report on the Implementation of the General Plan 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: May 21, 2024
Facts

1. California Government Code Section 65400 requires local jurisdictions to prepare an annual report on the status of the General Plan and progress towards its implementation. This report will be submitted to the State in late May, 2024.

2. Among other things, the Housing Element component of the report must include an assessment of progress made toward meeting the City’s share of the Regional Housing Need Allocation (RHNA).

3. The General Plan Annual Report is divided into two parts: the first part (Attachment 1) is a table containing brief descriptions of every Action Item of the General Plan (except those in the Housing Element), with thumbnail descriptions of the status of their implementation; the second part (Attachment 2) is the Housing Element Report, with discussions of progress toward meeting the City’s share of the RHNA, and it includes a similar table of Housing Element Action Items and status.

4. The Housing Element Report highlights the number of housing units in plan check, building permits issued, units that are under construction, and the number of units completed in 2023. It also provides a discussion on the housing units proposed, rehabilitated, and/or conserved (e.g. subsidized affordable housing that may be at-risk of being converted to market-rate housing).

5. Lastly, this report provides a brief discussion of issues related to housing development constraints, and proactive initiatives the City is pursuing to remove barriers to construction of housing.

6. The Planning Commission received this report on May 14, 2024.

Options

1. Take no action;

2. Approve the 2023 General Plan Annual Report, and direct staff to submit to the State;

3. Request modifications specified by the City Council for staff to address in the Report;

4. Provide alternative direction to staff.

Analysis and Conclusions
The City’s General Plan was adopted in 2003. There have been several amendments to the Plan over the last 18 years, including more recent updates to the Circulation Element (2019), Noise Element (2019), and more recently the Housing Element (2020). The General Plan includes 240 policy action items, not including those in the Housing Element. The City has made substantial progress on implementation of the General Plan, and the status of these actions are as follows:

 128 actions are ongoing activities
 88 actions are complete
 19 actions are in process
 5 actions are not yet scheduled for implementation
In early 2019, the City completed a comprehensive update to the Circulation Element and the Bicycle and Pedestrian Master Plan. The Circulation Element update’s primary focus was to reassess the planned road improvements in the circulation network and to determine if certain improvements should be modified or eliminated. Various changes that have been incorporated into the Traffic Impact Fee needs list and cost estimates have resulted in a $50 million dollar reduction to future circulation improvements, which translates into an overall 24% Traffic Impact Fee reduction. These cost savings will not reduce future circulation capacity improvements; rather the City will now have a more focused list of projects that are needed to accommodate City buildout. In addition, the transportation system optimization also reduces the burden of existing residents for the City’s share of the needed improvements. In the long run, the system will be less expensive to build and maintain since unneeded projects have been removed.

The Noise Element was also updated in the Fall of 2019 to help better address complaints from noise sources that have increased in the last several years as a result of new trends seen with the music venues and short-term rentals. The key changes of the Noise Element update included revised noise standards for the community, new goals and policies acknowledging noise associated with Short-Term Rentals (STRs), and new goals and policies specifically targeted at concert and other entertainment venues.

In December of 2020, the City updated its 6th Cycle Housing Element, which has an eight-year planning period from 2021 through 2028. Key changes to the Housing Element include new policies and programs that identify the actions that will be taken to make sites available during the new planning period with appropriate land use and development standards and with services/facilities to accommodate the City’s share of regional housing need for each income level. Some of the more notable programs that stand out in the Housing Element include updating the City’s Accessory Dwelling Unit (ADU) Ordinance to promote construction of ADUs, reducing parking standards for smaller units located outside the Uptown/Town Centre Specific Plan, and utilizing fractional density units to encourage smaller units that are affordable by design.

Housing Production
The status of housing production and entitlement activity in 2023 is provided below:

Activity
Single Family
Units
Accessory Dwelling
Units (ADU / 2nd
Units)
Multi-Family
Units Total
Issued Certificates of
Occupancy 38 22 82 142
Units built in
Uptown/Town Center
Specific Plan Area
4 11 2 17
Units under
construction 44 14 150 208
Units in plan check 64 25 2 91
Units entitled 455 219 159 833

Regional Housing Needs Allocation (RHNA) - 1/1/19 to 12/31/28 The purpose of the housing report is to monitor the implementation of the City’s General Plan Housing Element and progress toward meeting the City’s Regional Housing Needs Allocation (RHNA). The State Regional Housing Needs Allocation target requirement for the prior (5th Cycle) 2014-2019 planning period required the City to plan for 492 dwelling units. Under the new 6th Cycle, which has a planning period from 1/1/19 to 12/31/28, the City is required to plan for 1,446 dwelling units. It should be noted that Housing Element law does not require the City to ensure that the numbers of dwelling units identified in the RHNA are actually built within the planning period. The law does, however, require that the City provide an inventory of land suitably zoned and with available infrastructure and utilities to meet that need.

Because the planning period for the new RHNA cycle began in 2019, units built in both 2019 and 2020 have been counted towards the 6th Cycle RHNA. Details of the number of units that have received a Certificate of Occupancy during the current planning period to date are compared to the RHNA requirements in the table below.

Housing Constraints and Opportunities Committee
The Housing Constraints and Opportunities Committee (HCOC) was established as part of the 2014 Housing Element. The Committee was appointed by the City Council to review housing issues and make recommendations to the City Council on ways to increase housing production. Over the years, the HCOC has been instrumental in moving forward initiatives, including tailoring fees to unit size to reduce fees for smaller units, substantially reducing of water/sewer charges for new residential construction, and producing a Circulation Element update that resulted in a 24 percent reduction in the transportation impact fee associated with elimination of certain planned improvements.

During the process of updating the 6th cycle General Plan Housing Element, the HCOC met five times to discuss housing issues, identify potential sites and strategies to meet the RHNA, review best practices, provide guidance on potential Housing Element policies and implementing programs, and discuss future housing initiatives.

Income
Level
6 th Cycle
RHNA
Allocation
Completed Units by Affordability Total
Units
by
Income
Level
Total
Units
Remaining
by Income
Level
Year 1
(2019)
Year 2
(2020)
Year 3
(2021)
Year 4
(2022)
Year 5
(2023)
Years
6-10
(2024-
2028)
Extremely
Low &
Very Low
356 52 54 0 0 0 -- 106 250
Low 224 23 27 8 6 12 -- 76 148
Moderate 259 90 18 14 22 92 -- 236 23
Above
Moderate 607 14 11 10 24 38 -- 97 510
Total
Units 1,446 179 110 32 52 142 -- 515
Total Remaining
for RHNA Period 931

Since the adoption of the Housing Element, the HCOC has been utilized to provide input back to staff on implementation of the programs identified in the 6th cycle Housing Element, including updates to the Zoning Code. During 20223, the HCOC met two times and provided their input on the Comprehensive Update to the Zoning Code, as well as updates to the City’s Development Impact Fees. For each of these discussion items, the HCOC has shown tremendous help in facilitating discussions around housing policies and procedures for increasing housing production.

Specific Plan Progress
Both the Beechwood Specific Plan and the Olsen South Chandler Ranch Specific Plans were approved in 2020. The Beechwood Specific Plan consists of 911 housing units within an overall 234-acre master planned community on the east side of the City. The Olsen South Chandler Ranch Specific Plan consists of 1,293 new residences on approximately 358 acres, also located on the east side of the City.

For Olsen South Chandler Ranch, there are multiple planning areas that have been mass graded with underground infrastructure installed, and foundations ready to be poured. Building permit stock plans were submitted in 2023 and have been waiting to be issued pending the completion of these tract improvements. The Beechwood specific plan is still working on their tentative subdivision maps, and they have grading and improvement plans for Phase 1 currently in review.

Summary of Progress & Issues
 Out of the 240 General Plan policy action items (not including the Housing Element), 98 percent are completed, ongoing, or are in the process of being completed.  The City is tracking progress with the 6th Cycle (2021-2028) Housing Element including progress on new Action Items.
 The City has a 6th Cycle RHNA assignment of 1,446 residential units to be constructed between January 1, 2019 and December 31, 2028. To date, there have been 515 units constructed, or 36% units completed.
 As of December 31, 2023 there were 142 completed residential units, 208 residences under construction, 91 residential permits either ready to pick up or in plan check, and 833 units entitled.  Overall housing development saw a decrease in the number of residential units in which permits were issued and/or under construction during 2023, dropping from 304 units in 2022 to 208 units in 2023. The reduction is due to fewer multiple multi-family residential projects being in this stage of the building permit pipeline. There was still a significant number of units under construction, considering there were only 41 units under construction in 2020 and 72 units in 2021.  There were a total of 833 residential units that were entitled during 2023. Of these, 455 units were single-family residential and above the moderate-income level, 219 were ADUs and split evenly between the low-income and moderate-income level, and 159 units were multi-family residential units also of the moderate-income level. A large portion of these units are coming from the Olsen South Chandler Ranch and Beechwood Specific plan areas, which are both progressing forward.
 Although development trends are showing a slowdown in the number of units currently in plan review, this factor is misleading since the specific plan merchant builders will be using stock plans to pull large batches of permits in the near future. The number of entitled units increased from 2022 with 88-units, to 2023 with 833-units. The expectation is over the next several years the City will see a significant increase in housing construction.

 The Housing Constraints and Opportunities Committee made substantial progress in prior years to reducing barriers to housing development, including reducing one of the most significant development impact fees (e.g. transportation fees) and making a recommendation to City Council to reduce those fees as part of the City’s comprehensive update to the Circulation Element which was adopted in early 2019. In 2023, the HCOC met two times. Topics discussed by the HCOC included reviewing the City’s progress on the Comprehensive Update to the Zoning Code, which is expected to be complete by Fall 2024, and reviewing an update to the City’s Development Impact Fees.

Fiscal Impact
There is no direct fiscal impact by directing staff to submit the General Plan Annual Report.

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 (Option 2)
Approve the 2023 General Plan Annual Report, and direct staff to submit it to the California Department of Housing and Community Development.

Attachments

1. General Plan Action Items status report

2. General Plan Housing Element status report

Attachment 1
Note: The Action Items in the table below are but brief descriptions intended to identify the subject matter of the action items and not to serve as a legal substitute for the full text of the Action Items. Please refer to the General Plan text for the full text of the action items.

Policy Action Item Number & Brief Description Status

LAND USE ELEMENT
LU-1A
Land Use
Categories

1. Amend/update the Zoning Ordinance to ensure that there is a Zoning District for each General Plan Land Use Category on Table LU-2.

Completed: R-5 (RMF-20), Mixed Use and
Senior Housing Overlay Zones.

Vine Street Overlay Zones incorporated into
Uptown/Town Center Specific Plan
Completed for Public Facilities District

2. Allow projects in the Mixed Use land use category and/or in Specific Plan areas to be developed with more than one land use.

Completed: Mixed Use Overlay regulations and
Uptown/Town Center Specific Plan
Completed: Olsen South Chandler Ranch and
Beechwood Specific Plans.

LU-1B
Airport Land Use
Compatibility

1. Prohibit further subdivision of land within the Airport Land Use Review Area, or changes to land use or zoning, that would accommodate additional dwelling units.

Completed: Airport Land Use Plan Update,
2007
LU-2B
Visual Identity

1. Amend/Update the Zoning Ordinance to define standards. Encourage propertyowners to upgrade existing buildings and sites to conform to these standards.Design guidelines have been completed for commercial, industrial, and multi-family
development. Design standards have been
incorporated into the Uptown/Town Center
Specific Plan.

Comprehensive update to the Zoning
Ordinance scheduled for completion Fall 2024;
update to include better defined development
standards.

2. a. Adopt design standards to clearly articulate how important public views, gateways and landmarks are to be maintained/enhanced.
b. Ensure that residential building lots are of sufficient size to preserve the topographic and aesthetic features of the landscape.

Gateway Design Standards adopted August
2008
Updated the City’s Grading Ordinance, 2016;
Comprehensive update to the Zoning
Ordinance (to be completed Fall 2024) will
include updates to the Grading Ordinance.

As needed/ongoing action

3. Require utilities to be placed underground in new development projects. Ongoing action

4. Continue to enhance the downtown as a priority. Ongoing action

Attachment 1
Policy Action Item Number & Brief Description Status

5. Require new development to mitigate its share of the impacts to the natural and built environment as feasible and appropriate.

Completed: Community Facilities District
Completed: Circulation Element adopted as of
February 2019, including AB 1600 fees to offset
impacts to City infrastructure.

As needed/ongoing action: mitigation via
conditions on new development.

LU-2C
Local Heritage

1. Establish a Vine Street Historic Overlay District and adopt design guidelines. Completed: design guidelines Vine Street Overlay District design guidelines
have been incorporated into the Uptown/Town
Center Specific Plan. Historic Preservation
Ordinance adopted 2011.

2. Review new development projects for consistency with the Downtown design guidelines and the Vine Street neighborhood guidelines.

As needed/ongoing action (downtown)
Design guidelines have been incorporated into
the Uptown/Town Center Specific Plan that
apply to the Vine Street district.

LU-2D
Neighborhoods

1. Review/revise the Zoning Ordinance to address the size, use and appearance of accessory structures to ensure neighborhood compatibility.

Comprehensive update to the Zoning
Ordinance (to be completed Fall 2024) will
include updates to accessory structures.

2. Preserve health and safety, and strengthen the integrity of neighborhoods and districts by implementing traffic calming measures.

Completed: Traffic Calming Program, 2004,
Omni Means

3. Develop safety and traffic calming measures for the design of streets. Completed: Traffic Calming Program, 2004, Omni Means

4. Review and update, as necessary, the City’s Building Security & Construction Standards for exterior lighting, security, and safety measures.

The City adopted the most current version of
the CBSC as certified by HCD.

5. Require all new lighting to be shielded and directed downward in such a manner as to not create off-site glare or adversely impact adjacent properties.

Ongoing plan check review item

6. Continue to enforce the glare provisions of the Zoning Ordinance. Ongoing plan check review item LU-2E
Purple Belt

1. Coordinate with the County and private organizations to identify boundaries of and obtain support for a “purple-belt” that buffers the eventual edge of the City.

Adopted November 2009/on-going

2. Acquire development rights/easements within the designated purple belt area. Ongoing action

Attachment 1
Policy Action Item Number & Brief Description Status

3. Ensure that the County retains surrounding lands in very low-density rural residential, open space, and agricultural uses.

As needed/ongoing action

4. Implement strategies that help preserve or protect agriculture beyond the City limits.

Completed: see LU-2E #1.

5. Require disclosure agreements for new non-agricultural development within 500 feet of an existing agricultural use.

Ongoing action / Condition of Approval
LU- 2F
Planning Impact
Area

1. Evaluate annexation requests for conformance with adopted General Plan goals, policies, and action items, as well as public infrastructure and service plans.

Completed: Olsen Ranch, Beechwood Area,
and Linne Road (Our Town) Annexations.

Gateway Annexation entitlement complete
including LAFCO approval

2. Continue to review and comment on planning efforts and development projects being considered by the County within the City’s Planning Impact Area.

As needed/ongoing action
LU- 2G
Specific Plans

1. Encourage establishment of Specific Plans for other areas. Complete: Beechwood Specific Plan and Olsen South Chandler Specific Plan

2. With environmental review of new Specific Plans, prepare fire station analysis identifying staffing requirements, station location, and response times.

Ongoing action;
New Fire Station #3 complete
LU- 2H
Downtown

1. Continue requiring new projects to implement the adopted Downtown Design Guidelines and to adhere to the development standards of the Zoning Ordinance.

As needed/ongoing action; Uptown/Town
Center Specific Plan supplement these
guidelines.

2. Promote a vibrant Downtown using several specified methods. Ongoing action; Uptown/Town Center Specific Plan will update and enhance the specified
methods.

LU- 2I
Infill

1. Amend the Zoning Ordinance to allow mixed-use projects in the Downtown and other suitable locations.

Completed: Mixed Use Overlay regulations;
Uptown/Town Center Specific Plan will
continue this effort.

2. Prior to or concurrent with consideration of any mixed use projects, stringent design and construction standards shall be established.

Completed: Mixed Use Overlay regulations;
Uptown/Town Center Specific Plan will
continue this effort.

LU-2J
Public Art

1. Public and private development projects shall be required to contribute toward the establishment and maintenance of art in public places.

Completed: Public Art Policy - funding remains
suspended due to prior recession.

Proposed goal FY 24-25: Review and update
the Arts in Public Places ordinance and related

Attachment 1
Policy Action Item Number & Brief Description Status
process and procedures including
recommendations for funding.

LU-4A
Service Levels

1. Direct City revenues towards continuing to fund the public services and on-going maintenance/operation of public facilities and utilities provided by the City.

Completed: Community Facilities District
Completed: Update AB 1600 fees to offset
impacts to City infrastructure.

Ongoing action: mitigation via conditions on
new development. CFD annexation required at
Final Map

2. Require new development in annexation areas and/or specific plan areas to establish funding mechanisms to pay for the construction, maintenance, and operation of required City services and facilities on an on-going basis.

Completed: Community Facilities District
Completed: Update AB 1600 fees to offset
impacts to City infrastructure.

Ongoing action: mitigation via conditions on
new development. CFD annexation required at
Final Map

3. Require a fiscal impact analysis for new development in annexation areas and/or specific plan areas and condition projects accordingly so as to ensure that they will be fiscally neutral and not result in a net loss for the City.

Completed: Beechwood Specific Plan and
Olsen South Chandler Specific Plan
Completed Uptown/Town Center Specific Plan.

4. As part of implementation of the General Plan Update:
a. Review/refine the existing Growth Management Plan to address Emergency service needs on a periodic basis.
b. Revise/update the City’s Master Plans of Water, Sewer, Storm Drainage, and Solid Waste and City standards and specifications for public facilities. c. Update the Capital Improvement Program so that it is in conformance with the revised Master Plans.
d. Investigate expansion of branch libraries to serve outlying areas and adding new outreach programs, including a book mobile.
e. Implement planned City library expansion into the 2nd floor of the existing library and develop City hall relocation plans, as feasible.
f. Maintain the Youth Arts Center satellite library.
a. A population-based staffing plan was
developed and presented to City Council
during the budget workshop in January 2020.

Standards of Cover / Risk Assessment and
Strategic Plan endorsed by City Council on
April 5, 2022.
b. Completed: Phase 1 of the Paso Robles
Watershed Plan has been completed and will
be used towards the overall stormwater
master plan updates. Water Master Plan
(2014), Recycled.2021 Water Master Plan
completed. Water rates have been adopted
through 2027. Sewer Master Plan updated in
2019 – Rates updated through 2025. Urban
Water Management Plan (2020) completed.

Attachment 1
Policy Action Item Number & Brief Description Status
Solid Waste Master Plan Update: Adopted
November 2010, with rates and services
reviewed and amended in 2015.
c. In process as part of two-year budget cycle.
d. Outreach Services Librarian hired in August
of 2023. Home Delivery policy approved by
Library Board of Trustees in February of 2024
program has been launched. Library Mobile
service being tested at Almond Acres Charter
School and senior serving facilities. The Library
Foundation has requested City Council accept a
Library Foundation funded book mobile into
fleet, as part of the FY 24-25 budget, to better
establish outreach services.
e. Paso City Office Space Programming Study
was conducted by RRM Design Gorup. The
study found that the Library Facilities Master
Plan adopted in 2018 had significant structural
flaws. Alternative conceptual plans were
provided for joint expansion of the Library/
City Hall facility located at 1000 Spring Street at
a significantly higher estimated cost. Staff
unsuccessfully applied for a grant to determine
if a joint Library/Recreation/ Community
Resilience Center facility was feasible at the
centrally located Centennial Park property.

Staff developing options to present to City
Council and community.
f. Library Study Center established at Family
Resource Center (36th & Oak Streets) in 2010.

Library Study Center is now housed in one of
the portable classrooms on site and a
circulating library of children’s materials is
available for check out. Staff is investigating
options for expanding services at the facility.

Attachment 1
Policy Action Item Number & Brief Description Status
LU-4B
Public Schools

1. Enable collection of impact fees for development of capital facilities for public schools permitted by State Law to be collected with issuance of building permits.

Ongoing action. City coordinates with PRUSD
on school fee collection prior to permit
issuance.

2. Investigate and implement means to eliminate shortfalls that may result from the insufficiency of those impact fees to fund the acquisition of sites and construction of public schools. Such means may include the following:

1. Conditioning legislative actions upon payment of supplemental fees or making dedications of land in lieu of fees.

2. Formation of Community Facilities Districts or equivalent tools which include funding for acquisition of sites for and construction of public schools.

Ongoing: City coordinates with the Paso Robles
School District on future school site needs and
the collection of school fees as part of specific
plan process.

3. Support the school districts’ request that public school sites be located in accordance with specified standards:

As needed/ongoing action, as part of specific
plan process.

4. Refer development applications to Paso Robles and Templeton School Districts. Seek to minimize traffic and circulation problems in the vicinity of school sites.

Ongoing action/Creston Road Safety
Improvement project underway
2018 Bike/Ped Master Plan completed to
encourage students to walk/bike to school.

5. Facilitate the provision of schools by continuing to work closely with the school districts during the site selection and development process.

As needed/ongoing action

CIRCULATION ELEMENT
CE-1A
Circulation
Master Plan

1. Maintain a multimodal Transportation Impact Fee (TIF) program (AB 1600) so that new development contributes to improvements that offset cumulative impacts to mobility. The impact fee program will list needed improvements to automobile, pedestrian, bicycle, and transit facilities. To encourage the reduction of City-wide VMT (Vehicle Miles Traveled), the mitigation fee program will recognize and support Transportation Demand Management (TDM) strategies associated with new development. Fees will be assessed in relation to cumulative impacts and will be proportional to the number of auto trips generated by the development. 2019 Development Impact Fee and Needs List
adopted. Implementation ongoing.

2. Establish development application conditions of approval to require access for all modes of travel, and to make appropriate improvements to the transportation system serving subject sites including frontage improvements, dedication of right-ofway, in tract improvements, and all improvements consistent with the Circulation, City Engineering Standards, and needed to mitigate transportation impacts.

Ongoing action, development review process
by City Engineer

3. Preserve right-of-way in accordance with the Circulation Master Plan and all adopted Plan Lines.

As needed/ongoing action, development
review process by City Engineer

Attachment 1
Policy Action Item Number & Brief Description Status

4. Request the County to mitigate transportation impacts to City facilities by requiring participation by County development projects in the City’s TIF program for all new development in the Paso Robles-San Luis Obispo County referral area.

As needed/ongoing action
County referral reviewed by City Engineer

5. Maintain the Zoning, Subdivision, Streets and Sidewalk chapters of the Municipal Code, as well as the Standard Conditions of Approval and Standard Specifications and Details, for consistency with a “complete street” approach where all modes of travel are routinely accommodated.

City Engineering Standards in progress as time
permits. Partial update in 2023 and more
updates planned for 2024-2025

6. Implement the City’s Traffic Calming Program when designing new or modifying existing street improvements. Neighborhood preservation and context shall be a factor
in the consideration of community mobility objectives.

Ongoing implementation

7. Continue to actively seek federal, state, and regional grants and funding. Ongoing action. Received Grants for Niblick Complete Streets Project, Appaloosa
Crosswalk, and Creston Corridor Projects.

8. Construct roundabouts in lieu of traffic signals where appropriate conditions exist to maximize the efficiency of streets, maintain continuous but moderate traffic flow, reduce accident severity, and enhance pedestrian and cyclist activity.

Several roundabout designs are planned as
part of the City Circulation Element. Ongoing
action through Development review by City
Engineer
Construction of roundabout at Golden Hill and
Union Roads completed. Wisteria and New
Airport Road Roundabout completed. Design
of Rolling Hills Roundabout in progress. Linne
and Sherwood Roundabouts under
construction.

9. Install all transportation improvements in accordance with current accessibility standards.

Ongoing action

10. Establish limitations on truck traffic in residential areas and adopt designated truck routes.

Complete. See Pavement Management Plan.
2019 Circulation Element update adopts truck
route map.

11. Evaluate new development projects and major roadway improvements in the context of the City’s adopted transportation impact study guidelines that specify the process by which new development impacts are identified. Street widths and consideration of additional traffic lanes shall be evaluated in the context of potential impacts to community character, convenience for non-auto modes, safety, and cost/benefit.

Update completed that incorporates Vehicle
Miles Traveled requirements.

Ongoing implementation through
Development review by City Engineer

Attachment 1
Policy Action Item Number & Brief Description Status

12. The City will coordinate with Caltrans on planning and implementation of congestion management strategies on SR 46 East, SR 46 West, and US 101. These strategies will include improved connectivity for all modes of transportation across these corridors and in areas on either side of these facilities. The City and Caltrans will work in concert with the most recent Regional Transportation Plan and Corridor Studies.

Ongoing action, SLOCOG is currently
conducting a Corridor study that address SR46
and US101 within the City of Paso Robles. It is
anticipated that implementation projects will
be identified in the final corridor study.

CEQA referral process
12a. Implement Parallel Route plan and funding Parallel Routes Plan adopted. Funding of project elements to be provided by Council as
needed.

13. The City will monitor the performance of the transportation network on a regular basis. The City will optimize traffic signals to maximize the efficiency of the existing network. The city will explore the feasibility of coordinating all traffic signals with a centralized traffic signal control system.

Local Roadway Safety Plan adopted in 2021.

Niblick Road Corridor study adopted in 2020.

Creston Road Plan adopted in 2018. Signal
coordination is proposed for the 2024-2026
budget.

14. Maintain and/or improve emergency vehicle access on all existing streets. New development and redevelopment projects shall provide emergency vehicle access as required by all applicable codes and the Emergency Services Department.

Ongoing action, development review referral
to Emergency Services Dept.

15. Integrate the City’s traffic model with City land use planning and the regional traffic model produced by the San Luis Obispo Council of Governments.

Complete

16. View all transportation improvements, new or retrofit, as opportunities to improve safety, access, and mobility for all travelers and recognize bicycle, pedestrian, and transit modes as integral elements of the transportation system.

Ongoing action
Development review by City Engineer

17. Transportation policies should link transportation planning and land use planning. Ongoing action Development review by City Engineer
18 Transportation systems and facilities should be planned, designed, and constructed so as not to serve as barriers to community resources.

Ongoing action
Development review by City Engineer

19. Transportation improvements shall improve accessibility and promote physical activity.

Ongoing action

20. The City shall adopt and implement a Bicycle and Pedestrian Transportation Plan (BPTP).

Plan adopted in 2019.

21. Manage curb space usage to balance demand for short and long-term parking, passenger drop-off, and commercial loading zones
Ongoing action as needed

22. Systematically evaluate City streets to prioritize countermeasures to reduce hazards.

Pursue grant funding to implement hazard reduction projects.

Local Roadway Safety Plan adopted in 2021.

Attachment 1
Policy Action Item Number & Brief Description Status
CE-1B
VMT

1. New developments or redeveloped areas shall conform to the following guidelines to the maximum extent possible:
a) New streets and intersections shall be designed for continuous flow at moderate speeds. Low volume residential streets should be designed for speeds of 25 miles per hour or less. Higher order roadways shall be designed for 35 mph or less with stable flows. Roundabouts shall be considered in lieu of traffic signals for intersection control as needed.
b) To the extent practical, new residential streets shall provide a grid type, interconnected roadway system with typical block lengths of 300 feet to 600 feet. Cul-de-sac streets are discouraged. New subdivision tracts will provide future street connection points on all four sides (north, south, east, and west).

Street widths shall be no greater than needed to accommodate emergency service vehicles.
c) Lane configurations for new intersections shall be limited to provide for moderate speeds and pedestrian and cyclist safety. Congestion during certain time periods shall be accepted in exchange for shorter pedestrian and cyclist crossing distances, less overall paved area, reduced costs, and preservation of small-town character. Corner curb extensions (bulb-outs) should be considered to improve and shorten pedestrian crossings.
d) Circulation systems shall provide for all modes of travel, and shall typically include sidewalks, bicycle lanes, and transit stop amenities. Continuous paths of travel shall be established and connected for walking and bicycling from and throughout the development area to Downtown and other key destinations. As appropriate and practical, all development shall conform to the most current Bicycle and Pedestrian Transportation Plan adopted by the City Council and the most current trail system plan. Impact fees shall be assessed to mitigate impacts and to contribute to updates to the Bicycle and Pedestrian Transportation Plan. e) New specific plans shall include a mix of uses that are well connected for all modes and built at higher densities to help minimize the number of single occupant vehicle trips and reduce vehicle miles traveled.

Ongoing action
To be implemented with development of new
Specific Plans

2. Develop well connected routes for bicycles throughout the City in accordance with the most current City Council adopted BPTP.

Ongoing action
2018 Bike/Ped Master Plan completed.

3. The City shall make the travel demand model available to consultants of land development applications to verify traffic generation assumptions in accordance As needed/ongoing action

Attachment 1
Policy Action Item Number & Brief Description Status
with the General Plan. The model will be used to estimate the change in VMT resulting from proposed development.

4. To the extent feasible, maintain a general plan that provides for a reasonable, ongoing balance between jobs and housing units of various types to maximize the potential for residents to live in the community in which they work. This approach reduces the potential for longer vehicle commutes and reduces City-generated and Countywide VMT.

Ongoing action, Economic Strategy
CE-1C
Airport

1. Establish policy and standards consistent with the Airport Master Plan and Airport Land Use Plan Updates
Ongoing action

2. Pursue federal and state grants for airport improvement projects. Ongoing action

3. Enhance bicycle, pedestrian, and transit access to allow employees and passengers to use non-automobile modes of travel to and from the Airport.

As needed/ongoing implementation through
the Circulation Element projects.

4. Encourage car and vanpool programs through employer incentive programs. Local public transit was transferred to the Regional Transit Authority. Ongoing
local/regional connectivity.

CE-1D
Transit

1. Continue operation of local bus service including inter-connectivity with regional transit.

Local public transit was transferred to the
Regional Transit Authority. Ongoing
local/regional connectivity.

2. Coordinate with SLO Regional Transit Authority to improve information available on transit options and support advertising/outreach programs for transit.

Local public transit was transferred to the
Regional Transit Authority. Ongoing
local/regional marketing/outreach and
coordination with other transit services.

3. Develop Park and Ride Lots at convenient locations throughout the City, including new specific plan areas.

Ongoing action; SLOCOG is lead agency on this
effort. Plans to expand park and ride capacity
near Union Road and Highway 46 under
consideration.

4. Establish a Master Plan of transit routes within the City coordinated with regional routes. Require new development and redevelopment projects to include design elements that promote transit use in accordance with the Master Plan such as locating sheltered bus stops near neighborhood focal points, shopping, and service destinations.

Complete; The local routes within Paso Robles
were modified to better connect with Regional
Route 9 to and from San Luis Obispo as part of
the consolidation efforts. The new route
schedules went into effect on August 17, 2014.

5. Locate transit routes on streets serving medium and high density development where feasible.

Ongoing action; routes exist along
thoroughfares lined with significant

Attachment 1
Policy Action Item Number & Brief Description Status
development. New routes will be considered
for planned future development.

6. Link neighborhoods to transit stops and park and ride lots by providing direct bicycle and pedestrian access.

Ongoing action, Specific Plan process

7. Support the development of a transit/trolley loop serving the Downtown area to encourage a “park once” strategy.

To be scheduled

8. Support and improve the existing multimodal facility on Pine Street. Improvements at transit center have been completed (i.e. traffic circle), and expansion of
parking facilities is complete, 2015.

9. Support convenient transit service to employment, education, and government centers as funding allows. Work with SLO Regional Transit Authority to provide fixed route and/or commuter bus service as appropriate.

Ongoing action; SLORTA has added new hours
to help get college students to and from late
night classes. Existing routes provide service to
employment, education, and government
center in Paso Robles. SLORTA is collaborating
on improvements to commuter bus service.

10. Develop a plan to monitor transit system performance and evaluate expansions to transit service.

Ongoing action; SLORTA monitors performance
of all routes and the transit system as a whole
through the compilation and reporting of
ridership, service hours/miles, costs, and other
metrics. Expansion of services currently being
evaluated include the evening shuttle from
Cuesta college’s Paso Robles campus and
additional express runs between Paso Robles
and San Luis Obispo on SLORTA’s route 9.

CE-1E
Rail

1. Maintain adequate freight rail service to extent that freight service does not conflict with the Town Center Plan.

Ongoing action

2. In conjunction with SLOCOG, support expanding Amtrak rail service. Ongoing action

3. Promote the Amtrak bus feeder link, which provides connections to trains north in the Central Valley.

Amtrak bus to Hanford is operating

4. Pursue funding for a grade-separated railroad crossing at 28th Street to connect the Oak Park area to the Black Oak Commercial District.

City staff will pursue grant or other funding
CE-1F
Pedestrian &
Bicycle Access

1. Maintain and update as needed the Bicycle and Pedestrian Transportation Plan (BPTP) identifying and prioritizing improvements to the bicycle and pedestrian network to support biking and walking as viable primary modes of travel within Paso Combined Pedestrian and Bicycle Master Plan
completed. Adopted Fall 2018. Augmented by

Attachment 1
Policy Action Item Number & Brief Description Status
Robles. The BPTP shall provide bike facilities on or parallel to all major arterials (including bridges) and a network of off-street paths to facilitate commute and recreational bicycle travel. It shall provide pedestrian facilities connecting new developments to existing City amenities and seek to close gaps in the pedestrian network. The BPTP will identify bicycle priority streets and bicycle routes to create a fully connected network throughout the City.

Local Roadway Safety Plan Approval and
Niblick Road Corridor Plan Approval.

2. Provide safe and convenient pedestrian, bicycle, and vehicle access to Cuesta College North County Campus, through the following means:
a) Incorporate access to and from the campus in City circulation, pedestrian, bicycle, and transit planning.
b) Implement appropriate signage and vehicle speed controls to ensure safety to pedestrians near the campus.
c) Encourage distribution of trip reduction information, including transit and ridesharing information, to Cuesta College students, faculty, and staff. d) Work with Caltrans and SLOCOG to construct bicycle-pedestrian under-crossings of State Route 46E per the adopted BPTP and the Caltrans Corridor Study.

Implementation Ongoing
Crosswalk bulbout design approved for safe
crossing enhancement.

SLOCOG Corridor Study started in 2023.

3. Establish a formal Safe Routes to School Program and pursue grant funding to encourage children to safely walk and bike to school.

In progress. City staff is attending the SLOCOG
regional SRTS meeting.

4. Collect pedestrian and bicycle volumes with intersection counts to ensure adequate data is available for prioritizing improvements to the transportation network.

Ongoing

5. Improve streetscapes and install curb extensions at intersections where appropriate to reduce driving speeds and shorten pedestrian crossing distances.

Ongoing

6. At-grade railway crossings shall be improved with pedestrian and bicycle facilities in coordination with the railway operator.

Implementation Ongoing

7. Support warning beacon type crosswalks where pedestrian traffic volumes are high or safety considerations warrant implementation.

Implementation Ongoing. Pedestrian Crossing
at Serenade will be constructed in 2024.

Crossing at Creston and Cedarwood is in
design.

8. Update and expand the ADA City Transition Plan to include public street right-of-way improvements.

Implementation Ongoing, DAC Citywide
evaluation completed.

HOUSING ELEMENT
The Housing Element is analyzed in a separate table.

CONSERVATION ELEMENT

Attachment 1
Policy Action Item Number & Brief Description Status
C-1A
Water Source,
Supply &
Distribution

1. Investigate and implement if feasible, development of supplementary water supplies to provide diversified resources and relieve aquifer demand.

Ongoing action; Nacimiento Water project is
completed; Nacimiento Water Full Subscription
is completed, adding 2488 AFY to the City’s
water supply portfolio to total 6,488 AFY.

Tertiary treatment facility is completed.

Recycled water distribution system (purple
pipe) design is substantially completed.

Recycled Water represents the City’s 4th water
supply.

2. Investigate and implement, if feasible, basin recharge programs through nontraditional methodsIn response to Water Board mandates, the City has adopted a storm water management
ordinance that requires all new development
to retain some storm water on site. Phase I of
the Paso Robles Watershed Plan is complete
and incorporates 27 different projects Citywide
that encourages groundwater recharge of
stormwater runoff through alternative
compliance by use of off-site basins. Phase II
of the Paso Robles Watershed Plan will
establish implementation and financing
mechanisms. The existing post-construction
element of the stormwater program continues
to encourage capture of stormwater runoff
through on-site means. 2014 Recycled Water
Master Plan adopted. The WWTP upgrade
includes a recycled water program to support
groundwater recharge. Tertiary treatment at
the WWTP is complete Construction of the
Salinas River segment of the Recycled Water
System will occur in 2023.

3. Maintain/update the Urban Water Management Plan and implement Best Management Practices as feasible.
2020 Urban Water Master Plan (UWMP) has
been completed.

4. Maintain an updated Water Master Plan and develop needed water production, treatment, storage, and distribution facilities as part of the Capital Improvement Plan/Budget.

Ongoing Actions:
• Implement mandatory usage restrictions and
prohibitions against waste defined under the

Attachment 1
Policy Action Item Number & Brief Description Status
ordinance. City is meeting or exceeding the
City’s long-term water savings goals.
• Continue conservation outreach/ education
and development of the Nacimiento surface
water supply.
• Rehabilitating reservoirs, wells, and pipelines.

Reservoir replacement recently complete.
 2020 Water System Master Plan Update
Completed and adopted by City Council
Water rate study and rate adoption completed.

New rates established though 2027.
 Paso Robles is a GSA for the Paso Robles
Basin, and part of the GSA for the
Atascadero Basin and is working with GSAs
to implement the GSP.

Paso Robles Groundwater Bain GSP is currently
under review by DWR.

5. Maintain potable water quality via the following measures a. Continue to monitor City water supplies wells for water quality requirements. b. Encourage minimization of applications of agricultural chemical fertilizers and pesticides and enforce conservative application of agricultural waters. c. Provide treatment and distribution systems needed to assure conveyance of potable water that meets all water regulations.

All activities are ongoing

6. New water service shall not be extended to areas outside the City boundaries. As needed/ongoing action. No intention to extend water services outside the City limits.

7. Maintaining private water well use shall be allowed only for existing agriculture uses and then only when approved by City Council.

Updated private well policy in 2015.

Implementation is on-going.

C-1B
Sewer Service

1. Maintain an updated Sewer Master Plan and develop needed sewer conveyance and treatment facilities as part of the Capital Improvement Plan/Budget. 2007 Sewer Master Plan updated in 2019.

Sewer Connection Fees updated Oct 2017,
including updated CIP. Sewer Fees updated in
2021 established fees through 2025.

2. Require sewer connection for all new buildings. Ongoing action

3. Require the abandonment of all septic systems at such time that a sewer becomes reasonably available to a parcel.

Ongoing action, Council approval of septic
system exceptions required

Attachment 1
Policy Action Item Number & Brief Description Status

4. The City shall not provide nor permit delivery of City sewer services to areas outside the existing City limits until such areas are annexed.

Ongoing action. No intention to extend sewer
services outside the City limits.

5. Develop wastewater effluent discharge alternatives including land percolation/ evaporation and/or recycling.

Completed
C-1C
Storm Drainage

1. Maintain and update the Storm Water Master Plan. Implement, as feasible, recommended actions and Best Management Practices described in the Plan.

The Storm Water Management Program was
completed in 2012. Phase I of the Paso Robles
Watershed Plan is complete and will be used as
a component for updates to the stormwater
master planning efforts in the future. Phase II
of the Paso Robles Watershed Plan will
incorporate implementation and financing
mechanisms, which are critical components to
future master plan updates.

The Storm Water Master Plan will be updated
during FY 25/26.

2. Establish a variety of revised development standards as may be appropriate. In process, 2014 Downtown Watershed program
2016 Storm Water Technical Guide 2021
Section V of the City Standards (Stormwater –
Storm Drains, Storm Water Quality, Watershed
Protection) are currently being updates in
collaboration with the Engineering Division.

The Post-Construction program development
standards in in the process of being updated
and improved. Phase I of the Paso Robles
Watershed Plan is completed and will be used
to formally establish a standard alternative
compliance program to mitigate stormwater
impacts generated from in-fill and
redevelopment projects.

C-1D
Solid Waste

1. Support and participate in an update to the County Solid Waste Management Plan. To be scheduled

2. Reduce the amount of solid waste to be taken to the landfill by implementing the City’s Source Reduction and Recycling Element.

City has adopted its Landfill Master Plan (2010)
and is proceeding in its implementation. PWS
contract has been extended for 10 years, with
an option for an additional 10 .

Attachment 1
Policy Action Item Number & Brief Description Status
Implementation of SB1383 has begun and will
reduce organic waste disposal 75% by 2025.

5. Develop a City-specific solid waste master plan. Completed, Landfill Master Plan (2010) C-2B Air
Quality/ Vehicle
Miles Traveled

1. Provide bikeways, pedestrian paths, and transit turn-outs/stops as requirements of development applications.

Ongoing action – See Circulation Element
policies

2. Encourage the development of transit facilities. Ongoing action – See Circulation Element policies

3. Strive to recruit new industry as part of on-going efforts to create a balanced community where the majority of residents can live, work, shop, and play, thereby reducing the commute lengths for some City residents.

Ongoing action – See Circulation Element
policies

4. Encourage infill development. Ongoing action – See Circulation Element policies
C-2C
Air Quality/
Emissions
Reduction

1. Continue to prohibit agricultural burning. Ongoing action

2. Encourage private sector efforts to provide composting and creation of mulch in locations that avoid incompatibility of land uses.

As needed/ongoing action

3. Require builders to use appropriate techniques to minimize pollution from construction activities.

Ongoing action
C-3A
Oak Trees

1. Implement the Oak Tree Preservation Ordinance. Ongoing action

2. Plant oaks in parks and on other City-owned properties. Ongoing action

3. Encourage and/or require new development to include the planting of new oaks. Ongoing action, plan check review C-3B
Sensitive Habitat

1. With CEQA review of new development, prepare biological studies, explore alternatives to habitat removal, and seek input from other public agencies with expertise in biological resources.

Ongoing action

2. With CEQA review of new development, require mitigation of potential impacts to the San Joaquin Kit Fox and its habitat be provided.

Ongoing action

3. Encourage use of native plants. Ongoing action, plan check review/landscape ordinance
C-4A
Mineral
Resources

1. Continue to permit surface mining of sand and gravel as a conditional use within the Salinas River and Huerhuero Creek.

Ongoing action/SMARA coordination

2. Ensure that measures are adopted to protect the capability for future extraction of sand and gravel.

As needed/ongoing action
C-5A
Visual Resources

1. Investigate and implement, as feasible, a variety of alternative funding sources to enhance important visual resources.

In progress: Enhanced design standards at
gateway entrances included in the Zoning Code
Update (scheduled completion Fall 2024).

Attachment 1
Policy Action Item Number & Brief Description Status

2. Establish/implement site design, landscaping, architecture, and sign design standards to define gateways, corridors, major arterials, and natural areas.

Completed: Gateway Plan in August 2008
C-6A
Historic
Resources

1. Continue to implement the Council adopted Downtown Design Guidelines Ongoing action, Uptown/Town Center Specific Plan

2. Establish a Vine Street Historic and Architectural Preservation Overlay District.

Prepare and implement design guidelines for future development and renovations.

Complete. Adopted the Uptown/Town Center
Specific Plan, which includes design guidelines
and adopted a Historic Preservation Ordinance.

C-6B
Archaeological
Resources

1. For projects subject to CEQA, prepare archaeological studies. Incorporate mitigation measures identified by such studies into the development.

As needed/ongoing action

OPEN SPACE ELEMENT
OS-1A
Open Space/
Purple Belt

1. This plan/program is to address: (a) open space acquisition; (b) acquisition priorities; and (c) maintenance and monitoring of City-owned open space areas No action indicated. (This action item is
informational in nature.)

2. Reserve easements for public access, preferably trail access, to large units. As needed/ongoing action

3. Develop strategies for pursuing federal, state, and private funding for the Open Space/Purple Belt plan/program.

Ongoing action.

4. Review development projects to ensure they complement the natural environment and agricultural lands, as applicable, in their location and design.

As needed/ongoing action
See Ag buffers in River Oaks II project

5. Investigate and implement the transfer of development rights from open space lands to other lands and dedication of conservation easements where appropriate.

Completed: Adoption of Purple Belt Plan in
2009.

Easement acquisitions are on-going

6. Strive to establish an agricultural buffer between publicly accessible open spaces and bordering agricultural lands.

As needed/ongoing action

7. Coordinate the City’s Open Space/Purple Belt plan/program with neighboring communities, the County of San Luis Obispo, and non-profit agencies.

Completed: Adoption of Purple Belt Plan in
2009

8. Investigate with San Luis Obispo County, establishment of permanent agricultural and open space areas that buffer communities from continuous urbanization and promote efficient growth patterns.

Ongoing action

9. Ensure that the County retains surrounding lands in very low-density rural residential, open space (including natural resource), and agricultural uses.

See response to Action Item #3 under Policy
LU-2E
10 Implement strategies that help preserve or protect agriculture, including: Ongoing action

Attachment 1
Policy Action Item Number & Brief Description Status
- Establish agricultural buffer easements, berms and/or vegetative screening, on property proposed for urban development.
- Implement the City’s adopted “right-to-farm” ordinance. - Participate in the Williamson Act and other farmland preservation programs.

11. Require disclosure agreements for new non-agricultural development within 500 feet of an existing agricultural use.

As needed/ongoing action

NOISE ELEMENT
Traffic and
Railroad Noise

1. The noise level standards for noise-sensitive areas of new uses affected by traffic or railroad noise sources in Paso Robles are shown by Table N (Noise Standards for New Uses Affected by Traffic or Railroad Noise Paso Robles Noise Element).

No action indicated. (This policy item is
informational in nature.)

2. Where the noise level standards of Table N are predicted to be exceeded at new uses proposed within Paso Robles which are affected by traffic or railroad noise, appropriate noise mitigation measures shall be included in the project design to reduce projected noise levels to a state of compliance with the Table N standards at the noise-sensitive areas of the proposed uses.

As needed/ongoing action

3. For new developments proposed in areas exposed to railroad noise, the exterior noise level standards of Table N shall be increased by 5 dBA DNL. This policy recognizes that railroad events, while loud, are short in duration and that, during railroad passbys, single-event noise at exterior spaces remains relatively high regardless of whether exterior noise mitigation has been implemented. As a result, the goal of this policy is to minimize the extent by which railroad noise barriers may be required near the railroad tracks in Paso Robles.

As needed/ongoing action

4. The City shall encourage local law-enforcement agencies to enforce the vehicle noise level limits specified within the California Motor Vehicle Code.

Ongoing action
Aircraft Noise 5. All development within the City of Paso Robles shall be consistent with the Noise Policies of the Airport Land Use Plan (ALUP) of the Paso Robles Municipal Airport.

Ongoing Action
Fixed Noise
Sources

6. The interior and exterior noise level standards for noise-sensitive areas of new uses affected by existing fixed noise sources in Paso Robles are shown by Table 1 (Noise Standards for Locally Regulated (non-transportation) Noise Sources Paso Robles Noise Element).

No action indicated. (This policy item is
informational in nature.)

7. Where the noise level standards of Table 1 are predicted to be exceeded at a proposed noise-sensitive area due to existing fixed noise sources, appropriate noise mitigation measures shall be included in the project design to reduce projected As needed/ongoing action

Attachment 1
Policy Action Item Number & Brief Description Status
noise levels to a state of compliance with the Table 1 standards within the identified noise-sensitive areas.

8. Where a project would result in the introduction of new fixed noise sources where such sources do not currently exist, the noise generation of those sources shall be mitigated so as not exceed the interior and exterior noise level standards of Table 1 at existing noise-sensitive areas in the project vicinity.

As needed/ongoing action

9. If a noise-generating use is proposed adjacent to vacant lands currently zoned for uses which may be developed with exterior noise sensitivity, the noise generating use shall be responsible for mitigating its noise generation to a state of compliance with the Table 1 standards using reasonable assumptions pertaining to both the likely sensitivity of the receiving land use and the noise generation of the project. At such time as that noise-sensitivity is introduced on the vacant parcel, the noise generating use will be responsible for complying with the City’s Noise Ordinance standards.

As needed/ongoing action

10. Due to variations in types of both noise-generating and noise-sensitive land uses, as well as variations in ambient conditions in the City, the City shall have the ability to set noise standards which are up to 5 dBA higher or lower than the Table 1 standards if determined appropriate by the Planning Commission and/or City Planning department staff.

As needed/ongoing action
Transportation
Projects &
Criteria for
Determining
Significant
Increases in
Traffic Noise

11. For capacity enhancing roadway or rail projects, the construction of new roadways or railways, or projects which will substantially increase traffic on the local roadway network, a noise analysis shall be prepared. If pre-project traffic noise levels already exceed the noise standards of Table N and the increase is significant as defined below, noise mitigation measures should be considered to reduce traffic and/or rail noise levels to a state of compliance with the Table N standards. A significant increase is defined as follows:

Pre-Project Noise Environment (Ldn) Significant Increase Less than 60 dB 5+ dB
60 - 65 dBA 3+ dB
Greater than 65 dB 1.5+ dB
As needed/ongoing action

12. If noise-reducing pavement is to be utilized in conjunction with a roadway improvement project, or if such paving exists adjacent to a proposed new noise As needed/ongoing action

Attachment 1
Policy Action Item Number & Brief Description Status
sensitive land use, the acoustical benefits of such pavement shall be included in the noise analysis prepared for the project.

Short-Term
Rentals (STV’s)

13. Noise generated by temporary occupants of STVR’s shall be subject to the same standards as the surrounding neighborhood district.

Ongoing Action
Outdoor Music
Events

14. The Table 2 (Noise Standards for Outdoor Venues Generating Amplified Music or Speech Paso Robles Noise Element) guidelines shall apply to existing and proposed venues where amplified music and speech would occur. With the exception of the Mid-State Fairgrounds, all outdoor amplified speech and music shall cease by 11 pm.

Ongoing Action

15. All outdoor venues with amplified music and speech shall comply with Table 2 (Noise Standards for Outdoor Venues Generating Amplified Music or Speech Paso Robles Noise Element).

Ongoing action
General Noise
Policies

16. All noise analyses prepared to determine compliance with the noise level standards contained within this Noise Element shall:

A. Be the responsibility of the applicant.

B. Be prepared by qualified persons experienced in the fields of environmental noise assessment and architectural acoustics.

C. Include representative noise level measurements with sufficient sampling periods and locations to adequately describe local conditions.

D. Estimate projected future (20 year) noise levels in terms of the Standards of Tables N and 1, and compare those levels to the adopted policies of the Noise Element.

E. Recommend appropriate mitigation to achieve compliance with the adopted policies and standards of the Noise Element.

F. Estimate interior and exterior noise
As needed/ongoing action

17. Noise analyses prepared for multi-family residential projects, townhomes, mixed use, condominiums, or other residential projects where floor ceiling assemblies or party-walls shall be common to different owners/occupants, shall be consistent with the State of California Noise Insulation standards.

As needed/ongoing action

18. The City’s General Plan Noise Element standards contained herein are applicable to proposed new uses. For resolving conflicts between existing uses, the City’s Noise Ordinance shall be applicable.

No action indicated. (This policy item is
informational in nature.)

19. Where exterior noise mitigation is required to achieve satisfaction with the noise standards of either Tables N or 1, the following priorities for mitigation shall be observed where feasible:

As needed/ongoing action

Attachment 1
Policy Action Item Number & Brief Description Status
A. Use of setbacks or open space buffers.

B. Incorporate site planning to orient and/or shield sensitive exterior areas from view of the noise source in question.

C. If the noise source is fixed, utilize quieter equipment, or implement noise control treatments at the source.

D. Solid walls should be considered a last resort for the mitigation of exterior noise levels and, if feasible, should be placed on earth berms to lessen their apparent height.

20. To provide a comprehensive approach to noise control, the City shall:

A. Develop and employ procedures to ensure that noise mitigation measures required pursuant to an acoustical analysis are implemented in the project review process and, as may be determined necessary, through the building permit process.

B. Develop and employ procedures to monitor compliance with the standards of the Noise Element after completion of projects where noise mitigation measures were required.

C. The Noise Ordinance shall be amended to provide that noise standards contained therein will be consistent with the noise standards of this Noise Element.

As needed/ongoing action
Complete: Noise Ordinance Adopted
November 2019
Vibration 21. To reduce impacts from groundborne vibration, all proposals for new uses which would include vibration-generating activities, or for new sensitive uses proposed in proximity to existing sources of vibration (i.e. railroad tracks), shall comply with the vibration standards established by the Federal Transit Administration Transit Noise and Vibration Impact Assessment guidelines (FTA-VA-90-1003-06).

As needed/ongoing action

22. A vibration analysis prepared by a qualified specialist shall accompany all proposals for sensitive land uses located within 100 feet of the railroad tracks in Paso Robles.

The analysis shall quantify vibration levels and compare them against the FTA vibration standards. Railroad vibration studies for projects located beyond 100 feet from the tracks shall not be required.

As needed/ongoing action

23. All projects that propose to use heavy construction equipment that has the potential to create vibrations that could cause structural damage to sensitive structures within 100 feet shall be required to submit a pre-construction vibration study prior to the approval of a building permit. Projects shall be required to incorporate specified measures and monitoring identified to reduce impacts. Pile As needed/ongoing action

Attachment 1
Policy Action Item Number & Brief Description Status
driving or blasting are illustrative of the type of equipment that could be subject to this policy.

Exemptions The following sources of noise shall be exempt from the provisions of this Noise Element:
a. Emergency warning devices and equipment operated in conjunction with emergency situations, such as sirens and emergency generators which are activated during power outages. The routine testing of such warning devices and equipment, including generators, is also exempt provided such testing occurs during daytime hours.
b. All activities occurring at public schools and public school playgrounds and sporting fields, as such activities are not regulated at the local level. c. Activities at private schools, parks, or playgrounds, provided such activities occur during daytime hours (7 am – 10 pm).
d. Activities associated with special events approved by the City. e. Construction and demolition activities located within 1,000 feet of noise sensitive land uses provided they occur during normal daytime hours, excluding Sundays and Federal Holidays, subject to the conditions imposed by City permit.

For construction activities, daytime hours are defined as 7 am to 7 pm.

Construction activities occurring between the
f. hours of 7 pm and 7 am must comply with the interior noise level standards identified in Table 1 unless an exception has been granted by the City Planning Department.
g. Construction and demolition activities located beyond 1,000 feet of noise sensitive land uses, subject to the conditions imposed by City permit. For construction activities, daytime hours are defined as 7 am to 7 pm. h. In the event of an emergency involving agricultural activities which requires prompt action to protect crops or equipment, the City can exempt noise generated by such action from the provisions of this Element.

As needed/ongoing action

SAFETY ELEMENT
S-1A
Hazard
Education

1. Distribute informational handouts. Ongoing action

2. Support volunteer training aimed at assisting police, fire, and civil defense personnel during and after a major earthquake, fire, or flood.

Community Emergency Response Team
implemented 2020

3. Support/sponsor exhibits and presentations in secondary schools. Ongoing action of PRFES – CRR Division S-1B 1. Maintain Mutual and Automatic Aid Agreements with regional fire prevention and law enforcement agencies.

All agreements up to date.

Attachment 1
Policy Action Item Number & Brief Description Status
Disaster
Response

2. Periodically review/update the Council adopted Fire and Emergency Services Standards of Cover and Strategic Plan.

Update is needed to the Safety Element to
reflect 1.0 FF/1000 population as outlined in
development agreements. Standards of Cover /
Risk Assessment and Strategic Plan endorsed
by City Council on April 5, 2022. Staffing
triggers plan created to staff a third fire station
and keep pace with development. Staffing plan
presented to City Council at the January 2020
budget workshop

3. Incorporate fire and crime prevention measures in the design and construction of new development via specified actions.

As needed/ongoing action, development
review
S-1C
Hazardous
Exposure
Minimization

1. Police Service Standards. Maintain a ratio of 0.5 non-sworn personnel per 1,000 population and a ratio of 1.4 to 1.6 sworn personnel per 1,000 population.

Analysis for the Police Department, dated April
16, 2019, recommends a service level for the
City of approximately 1.63 to 1.83 sworn
officers per 1,000 residents. This remains
unchanged.

2. Emergency Services Standards. Maintain a ratio of 0.8 to 1.3 Firefighters per 1,000 pop.

The FY 2022/2023 Budget provides for a ratio
of 1.0 firefighters per 1,000 pop.

3. Continue to utilize, the Council adopted, 2022 Fire and Emergency Services Standards of Cover to analyze future fire station and staffing needs.

City council adopted response time goal is to
respond to all emergencies in 4 minutes or
less, 90% of the time. This was achieved 56%
of the time in 2023. Simultaneous calls,
geographical travel distances, number of
response resources, and increased service
demand are the largest contributing factors.

Fire Station 3 was staffed and opened
December 1, 2023.

S-1D
Structural Safety

1. Review and update, as necessary, the City’s Building Security & Construction Standards for new development projects.

See response to Action Item #4 under Policy
LU-2D

2. Maintain a current survey of URM buildings and other hazardous structures. Completed. Building Division has records of 2 remaining URMs. The owners of these URMs
are in compliance with the URM codes.

3. Require structures identified as being located in hazardous areas to be brought into conformance with acceptable levels of risk.

Completed. Building Division has records of 2
remaining URMs. The building owners of these
2 URMs are in compliance with the URM codes.

Attachment 1
Policy Action Item Number & Brief Description Status

4. Discourage the locating of critical facilities within identified hazard areas. As needed/ongoing action, development review

5. New development in high/medium wildland fire hazard areas to: investigate vulnerability, potential as an ignition source, and implement mitigation measures.

As needed/ongoing action , development
review

6. Prohibit construction within seismic and geologic hazards areas. As needed/ongoing action, development review

7. In reviewing proposals for future water impoundments, require an evaluation of potential inundation areas and design of the dam to withstand earthquakes.

As needed/ongoing action, development
review
S-1E
Hazardous
Materials

1. Continue to require applicant declarations pursuant to Gov’t Code §65820.2. As needed/ongoing action

2. Provide required notices to the County Environmental Health Department. As needed/ongoing action

3. Continue implementation of existing programs; add new ones as required. As needed/ongoing action S-1F
EMF Exposure

1. No residential structures or yards, schools, active parks, or recreational facilities are to be built within the utility corridor right-of-way.

As needed/ongoing action

PARKS & RECREATION ELEMENT
PR-1A
Park &
Recreation
Facilities

1. Periodically assess usage of park facilities, and identify physical changes needed to accommodate anticipated land use patterns.

Sherwood Master Plan to be reevaluated in
light of flood plain concerns and plans to build
a pickle ball complex on site. Pickleball courts
to be completed by the end of 2024.

As needed/ongoing action.

2. Implement improvements at existing parks, including completion of recreation facilities.

Barney Schwartz lower playground renovation
complete as of January 2018; Upper
playground replaced in Fall 2020.

Larry Moore Park restrooms and playground
renovation complete in spring 2018.

Revision of Sherwood Park Master Plan
complete as of February 2019.

Water feature renovation completed at
Uptown Family Park in December 2023
Bicycle pump track completed in February
2024.

Larry Moore Park re-design project to be
conducted in 2024.

3. Allow compatible activities and land uses near parks. As needed/ongoing action.

Attachment 1
Policy Action Item Number & Brief Description Status

4. Cooperate with the County, Paso Robles Unified School District and Cuesta College, in park funding and joint use of park
Completed: Montebello (7 ac) park; to be
scheduled: purchase of 3 more acres (next to 7
ac) Uptown Family Park completed in 2014.

5. Require specific plans to include parks as appropriate. In Progress with Chandler Ranch, Olsen Ranch/Beechwood, and Uptown/Town Centre
Specific Plans.

PR-1B
Master Plan

1. Prepare needs assessment for Park & Recreation improvements. Consider the improvements listed in Table PR-1 (attached at the end of this table).

Robbins Field improvements complete.

Charolais Corridor and Navajo sections of
Salinas River Trail are complete. City Council
endorsed a 5-year strategic plan for Recreation
Programming, to be implemented from 2022
through 2026

2. Seek State, Federal, and local grants, and individual, private, and corporate support, to improve City parks and recreation services.

In July 2014, the City received $805,000 for the
City Park renovation. Project completed June
2016.

Completed: Received $350,000 EEMP grant,
which was matched with $150,000 by City and
constructed ½-mile trail connection along
Charolais corridor to river trail system. Also,
completed ½-mile Salinas River trail through
State/Fed grants and Park & Recreation Impact
fees.

Completed November 2014: Uptown Family
Park at Oak and 36th Streets.

City to receive $178,000 in State Per Capita
Grant funding to replace water feature at
Uptown Family Park by summer 2022. Project
has been delayed. Completion expected by
December 2023.

In July of 2023, Recreation services received
$5,000 grant in support of the Teen Center at

Attachment 1
Policy Action Item Number & Brief Description Status
Centennial Park from the Wonderful Company
and x from the REC Foundation. Further grant
funding is being sought from the Wonderful
company for additional improvements in 2024.

In February of 2024, construction was
completed on a REC Foundation funded bicycle
pump track at Barney Schwartz Park.

3. Investigate/implement acquisition of land or easement, in the Salinas River and Huerhuero Creek for a park, equestrian paths or other public recreational uses.

Ongoing: Acquisition of a 247-acre parcel for
trail extension opportunity to link southeast
portion of community to river trail system Dec.
2011.

Acquired 1 mile of Huer Huero River corridor
through dedication from a development
project in 2011.

Acquired 18 acres of Salinas River Corridor
property with approval of the River Oaks II
Expansion project.

Acquired easement for public access in the
Huer Huero Creek Corridor on the Erskine
property, adjacent to Airport Road.

4. Create and adopt a Salinas River Corridor Plan; cooperate with neighboring public agencies to establish the DeAnza Trail as a link in a regional trail system.

Received $7,200 grant and matching City funds
will pay for signage along the swath of the De
Anza trail through Paso Robles. It was installed
in 2015, and subsequently destroyed by
vandalism.

Completed: Salinas River Trail Master Plan
connecting San Miguel and Santa Margarita,
and historical reference to, the De Anza Trail
where appropriate.

Attachment 1
Table CE-1. Potential Circulation Improvements
Type of Improvement Improvement Status
Downtown Access Improvements, including improved on/off-ramps to Highway 101 where appropriate, at 16th and 24th streets
Complete
Improvements to traffic flow within the downtown area Addressed as part of Uptown/Town Centre Specific Plan; ongoing
Improvements to Road
Segments
Union Road—Kleck Road- to Golden Hill Road Completed.

Huer Huero bridge north of SR 46E to connect Airport Road to Golden Hill Road Location chosen by Council. Design ROW and construction funding in progress.

Creston Road - River Road to Rolling Hills Road -Two-lane divided arterial with continuous turn lane, bike lanes and pedestrian improvements Corridor Plan adopted by Council.

Construction of Phase 1 anticipated to begin
construction Summer 2023.

Creston Road - Niblick Road to Scott Street - Two-lane divided arterial with improved driveway access, bike lanes, and pedestrian improvements Corridor Plan adopted by Council.

Theatre Drive – Auto dealership to South City limits - Two lane arterial with continuous turn lane, bike lanes and pedestrian improvements In progress.
4 th Street – Spring Street to Riverside Avenue Two lane divided arterial with bike lanes, pedestrian improvements, railroad underpass and connection to US 101 freeway ramps
Improvement completed as part of a Hotel
Project. Undercrossing status under review.

Intersection Improvements US 101 – SR 46W Relocation of Theatre Drive and S. Vine Street, roundabout control for ramp intersections
2009 PAED completed. Theatre Drive
relocation completed in 2011. S. Vine Street
relocation under review. Part of the Gateway
Annexation. SLOCOG initiated a Feasibility
Study in 2020 to reduce round-about
footprints. CALTRANS approved the study.

SLOCOG has set aside funds for the PS+E for
the roundabouts.

SR 46E – Union Road Grade separated interchange with interim improvements considered
Project Study Report complete 2014
PAED in process
Union Road – Golden Hill Road Roundabout RAB chosen as the primary project.

Construction in progress.

Creston Road – Rolling Hills Road Corridor Plan adopted by Council.

Construction scheduled for 2025/2026 using

Attachment 1
Table CE-1. Potential Circulation Improvements
Type of Improvement Improvement Status
$3 million State Assembly Grant for partial
funding.

Charolais Road – S. River Road Design report complete. Major property acquisition complete
Pedestrian/Bikeway Facilities 24th Street bridge over railroad 2015: HBRR Grant received for preliminary engineering. Bridge design is underway.

Creston Road pedestrian crossing at Lana Street Complete; signal installed Creston Road pedestrian crossing at Scott Street To be scheduled Creston Road pedestrian crossing at Meadowlark Road To be scheduled Interconnecting pedestrian paths between Salinas River corridor and other facilities within the City.

In progress: Salinas River Plan (whole
corridor); Completed: Salinas River Parkways
Trail
In progress: Centennial Creek Restoration
Project: This project will improve the creek
function once complete.

Grant funding obtained to construct the
North River Road Class 1 path.

Traffic Calming Measures where appropriate Completed with 2018 Bicycle and Pedestrian Master Plan.

Ongoing: Traffic Calming Plan

Attachment 1
Table PR-1. Park & Recreation Facility Improvements
Type of Improvement Improvement Status

EXISTING IDENTIFIED PARK

AND FACILITY NEEDS
10-acre park north of 24th Street. This should include ballfields, which may replace that at Pioneer Park, and may be located between Spring Street and the Railroad.

Identified as part of the Uptown/Town
Center Specific Plan. Needs list will be
updated in 2022.

Aquatic center, preferably covered, probably a joint venture between the City, school district, and Cuesta College. Most likely to be located at Cuesta College.

School District approved plans to build
aquatics facility at the Paso Robles High
School courtesy of a bond measure in
February of 2024.
10-acre park near the Borkey area Completed: River Oaks II dedication Chandler Ranch Area Specific Plan: park in conjunction with any new school site
Completed: Beechwood Specific Plan 8.1-
acre park dedication
7-10 acre park in Union/46 Specific Plan area Completed: purchase of 7 ac in Montebello; to be scheduled: purchase of 3 more acres
(next to 7 ac)

OTHER NEEDED

IMPROVEMENTS
Recreation Facilities Youth Center Teen Center opened at Centennial Park in August 2023.

Neighborhood Center (on east side) To be scheduled
Nature Center, with large contiguous open space area To be scheduled Enhance crossing of Riverside Avenue to allow for connectivity between fairgrounds and parking lot east of Riverside Avenue
Completed
Public Equestrian staging area To be scheduled; Salinas River Plan General Recreation Services Ongoing action; Volunteer Program established
Parks No Pocket Parks needed, only larger facilities Ongoing action The redevelopment of Oak Park Public Housing should include provision of a park to serve the recreational needs of the neighborhood The project includes sports fields and parks
facilities, which have been completed.

Develop a neighborhood park in conjunction with the First 5 Early School Readiness and Family Center on the northeast corner of Oak and 36th Streets Completed: Uptown Family Park completed
in November 2014.

Redevelop Robbins Field as envisioned in the Uptown/Town Centre Specific Plan, provided that a replacement ballfield of similar size and amenities is first developed in a location that is easily accessible to West Side residents.

To be scheduled

Attachment 1
Table PR-1. Park & Recreation Facility Improvements
Type of Improvement Improvement Status
Conversion of Marie Bauer Elementary School Site to a public park that provides educational facilities to the community.

To be scheduled
Bikeways and Trails Bikeways as indicated in the City’s Bikeway Plan Completed: Bike lane improvements on 13th Street bridge and Navajo Avenue. Union
Road Class II bike lanes completed between
Kleck Road and Prospect Avenue. City
received a SLOCOG grant for PS+E of N. River
Bikeway – Union Road to Experimental
Station.

Trail near railroad within 4th Street Specific Plan To be scheduled Make trail connections between parks facilities citywide Ongoing Phase 1: Uptown/Town Centre Specific Plan
Pursue De Anza Trail along Salinas River Completed: Salinas River Trail Master Plan Salinas River trail on either side of the river between 13th Street and Veteran’s Memorial bridges
East side of river complete.

Western trail to be scheduled.

Chandler Ranch Area Specific Plan trail system Beechwood Specific Plan and Olsen South Chandler Specific Plan’s approved. Trail
system to be constructed as areas develop.

Complete the Class I pathway from Creston Road along South River Road Complete.

Charolais Road Multi-Purpose Trail – South River Road to Riverbank Lane Complete.

Turtle Creek Pathway Improvements Complete
Senior Center Pathway Improvements In progress
Plans/Programs Pursue Public Art in Parks Program (development should fund public art in parks)
Completed: Public Art Policy
Festival of the Arts has been replaced by
alternative Art-in-the-Park event held in April
and October each year.

Proposed goal FY 24-25: Review and update
the Arts in Public Places ordinance and
related process and procedures including
recommendations for funding.

Implement Master Plan of Bikeways Ongoing action
Develop Multi-Purpose Trail Plan Ongoing: Salinas River Plan

Attachment 1
Table PR-1. Park & Recreation Facility Improvements
Type of Improvement Improvement Status
Expand Bikeway trails map to include pedestrian trails Combined Pedestrian and Bicycle Master Plan completed/adopted in Fall 2018.

Attachment 2

HOUSING ELEMENT

ACTION IMPLEMENTATION STATUS
Context of Housing Element Review
The Housing Element is a planning document that requires the City to plan for meeting its “fair share" of regional housing needs, most often referred to as the Regional Housing Need Allocation (RHNA).

This annual review of the Housing Element will:
 Summarize the 6th Cycle RHNA and identify quantified objectives towards meeting the RHNA;  Summarize new residential construction activity between January 1, 2023 and December 31, 2023 applies towards the 6th Cycle RHNA;
 Summarize the City’s efforts to assist the development of affordable housing, including removing constraints undertaken through December 31, 2023;
 Report on progress towards implementing the Action Items contained in the 6 th Cycle Housing Element.

New Housing Units: 6
th Cycle Regional Housing Need and Quantified Objectives Government Code Section 65583(c)(1)(A) requires that the City’s General Plan identify adequate sites which will be made available through appropriate zoning and developments standards and with services and facilities, including water and sewer, to meet the City’s housing needs for all income groups, including its share of the Regional Housing Need pursuant to Section 65584.

The Regional Housing Needs Allocation Plan (RHNA) adopted by the San Luis Obispo Council of Governments 2019 Plan assigned the City of Paso Robles 1,446 new dwelling units as its share of the RHNA to be met during the period January 1, 2019 through December 31, 2028. The City is not obligated to ensure that this number of dwelling units is built within this time frame, it is only obligated to ensure that there is sufficient land appropriately zoned and served. As shown in Table 1 from the General Plan Housing Element, the City had already achieved the majority of its RHNA obligation based on the credits received for housing units that have been constructed, under construction, or approved since January 1, 2019. Also, as indicated in the Housing Element, the City has sufficient capacity to meet and exceed the identified housing need of the remaining 383 units, which fall into the Low and Very Low-income categories.

Table 1: 6th Cycle RHNA (1/1/19 to 12/31/28)
Income
Category
Dwelling Units
(Target)
Credits for Units
Constructed, Under
Construction, or Approved
Remaining RHNA
Above Moderate 607 1,224 0
Moderate 259 526 0
Low 224 90 134
Very Low 356 107 249
TOTAL 1,446 1,947 383
Although the City is not obligated to ensure these units are developed, the Housing Element establishes quantified objectives to facilitate construction of new dwelling units within the same time frame, which are shown in Table 2 on the following page. The City does this by creating a regulatory environment in which the private market could build these units. This includes the creation, adoption, and implementation of General Plan policies, zoning standards, and/or incentives to encourage the construction of various types of units. Of these endeavors, the City is currently updating the Zoning Code and identifying zoning standards that would encourage development of housing while also removing zoning standards that create unnecessary barriers.

Attachment 2
Table 2: 2021-2028 Quantified Objectives
Objectives
Income Levels
Total Extremely
Low/ Very
Low
Low Moderate Above
Moderate
Construction Objective* 266 223 439 816 1,744
Rehabilitation Objective* 80 -- -- 80
Total Construction/ Rehabilitation Objective 569 439 816 1,824 Conservation/ Preservation Objective* 386 -- -- 386
*Note: The City of Paso Robles is not responsible for the actual construction of these units. The City is, however, responsible for creating a regulatory environment in which the private market could build these units. This includes the creation, adoption, and implementation of General Plan policies, zoning standards, and/or incentives to encourage the construction of various types of units.

New Residential Construction Activities
New Housing Units: Under Construction
Between January 1, 2023 and December 31, 2023, there were 208 units under construction with permits both applied for and issued in 2023. Of these, 44 units were single-family residential and above the moderate-income level, with 37 of these being for houses in the subdivision located in the River Oaks II tract. Additionally, 14 permits issued were for ADUs and 2nd units and these were split evenly between the low-income and moderate-income level. Finally, 150 permits were for multi-family residential units, with 79 units coming from the RiverWalk Terrace project and 69 units coming from the Sunrise Villas project, both of which are deed-restricted affordable housing for extremely-low, very-low, and low-income level households.

It should be noted that this section reports the year a permit is issued and under construction. Therefore, although there may have been other units under construction in 2023, permits may have been issued in 2022 and reported in the prior year, or they may have been issued in 2023 and already received their Certificate of Occupancy, which are reported in the following section as completed units. To track the City’s progress towards meeting the quantified objectives displayed above, Table 3 reports on the units that have had building permits issued to date, which are further broken down by income category.

Attachment 2
New Housing Units: Completed
Between January 1, 2023 and December 31, 2023, a total of 142 new dwelling units were issued Certificates of Occupancy. Of the 142 units, 38 were single family units, 20 were accessory dwelling units (ADU’s), 2 were classified as Second Units, and 82 were multi-family units. The dwelling units can be divided among the following income groups:

Above Moderate 38
Moderate 92
Low 12
Very Low 0
Total 142
Of these 142 units, 17 of them were built in the Uptown/Town Centre Specific Plan area. Details of the number of units that have received a Certificate of Occupancy during the current planning period compared to the RHNA requirements is shown in the table below.

Table 3: Progress Towards Meeting RHNA
Permitted Units/Units Under Construction
Income
Level
6 th Cycle
RHNA
Allocation
Building Permitted Units Issued by Affordability Total
Units by
Income
Level
Total Units
Remaining
by Income
Level
Year 1
(2019)
Year 2
(2020)
Year 3
(2021)
Year 4
(2022)
Year 5
(2023)
Years 6-
10 (2024-
2028)
Extremely
Low &
Very Low
356 0 0 0 23 65 -- 88 268
Low 224 0 9 14 15 66 -- 104 120
Moderate 259 13 24 29 221 33 -- 336 0
Above
Moderate 607 13 8 29 45 44
-- 140 467
Total Units 1,446 26 41 72 304 208 -- 668
Total Remaining for
RHNA Period 855

Attachment 2
New Housing Units: Entitled vs. Proposed
Between January 1, 2023 and December 31, 2023, there were 833 residential units that received a discretionary planning entitlement. Of these, 455 units were single-family residential and above the moderate-income level, 219 were ADUs and split evenly between the low-income and moderate-income level, and 159 units were multi-family residential units also of the moderate-income level. The majority of the entitled units are coming from the Beechwood and Olsen South Chandler Specific Plans which have a mixture of single-family detached and singlefamily with attached ADUs. About 154 units are for multi-family residential units with 135 units for the Redtail project located at the intersection of Creston Road and Rolling Hills Road.

Between January 1, 2023 and December 31, 2023, there were 91 residential units that were either in plancheck or ready to be issued. Of these, 64 units were single-family residential and above the moderate-income level, 25 were ADUs and split evenly between the low-income and moderate-income level, and 2 units were multi-family residential units also of the moderate-income level.

Although development trends are showing a slowdown in the number of units currently in plan review, the number of entitled units increased from 2022 with 88-units, to 2023 with 833-units. Thus, it is likely that in the next several years the City will see an uptick in construction of these projects that recently received entitlements.

Rehabilitated Units
Housing rehabilitation presently occurs on a market rate/unsubsidized basis. The General Plan Housing Element Program 23 calls for the City to “work with non-profit organizations to obtain financial assistance to rehabilitating dwellings owned or rented by lower-income households. This program is a continuation of a previous Action Item from the 2014 Housing Element.

Over the last several years, non-profits such as People’s Self-Help Housing and Habitat for Humanity have helped rehabilitate units in and around Paso Robles.
 In December 2015, Peoples Self-Help Housing applied for a permit to rehabilitate a subsidized complex with 60 apartment units located at 1255 Creston Road, “Creston Gardens”. The project was completed in 2017.  Peoples Self-Help Housing completed the rehabilitation of 38 units in a senior/disabled persons housing development, Los Robles Terrace, at 2940 Spring Street. This project was finaled in May 2018.

Table 4: Progress Towards Meeting RHNA – Completed Units Income
Level
6 th Cycle
RHNA
Allocation
Completed Units by Affordability Total
Units by
Income
Level
Total Units
Remaining
by Income
Level
Year 1
(2019)
Year 2
(2020)
Year 3
(2021)
Year 4
(2022)
Year 5
(2023)
Years 6-
10 (2024-
2028)
Extremely
Low &
Very Low
356 52 54 0 0 0 -- 106 250
Low 224 23 27 8 6 12 -- 76 148
Moderate 259 90 18 14 22 92 -- 236 23
Above
Moderate 607 14 11 10 24 38 -- 97 510
Total Units 1,446 179 110 32 52 142 -- 515
Total Remaining for
RHNA Period 931

Attachment 2
 In June 2020, the City began working with the new owners of the apartments at 240 Spring Street, the site of the former Grandview Apartments, as part of the remodel of the 54 multi-family units. The project consists of a complete renovation of the complex, which had fallen into disrepair and had an active code enforcement complaint regarding the site’s upkeep. Although the project is market-rate, staff was able to review and approve the project in a timely manner to assist in the units being available to the community again. The units were completed in December 2020 to receive occupancy and final renovations to the outdoor common spaces completed February 2022.
 Habitat for Humanity has been assisting in home preservation work in a program that provides for “aging in place” in the Sierra Bonita senior community over the last few years. Due to the effects of the pandemic, Habitat for Humanity completed 6 home upgrades in 2023.

Conserved Units
There are subsidized housing units at risk of conversion to market rate. As noted above, Self-Help Housing Corp. has pursued rehabilitation of Creston Gardens, a subsidized complex with 60 units at 1255 Creston Road that was at risk of conversion to Market Rate, and plan to continue to operate it as a subsidized housing complex in which residents must qualify as being of lower income. The Hacienda Del Norte is also an at-risk development that as of January 17, 2017 was officially deed restricted to be an affordable housing project for the next 50 years.

Removal of Constraints
The Planning Commission established an Ad Hoc committee in December 2014 to identify alternative solutions to remove or reduce constraints to residential development. The Ad Hoc Committee met several times in late 2014 and early 2015, and in April 2015, the Committee’s findings were presented to the City Council. The City then held a joint City Council and Planning Commission, “Housing Constraints” Workshop in October 2015. The Council and Commission recommended a community-based Ad Hoc Committee be formed to review specific constraints and issues and to develop options to address problems identified. This committee was formed and retitled as the “Housing Constraints and Opportunities Committee” (HCOC).

The HCOC has established four broad priorities to focus their efforts. These priorities include: (1) review development impact fees for mixed-use residential development; (2) define and analyze specific local needs for workforce and affordable housing; (3) review development impact fees (including the City’s Capital Improvement Program list of projects and priorities), and City building permit plancheck fees; and (4) review the objectives and need for residential Specific Plans.

Progress was made to reduce traffic impact fees as part of the City’s comprehensive update to the Circulation Element, which included a Traffic Impact Fee update that translates into reduced traffic fees for residential projects. In order to accomplish this, the following steps were taken:

1. The Housing Constraints and Opportunities Committee formulated changes to remove unnecessary arterial street segments from the Circulation Element’s Circulation Diagram.

2. The HCOC revised the future Circulation Project needs list.

3. The HCOC revised all of the remaining future Circulation Projects design and cost estimates to be as cost effective as possible.

4. Lastly, they updated the AB1600 Traffic Impact Fee study with three fee areas to distribute cost based on the traffic generated by development in that area. In other words, the east side specific plans have higher Traffic Impact Fees because they need new roads and interchanges, while the Downtown area requires few circulation improvements.

Overall, the changes have resulted in a $50 million dollar reduction to future circulation improvements which translates into an overall 24% Traffic Impact Fee reduction. In the long run, the system will be less expensive to build and maintain

Attachment 2
since unneeded projects have been removed. Reduction of residential traffic impact fees, especially for multi-family residential is consistent with the original goal to reduce barriers for the construction of affordable housing.

During the process of updating the 6th cycle General Plan Housing Element, the HCOC met five times to discuss housing issues, identify potential sites and strategies to meet the RHNA, review best practices, provide guidance on potential Housing Element policies and implementing programs, and discuss future housing initiatives.

The HCOC’s efforts have since resumed in 2023 to move forward implementation of the programs identified in the 6th cycle Housing Element. In total, the HCOC met two times during the year. Topics discussed by the HCOC included reviewing the City’s progress on the Comprehensive Update to the Zoning Code, which is expected to be complete by Fall 2024, and reviewing an update to the City’s Development Impact Fees. With the Zoning Code Update, the HCOC will continue to be involved in facilitating discussions that relate to housing, including but not limited to reducing excessive regulatory standards, eliminating conflicting standards, improving document organization for the development community, and streamlining the housing entitlement and permitting process.

Attachment 2
Progress Toward Implementation of 2021-2028 Housing Element Action Items The table on the following pages reports efforts made through December 31, 2023 to implement the Action Items. These actions conclude the efforts toward implementing the 2021-2028 Housing Element.

Policy Action Item/ Brief Description Schedule Actions through 12/31/23 Adequate Sites The City of Paso Robles has a Regional Housing Needs Allocation (RHNA) of 383 units for the 2018-2028 RHNA planning period after credits for permitted or approved units are taken into consideration.

Overall, the City can adequately accommodate the RHNA under existing General Plan policy and Zoning Ordinance standards. The residential sites inventory to address the 6th cycle RHNA consists of a proposed development site with the capacity for 952 units, projected 405 new accessory dwelling units, and 11 vacant sites with capacity for 290 units. The City will maintain an inventory of available sites for residential development and provide it to prospective residential developers upon request. Also, the City will continue to track the affordability of new housing projects and progress toward meeting the City’s RHNA. Maintaining adequate sites will also include evaluation of all proposed General Plan and Zoning amendments for their effect on the City’s capacity for meeting its RHNA.

Ongoing; annual
assessment of status of
housing sites inventory as
part of the annual
reporting process to the
State
City staff continues to maintain an
inventory of available sites and performs
an annual assessment of housing as part
of the annual progress report.

No Net Loss The City will evaluate residential development proposals for consistency with goals and policies of the General Plan and the 2021-2028 Housing Element sites inventory, and make written findings that: 1) any density reduction is consistent with the General Plan and 2) the remaining sites identified in the Housing Element are adequate to accommodate the RHNA by income level. If a proposed reduction of residential density will result in the residential sites inventory failing to accommodate the RHNA by income level, the City will identify and make available additional adequate sites to accommodate the its share of housing need by income level within 180 days of approving the reduced density project.

Ongoing: As part of the
entitlement review
process, evaluate new
projects for consistency
with General Plan
objectives as they relate
to housing and RHNA
obligations
City staff continues to administer this
program with new applications for
development.

Attachment 2
Policy Action Item/ Brief Description Schedule Actions through 12/31/23 Accessory
Dwelling Units
Promote the development of accessory dwelling units (ADUs) by adopting an ADU ordinance addressing the provisions in State law, including permit streamlining processes and fee assessment.

Consider, as part of this ordinance, reduced parking for ADUs throughout the Uptown/Town Centre Specific Plan beyond areas within one-half mile of quality transit stops. Support countywide efforts to provide pre-approved ADU plans as a tool for encouraging development of ADUs and lowering plan review costs for applicants and the City. Promote development of ADUs by providing written information at the City’s planning counter and on the City’s website. Monitor ADU permit applications and approvals through the Housing Element Annual Progress Report process; identify and implement additional incentives or other strategies, as appropriate, to ensure adequate sites during the planning period.

This program has a quantified objective of 405 units.

Within one year of
Housing Element
adoption; annual
monitoring
Staff time was spent in 2023 towards
completing an ADU Ordinance update
which has been folded into a
comprehensive update to the Zoning
Code. The anticipated completion date is
September 2024. Aside from addressing
the provisions in State law, staff spent
considerable time looking into ways to
provide incentives for ADUs and further
streamline the review process as part of
the update. City staff continues to provide
support to the development community
regarding permitting for ADUs and is
looking into the potential for pre-approved
ADU plans that would be available to the
public.

Special Needs
Housing
Provide housing opportunities to meet the special housing needs of special needs residents (including the elderly, disabled, developmentally disabled, large families, the homeless, farmworkers, and extremely low income households) by giving priority to development projects that include a component for special needs groups in addition to other lower-income households.

Encourage developers of single-family dwellings to incorporate universal design and/or ”visitability” improvements.

This program has a quantified objective of 15 units.

Ongoing On February 16, 2021 the City Council
approved a project for 79-units for lowincome senior housing, including an approval to defer the development impact
fees with a loan of up to $1.2 million in
General Funds.

On January 25, 2022, the Planning
Commission approved a project for 69-
units for low-income multifamily housing.

On February 15, 2022, City Council
subsequently approved a deferral of the
development impact fees with a loan of up
to $1.8 million in General Funds.

Building permits were issued for both of
these projects in June 2023 and both are
currently under construction.

Attachment 2
Policy Action Item/ Brief Description Schedule Actions through 12/31/23 Housing for
Persons with
Disabilities
Assist in meeting the housing needs for persons with disabilities, including persons with developmental disabilities, by implementing the following actions:

1. Assist developers who seek State and federal monies to support housing construction and rehabilitation targeted for persons with disabilities, including persons with developmental disabilities.

2. Provide regulatory incentives and concessions to projects targeted for persons with disabilities, including persons with developmental disabilities.

3. Work with the Tri-Counties Regional Center to implement an outreach program that informs families within the City of housing and services available for persons with developmental disabilities.

The program could include the development of an informational brochure, including information on services on the City’s website, and providing housing-related training for individuals/families through workshops.

Support grant
applications- at least
once during the planning
period; develop
informational material -
within two years of
Housing Element
adoption; provide
incentives for
development of housing
for persons with
disabilities – ongoing
The City continues to administer these
programs.

Mixed Use
Overlay
Amend the Mixed Use Overlay to enhance flexibility and encourage housing production as follows:

1. Increase the allowed density from 20 units per acre to 30 units per acre.

2. Allow residential, commercial, or mixed-use development for maximum flexibility.

3. Apply the Mixed Use Overlay to sites MU1 and MU2 identified in the Resources chapter.

This program has a quantified objective of 70 units.

In conjunction with
Housing Element
adoption
This is complete. To date, two properties
have received the MU overlay as part of
their development plan, for a total of 99
new residential units that have been
entitled.

Attachment 2
Policy Action Item/ Brief Description Schedule Actions through 12/31/23 Affordable
Housing
Support

1. Work with developers to increase the supply of new housing for all income groups and special needs. Examples may include prioritizing staff time to process permits for units affordable to lower-income households; providing technical assistance in applying for government financing (e.g., HOME funds); concessions and incentives, using General Funds to offset City development fees; and providing preliminary staff review of development proposals at no cost to developers. The City will continue to work with the Paso Robles Housing Authority, Habitat for Humanity, and other affordable housing entities to provide financial and/or technical assistance in maintaining or expanding affordable housing resources.

2. Provide, when possible, developer incentives such as expedited permit processing and developer impact fee deferrals for units that are affordable to lower-income households, including extremely low-income households. The City will promote these incentives to developers on the City’s website and during the application process.

3. Encourage provision of affordable housing in the vicinity of the Cuesta College North County Campus through the designation of multifamily sites near the campus.

4. For those housing units and/or projects for lower-income households assisted with General Funds for the purpose of offsetting development impact fees, allow for deferral of payment of fees several years beyond occupancy.

5. Continue to convene the Housing Constraints and Opportunities Committee (HCOC), which includes representation by affordable housing developers, housing advocates, local builders, and elected and appointed officials to review housing issues and make recommendations to the City Council on ways to increase housing production.

This program has a quantified objective of assisting 5 affordable housing projects.

Ongoing Staff time was spent in 2021 to assist with
approval of the RiverWalk Terrace project
(which was approved in Feb. 2021) for 79-
units of affordable Senior housing.

Additionally, the City Council approved
Resolution 21-018 deferring water
connection, sewer connection,
development impact, and building permit
fees in the amount of $1.2 million.

Additionally, staff time was spent in 2022
to assist with approval of the Sunrise Villas
project (which was approved in Jan. 2022)
for 69-units of affordable multi-family
housing. The City Council approved
Resolution 22-022 deferring water
connection, sewer connection,
development impact, and building permit
fees in the amount of $1.8 million.

Both RiverWalk Terrace and Sunrise Villas
began construction in 2023.

Attachment 2
Policy Action Item/ Brief Description Schedule Actions through 12/31/23 Uptown/Town
Centre Specific
Plan
Actively implement the vision for development and redevelopment of the West Side as established in the Uptown/Town Centre Specific Plan. This will include seeking grants for infrastructure improvements, preparing an appendix to expand the list of acceptable architectural styles, providing technical assistance to developers in understanding and applying the new development standards, and regular monitoring and updating the plan to ensure that development standards effectively promote affordable housing.

Ongoing On October 17, 2023, the City Council
directed staff to initiate a General Plan
Amendment and Rezone to expand the
boundaries of the UTCSP, with the goal of
allowing more opportunities for affordable
housing types per the form based code.

Staff anticipates this project being
completed in Fall 2025.

Resources to
Address
Homelessness
Continue working with non-profit organizations that address homelessness to aid residents in need and provide technical support as needed. Continue to support local programs that provide emergency resources. Continue to participate in regional efforts to address homelessness and coordinate homeless services.

Ongoing On January 19, 2021, the City Council
authorized reallocating a $1.5 million
HEAP grant award to a HASLO property at
1134 Black Oak Drive (former Motel 6) and
supporting the efforts of ECHO, PSSH,
and HASLO in owning, operating, and
maintaining a homeless services and lowcost housing center at the site.

Additionally, staff time was spent in 2023
to assist the ECHO project with final
inspections the Phase II commercial
remodel of the former Motel 6 building.

Density Bonus Maintain an affordable housing density bonus ordinance that establishes procedures for obtaining and monitoring density bonuses in compliance with State law, including recorded affordability restrictions. Update the City’s density bonus ordinance to remain in compliance with Government Code §65915 and enhance applicability for the Uptown/Town Centre Specific Plan.

The update will clarify an applicant’s ability to consolidate certain concessions to facilitate affordable housing development and provide flexibility.

This program has a quantified objective of 25 Density Bonus units.

Updated density bonus
ordinance adoption -
within two years of
Housing Element
adoption; reviewing
ordinance for compliance
with State law - ongoing
Some staff time was spent in 2023 towards
the Density Bonus Update. It is anticipated
that this be completed with the overall
Zoning Code update in the Fall of 2024.

Attachment 2
Policy Action Item/ Brief Description Schedule Actions through 12/31/23 Energy
Conservation
Encourage and facilitate energy conservation; help residents minimize energy-related expenses. Actions may include:

1. Continued implementation of environmental conservation plans and policies that foster multi-modal transportation systems, reduce greenhouse gas emissions, implement Low Impact Development standards, promote water conservation, and encourage habitat conservation

2. Promoting environmentally sustainable building practices that provide cost savings to homeowners and developers

3. Providing informational material at the Community Development Department counters from PG&E and others that detail energy conservation measures for new and existing buildings, the benefits of the Green Building Code, and resources to assist lower-income households with energy-related expenses

4. Continuing to enforce the State energy standards of the California Green Building Code.

Ongoing; energy
conservation information
available one year after
adoption of the
Housing Element
The City continues to administer these
programs.

Development
Process
Streamlining
Continue to streamline project review processes by:

1. Reviewing, and if necessary, revising local review procedures to facilitate a streamlined review process

2. Accommodating SB 35 streamlining applications or inquiries by creating and making available to interested parties an informational packet that explains the SB 35 streamlining provisions in Paso Robles and provides SB 35 eligibility information

3. Supporting regional efforts to develop pre-approved stock development plans to streamline the plan check process for ADUs Ongoing; SB 35
informational material
within one year of
Housing Element
adoption
The City continues to administer these
programs.

Objective
Design
Standards
Adopt objective design standards to ensure that the City can provide local guidance on design and standards for by-right projects as allowed by State law. Adoption of objective design standards will facilitate high-quality residential development and compliance with state objectives. The objective design standards will ensure provision of adequate private open space, parking, and related features, as well as architectural design, consistent with State law.

Within one year of
Housing Element
adoption
Objective Design Standards were adopted
in conjunction with regulating Urban Lot
Splits and Two-Unit projects in 2021.

Staff time was spent in 2023 towards
updating Objective Design Standards for
multi-family and mixed use projects. It is
anticipated for this to be completed with
the overall Zoning Code update in the Fall
of 2024.

Attachment 2
Policy Action Item/ Brief Description Schedule Actions through 12/31/23 Special Needs
Housing Laws
Review the Zoning Ordinance and make changes to ensure
compliance with the Supportive Housing Streamlining Act (AB 2162) and AB 101 (Low-Barrier Navigation Centers). AB 2162 requires supportive housing to be considered a use by right in zoning districts where multifamily and mixed uses are permitted, including nonresidential zoning districts permitting multifamily uses, if the proposed housing development meets specified criteria. If located within one-half mile of a public transit stop, no minimum parking requirements may be imposed. Review of applications for supportive housing must be completed within 60 days after the application is deemed complete for a project with 50 or fewer units, or within 120 days after the application is complete for a project with more than 50 units. AB 101 requires that Low-Barrier Navigation Centers (LBNC) be a by-right use in areas zoned for mixed-use and nonresidential zoning districts permitting multifamily uses. LBNC provide temporary room and board with limited barriers to entry while case managers work to connect homeless individuals and families to income, public benefits, health services, permanent housing, or other shelter.

Within one year of
adoption of the Housing
Element
The City is working on a comprehensive
update to the Zoning Code and is
incorporating changes to ensure
compliance with this program.

Zoning
Ordinance
Amendments

1. Amend the Zoning Ordinance to remove the number of stories limit in the multifamily residential zoning districts (R-2, R-3, R-4, and R-5) and regulate based on height in feet.

2. Amend the Zoning Ordinance to revise the requirement for a community room/day care center for projects with 32 or more units in multifamily zoning districts, increasing the threshold to 40 or more units.

3. Amend the Zoning Ordinance to allow all properties within the R3 zoning district to achieve three units if minimum lot sizes can be met.

4. Amend the Zoning Ordinance to add a definition of manufactured home, update the definition of mobile home, and remove the definition for modular home. Update Zoning Ordinance Table

21.6.200 (Permitted Land Uses for All Zoning Districts) as needed.

5. Annually monitor the effectiveness of these zoning amendments and make modifications as necessary to address constraints and encourage the development of a variety of housing types.

In conjunction with
Housing Element
adoption and annual
monitoring
This is complete.

Attachment 2
Policy Action Item/ Brief Description Schedule Actions through 12/31/23 Development
Plan for 009-
751-063
(Creston
Village Surplus
Parcel)
Consider an amendment to the Development Plan, Zoning
Ordinance, and General Plan for APN 009-751-063. This parcel is vacant and located adjacent to an assisted living facility. Consider amendments that would facilitate development of this parcel at densities matching the R-3 zoning district.

In conjunction with
Housing Element
adoption
This program is on hold pending interest
from the current property owner to proceed
with an amendment.

Fractional Units To encourage smaller units that are affordable by design, initiate a Zoning Ordinance amendment that recognizes fractional density units as follows:
• Studio and one-bedroom dwellings that are less than 600 square feet = 0.50 unit
• Studio and one-bedroom dwellings that are between 601 and 1,000 square feet = 0.66 unit
• 2-bedroom+ dwellings and all dwellings over 1,0000 square feet =

1.00 unit
In conjunction with
Housing Element
adoption
This is complete.

Planning
Commission
Threshold of
Review
Amend the Zoning Ordinance to revise the threshold of review and noticing criteria for Development Plans and Site Plan reviews associated with multifamily development. The Zoning Ordinance requires a Planning Commission approved Development Plan for, among other conditions, five or more dwelling units per lot. The Zoning Ordinance Amendment will revise this threshold to more than 10 dwelling units per lot. Multifamily
development projects with 10 or fewer units will become subject to Site Plan review approval by the Development Review Committee (DRC). The Site Plan review procedure will be modified to add a public noticing requirement.

In conjunction with
Housing Element
adoption; review one year
after implementation
to review effectiveness
and consider additional
amendments, as
warranted
This is complete.

The City is working on a comprehensive
update to the Zoning Code and is
reviewing additional potential amendments
to facilitate the development review
process for multifamily residential
development.

NonGovernmental
Constraints
Understand the market factors that hinder affordable and market rate residential development. Monitor and evaluate development standards, development financing issues, and advances in housing construction methods. Recognize that although the City cannot influence market factors (non-governmental constraints and legislative decisions), if non-governmental constraints are identified, the City will review, and as feasible revise, any development regulations or processes that can potentially lessen those constraints.

Ongoing The City formed a Housing Constraints
and Opportunities Committee (HCOC) in
2016 to investigate potential provisions
that unnecessarily increase the cost of
housing as a barrier to development. The
Committee met 2 times in 2022 to discuss
additional housing related issues and
constraints to development.

Attachment 2
Policy Action Item/ Brief Description Schedule Actions through 12/31/23 Water and
Sewer Service
Providers
In accordance with Government Code Section 65589.7,
immediately following City Council adoption, the City will deliver to all public agencies or private entities that provide water or sewer services to properties within the City of Paso Robles a copy of the 2020-2028 Housing Element. The City will also confirm that the agencies and entities providing water or sewer services have procedures in place to grant priority for the provision of water and sewer services to proposed developments that include housing units affordable to lower-income households (Government Code Section 65589.7).

Within 30 days of
adoption of the Housing
Element; coordination -
ongoing
This is complete.

City staff continues to coordinate with
water/sewer providers as new housing
developments are submitted for review,
including projects that contain affordable
units.

At-Risk
Housing
Continue or undertake the following activities during the Housing Element planning period to guard against the loss of housing units available to lower-income households. The efforts listed below represent a varied strategy to mitigate potential loss of at-risk units due to conversion to market-rate units.

1. Monitor the status of subsidized affordable projects that are at risk of conversion to market rate.

2. Establish contact with public and non-profit agencies interested in purchasing and/or managing units at-risk to inform them of the status of such projects.

3. Provide technical assistance to owners and non-profit housing corporation buyers of existing subsidized low-income housing complexes that are at risk of conversion to market rate to extend subsidy contracts and/or find government financing (e.g., HOME funds) for acquisition.

4. If conversion of a subsidized complex to market rate becomes likely, the City will work with tenants of at-risk units and provide them with education regarding tenant rights and conversion procedures. The City will also provide tenants in at-risk projects information regarding Housing Choice Voucher (Section 8) rent subsidies through the Housing Authority, and other affordable housing opportunities in the City.

Contact owners/operators
annually and ongoing
Ongoing support as needed

Attachment 2
Policy Action Item/ Brief Description Schedule Actions through 12/31/23 Housing
Choice
Vouchers
(Section 8)
The Housing Authority for the City of San Luis Obispo (HASLO) administers the Housing Choice Vouchers (Section 8) Program for all jurisdictions in the County of San Luis Obispo. The City will continue to work with HASLO for administration of the Housing Choice Voucher program and will support additional Housing Choice Vouchers in the community. Make information available to landlords, property managers, and current voucher holders on the Housing Choice Voucher program, including new legal
requirements pursuant to SB 329, which prohibits housing discrimination on the basis of source of income (including Housing Choice Vouchers).

This program has a quantified objective of preservation of 386 vouchers in use in Paso Robles.

Ongoing; make
information available
within two years of
Housing Element
adoption
Information related to the Voucher
Program is maintained on the City website.

Housing
Rehabilitation
Work with non-profit organizations to obtain financial assistance to rehabilitate dwellings owned or rented by lower-income
households.

This program has a quantified objective of 10 rehabilitated units per year.

Ongoing Habitat for Humanity completed 6 home
upgrades in 2023.

Council Agenda Report
From: Chris Huot, Assistant City Manager
Paul Sloan, Economic Development Manager
Subject: Review of Proposals for Fiscal Years 2024-25 and 2025-26 from Paso Robles Downtown Main Street Association, Hispanic Business Association, Paso Robles Wine Country Alliance, and the Paso Robles & Templeton Chamber of Commerce 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: May 21, 2024
Facts

1. During the March 2, 2024, Budget and Goals Workshop, Councilmember Roden requested groups that have a contribution agreement with the City present during a future City Council meeting to review their work plan for the upcoming fiscal years.

2. During the May 7, 2024, City Council meeting, the Hispanic Business Association and Paso Robles Downtown Main Street Association presented their proposals for the next two fiscal years.

3. At the conclusion of both discussions, the City Council requested all stakeholder groups requesting funding support from the City to present additional detailed financial information at a future City Council meeting.

4. Representatives from the Paso Robles Wine Country Alliance and Paso Robles & Templeton Chamber of Commerce were not able to attend the May 7th meeting due to schedule conflicts.

5. The City Council Goals have included several action items relevant to stakeholder group contribution agreements, including:
a. Developing long term and strategically aligned partnerships with these groups; b. Supporting a thriving downtown;
c. Advancing discussions with all potential regional partners to create collaboration.

6. The City has historically provided contributions to local stakeholder groups in return for these groups providing distinct marketing, public relations, and economic development-related services that align with City Council priorities.

7. The City has previously entered into contribution agreements, most recently in July 2022, with the Paso Robles Downtown Main Street Association, for the provision of downtown marketing and promotion services necessary to enhance the economic vitality of the City and its historic downtown business area, and with the Paso Robles Wine Country Alliance for marketing and workforce development activities.

8. The City has previously entered into contribution agreements, most recently in September 2022, with the Paso Robles Chamber of Commerce for visitor services.

9. The City has not previously provided a contribution to the Hispanic Business Association.

Options

1. Take no action;

2. Direct staff to include the funding requests within the FY 2024-25 and 2025-26 budget and develop a contribution agreement with the stakeholder groups for City Council consideration;

3. Direct staff to not include the funding requests within the FY 2024-25 and 2025-26 budget; or

4. Provide alternative direction to staff.

Analysis and Conclusions
The City Council utilizes partnerships with community organizations to support activities that align with City Council goals and community priorities. The City has historically provided contributions to the Main Street Association, the Wine Alliance, and the Chamber of Commerce to support marketing, visitor services, and economic development objectives.

The proposed contribution amounts for Fiscal Year 2024-25 and FY 2025-26 for Main Street, the Wine Alliance, and the Chamber remain at the same levels as the prior contribution amounts for Fiscal Year 2023-24.

Appropriations for these contributions are currently contained within the proposed budget for Fiscal Year 2024-25 and 2025-26. Absent alternative direction provided by the City Council, staff will bring contribution agreements back to the City Council for consideration upon approval of the budget.

The Hispanic Business Association is requesting funding support from the City for the first time. Staff is seeking direction on if to include this request within the budget.

The following table is a summary of contributions made to these groups in the prior two fiscal years, as well as the amount of funding that has been included in the City’s proposed Fiscal Year 2024-25 and 2025- 26 budget. Please note, staff has not included funding for the Hispanic Business Association within the budget at this time and is awaiting City Council direction.

Organization Fiscal Year
2022-23
Contribution
Fiscal Year
2023-24
Contribution
Fiscal Year
2024-25
Proposed
Contribution
Fiscal Year
2025-26
Proposed
Contribution
Scope of
Services
Main Street
Association $105,000 $110,000 $110,000 $110,000
Downtown
Promotion and
Events
Wine Alliance $75,000 $85,000 $85,000 $85,000
Marketing and
Workforce
Development
Chamber of
Commerce $90,000 $95,000 $95,000 $95,000 Visitor Services Hispanic
Business
Association

N/A N/A TBD TBD
Spanish
Language
Business
Support
Services

Representatives of each organization have been requested to provide detailed fiscal information to the City Council as part of this item. Additionally, each group has submitted additional information which is attached to this staff report for your review.

Fiscal Impact
As of today, the FY 2024-25 and FY 2025-26 proposed budget includes a contribution to the Paso Robles Downtown Main Street Association at the current funding level of $110,000 per fiscal year, for a total of $220,000 for the next two fiscal years; to the Paso Robles Wine Country Alliance at the current funding level of $85,000 per fiscal year, for a total of $170,000 for the next two fiscal years; to the Paso Robles & Templeton Chamber of Commerce at the current funding level of $95,0000 per fiscal year, for a total of $190,000 for the next two fiscal years.

The Hispanic Business Association is requesting a City contribution of $150,000 over a two year period:
$75,000 for FY 2024-25 and for FY 2025-26. This is the first funding request submitted to the City from the Hispanic Business Association. As such, the appropriation for this contribution has not been previously approved by the City Council. Staff is working to balance the budget for the next two fiscal years based on approved goals and department requests. Should Council wish to fund this request, staff will reevaluate capacity to ensure this request is funded.

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 (Option 2)
Direct staff to include the funding requests within the FY 2024-25 and 2025-26 budget and develop a contribution agreement with the stakeholder groups for City Council consideration Attachments

1. Main Street – 2020 to 2024 Annual Report

2. Main Street – Budget

3. Hispanic Business Association – Proposal

4. Hispanic Business Association – P&L

5. PRWCA – Proposal

6. Paso Robles & Templeton Chamber of Commerce – Proposal

835 12th Street, Suite D, Paso Robles, CA 93446 - 805-238-4103 FAX 805-238-4029 [email protected] www.pasoroblesdowntown.org email: [email protected] Downtown Paso Robles Main Street Association

ANNUAL REPORT
(Scope of Work)
2023-2024

MISSION STATEMENT
The Paso Robles Main Street Association will actively create and implement a comprehensive program that will effectively restore, promote and enhance the economic vitality and unique historical value of our downtown, while maintaining its friendly, community atmosphere!
Attachment 1

Attachment 1

Attachment 1

Attachment 1

Report Map
This annual report of activities and accomplishments is for the Downtown Paso Robles Main Street Association and is organized as follows:

Activity Bullet List for 2023-2024:
• The organization is comprised of four committees:

Design Committee
Economic Vitality Committee
Promotion Committee
Board of Directors
• The Board of Directors sets goals for the organization. The Design & Economic Vitality Committee and Promotion Committee implement the recommendations of the Board of Directors, and also make suggestions and recommend modifications to the Board of Directors.

This Activity Bullet list provides information on the specific actions taken by the Main Street committees.

Board of Directors’ Goals for 2023-24:
• The Board of Directors establishes goals for each fiscal year at their annual goal-setting meeting, making preliminary determinations on which committees should be responsible for implementation of these goals stressing the committees work together to complete these benchmarks. • The Board of Directors uses the Paso Robles Main Street Association Work Plan and annual budgets to guide the goal-setting process.
• The Board of Directors is responsible for meeting the necessary requirements to be certified as a National and State of California Main Street Program under the auspices of the National Trust for Historic Preservation.
• The Board of Directors also appreciates the support of the City of Paso Robles and welcomes comments and questions.

Downtown Paso Robles Main Street Association
835 12th Street, Suite D, Paso Robles, CA 93446 - 805-238-4103 FAX 805-238-4029 www.pasoroblesdowntown.org email: [email protected] Attachment 1

BOARD OF DIRECTORS
GENERAL GOALS and RECOMMENDATIONS (2023-2024):
• Monthly Block Party Business Mixer for downtown businesses. • Remain focused on our Mission Statement.
• Certified as a National Main Street City by the State and National Trust for Historic Preservation. • Form ad hoc budget committee to review budget and make recommendations to the City. • Form partnerships with Cal Poly, Paso Public Schools, Cuesta College, El Paso de Robles Area Historical Society, Planning Commission, City Council, Chamber, Paso Robles Visitors and Conference Bureau, San Luis Obispo County Visitors and Conference Bureau, Paso Robles Wine Country Alliance, and the Art Association and establish Liaison positions on the board. • Encourage City of Paso Robles to encourage government offices, retail development and second floor residential in the downtown core.
• Expand and refresh fund raising events. Promote other organizations’ events taking place in the park. • Promote downtown merchant successes through the media and by personal recognition in a NEW MONTHLY NEWSLETTER.
• Attend City Council meetings and make update announcements under Public Comments. • Direct Design Committee to further enhance downtown’s atmosphere through commemorative bricks, planters, bike racks, sidewalk dining, benches, etc. Support Design Committee efforts to encourage the City to improve downtown public spaces as needed. Direct the Design Committee to publish a third walking tour booklet on history and historic buildings. Support Design Committee’s downtown clean up efforts.
• Encourage new businesses and new downtown construction to adhere to the Downtown Design Guidelines. Work with the city planners for upgrading projects in the downtown (parking, lighting). • Support Promotion Committee’s work in combining the Olive and Lavender Festivals in the downtown core and continued monthly promotions in the downtown.
• Implement annual goal-setting retreat for the Board of Directors, Committee Chairs and Co-Chairs. • Work toward a better understanding between the city and the Downtown Paso Robles Main Street’s program through personal outreach and communication with city council and city staff. • Seek a clarification from the city as to their objectives for our organization. • Seek clarification with our members/merchants on the purpose of our organization and seek their feedback. • Provide continued education through seminars and speakers for our volunteers and member merchants.

Downtown Paso Robles Main Street Association
835 12th Street, Suite D, Paso Robles, CA 93446 - 805-238-4103 FAX 805-238-4029 www.pasoroblesdowntown.org email: [email protected] Attachment 1

BOARD OF DIRECTORS
2023-2024 ACCOMPLISHMENTS (in addition to items listed on previous page):
• Conducted goal-setting workshop of the Board and committee chairs. • Collaborate with the City of Paso Robles to promote tourism, downtown enhancement, and events in Paso Robles City Park.
• Worked with the Chamber to provide downtown information to promote more equestrian events at the Event Center.
• Updated website for www.pasoroblesdowntown.org and provide links to all member merchants and wine industry promotions and local attractions.
• Developed social media platforms.
• Tracked 20,607 hours of volunteer service (events, committees, office and donated professional time).

Downtown Paso Robles Main Street Association
835 12th Street, Suite D, Paso Robles, CA 93446 - 805-238-4103 FAX 805-238-4029 www.pasoroblesdowntown.org email: [email protected] Attachment 1

Economic Vitality Committee
GENERAL GOALS and RECOMMENDATIONS:
416 MEMBERS:
177 Business Improvement Assessment District MEMBERS
221 Associate MEMBERS
• Bring local speakers to members at the monthly meeting focused on services available, trends in business, financial updates, retail development and expansion, and other pertinent topics to assist downtown businesses and property owners.
• Gather information on retail, office and residential space available for lease or sale in the downtown core and publish it monthly on the Paso Robles Main Street Association website (www.pasoroblesdowntown.org) and in a brochure (For Sale and Lease Downtown). • Work closely with the Cuesta College Small Businesses Development Center to provide member merchants with valuable information and assistance.
• Create a subcommittee on Parking to gather downtown merchant feedback and provide same to the city.
• Expand associate member outreach to include businesses for Business Mixers who are outside the downtown core.
• Update the Downtown Business Owners manual.
• Provide downtown businesses with hand-delivery of information through eight block captains (15 block downtown area) and email to an additional
497 members, property owners, etc.) monthly.
• Prepare a monthly calendar for distribution
to our members including events
Downtown and member birthdays.
• Distribute through monthly email eblasts member
Flyers and promotions.
• Provide all new members with a
Downtown Welcome Book with information
on events and membership benefits.

Downtown Paso Robles Main Street Association
835 12th Street, Suite D, Paso Robles, CA 93446 - 805-238-4103 FAX 805-238-4029 www.pasoroblesdowntown.org email: [email protected]
Attachment 1

Economic Vitality Committee
ACCOMPLISHMENTS (in addition to items listed on previous page):
• Published a new wine-tasting guide for the downtown core listing 38 downtown wine-tasting rooms and their location and hours, as well as member wineries that are outside the downtown core.
• Publish a Restaurant Guide distributed downtown.
• Publish an Antique Shopping Gide distributed downtown. • Publish on the website and a brochure on retail, office and residential space available for lease and sale in the downtown core on a monthly basis. • Committed to monthly speakers on the economy and downtown retail at the meetings which are open to all community partners.
• Provided quarterly reports to the City of Paso Robles on new businesses opening and business closing within the downtown (15 block Business Improvement Area).

Downtown Paso Robles Main Street Association
835 12th Street, Suite D, Paso Robles, CA 93446 - 805-238-4103 FAX 805-238-4029 www.pasoroblesdowntown.org email: [email protected] Attachment 1

Design Committee
GENERAL GOALS and RECOMMENDATIONS:
• Provide Walking Tour Booklets (see below) to tourists and locals. • Work with local artists and the city to development downtown Murals. • Deliver DOWNTOWN DIRECTORIES to established distribution areas outside of the downtown core.
• Maintain informational brochures and posters on downtown events and tourism in the downtown Main Street kiosk.
• Repair and distribute to the city banners for 1st Street overhead and the City Park on downtown events.
• Published the second edition walking tour booklet featuring downtown historic buildings and history of the area and historic home walking tour booklet. • Sub-committees continue to maintain the Gazebo, benches, planter barrels, and commemorative bricks and Holiday House.

Downtown Paso Robles Main Street Association
835 12th Street, Suite D, Paso Robles, CA 93446 - 805-238-4103 FAX 805-238-4029 www.pasoroblesdowntown.org email: [email protected] Attachment 1

Design Committee
ACCOMPLISHMENTS (in addition to items listed on previous page):
• Purchased and installed 24 bike racks in the downtown. • Partnered with the Lions Club to install bike racks and commemorative bricks and benches. • Provided docent tours of groups visiting the city.
• Establish a sub-committee to deliver downtown directories to eastside and westside wineries. • Worked with City to establish dedication of Spring Street as a portion of the Historic California Highway 101.
• Partnered with Downtown Businesses to maintain downtown planter barrels and keep the City Park Gazebo clean.
• Installed historic murals, e.g., T & D Theatre mural and Paso Robles Inn mural (below). • Repaired the Holiday House in the Downtown City Park. • Replaced light pole banners that had become worn.

Downtown Paso Robles Main Street Association
835 12th Street, Suite D, Paso Robles, CA 93446 - 805-238-4103 FAX 805-238-4029 www.pasoroblesdowntown.org email: [email protected] Attachment 1

Promotion Committee
GENERAL GOALS and RECOMMENDATIONS:
• Promote downtown Paso Robles as a unit and enhance the economic vitality of the area through events held in the downtown core.
• Implement at least one promotional event in the downtown per month. • Work with the City’s Recreational Dept. on Summer Concerts in the Park. • Partner with the California Mid-State Fair in July for the Free Pancake Breakfast to promote downtown Paso Robles during the fair.
• Work with the olive and Lavender growers to expand the popular Olive & Lavender Festival in May.
• Provide Holiday Decorations for the downtown core.
• Promote farmers market in the downtown core.
• Annual Awards Dinner to celebrate volunteers.
• Work with local media on group advertising for the
downtown merchants.

Downtown Paso Robles Main Street Association
835 12th Street, Suite D, Paso Robles, CA 93446 - 805-238-4103 FAX 805-238-4029 www.pasoroblesdowntown.org email: [email protected] Attachment 1

Promotion Committee
ACCOMPLISHMENTS:
• Expanded Olive & Lavender Festival in May in the entire City Park and doubled attendance.
• Secured sponsorship for downtown holiday events from local banks and associate member outside the downtown core. • Attend the annual CalFest Convention to learn and refresh our festival ideas.
• Expanded Monthly Mixers to a full Block Party mixer to showcase businesses in a full block each month. • Adding two new event to attract visitors and locals downtown: Dia de los Muertos Festival on October 26 (pending) and
Horseless Carriage Club of America S
Show and Shine May 7th (pending).

Downtown Paso Robles Main Street Association
835 12th Street, Suite D, Paso Robles, CA 93446 - 805-238-4103 FAX 805-238-4029 www.pasoroblesdowntown.org email: [email protected] Attachment 1

Attachment 1

PASO ROBLES MAIN STREET ASSOCIATION
Revised 2024, 2025, 2026 Projected & Budget
INCOME Projected FYE 23/24 Budget for Year 23/24 Budget for Year 24/25 Budget for Year 25/26 City Funding $ 110,000.00 $ 110,000.00 $ 117,600.00 $ 121,128.00 BIA Income $ 17,416.00 $ 17,600.00 $ 19,000.00 $ 19,570.00 Memberships $ 19,670.00 $ 18,000.00 $ 21,000.00 $ 21,630.00 Fundraising: Brick sales, Mixers, Badge fines $ 3,000.00 $ 5,000.00 $ 25,000.00 $ 25,750.00 Promotional Income $ 45,000.00 $ 40,000.00 $ 55,000.00 $ 56,650.00 Event Sponsorship $ 6,950.00 $ 5,000.00 $ 10,000.00 $ 10,300.00 Donations $ 3,500.00 $ 2,500.00 $ 5,000.00 $ 5,150.00
Interest Income $ 2,000.00 $ 1,000.00 $ 2,000.00 $ 2,060.00 TOTAL INCOME $ 207,536.00 $ 199,100.00 $ 254,600.00 $ 262,238.00 EXPENSES Projected FYE 23/24 Budget for Year 23/24 Budget for Year 24/25 Budget for Year 25/26 Advertising $ 17,828.02 $ 14,000.00 $ 20,000.00 $ 20,600.00 Awards $ 1,693.37 $ 2,000.00 $ 2,100.00 $ 2,163.00
Bank Charges/Credit card fees $ 2,500.00 $ 2,000.00 $ 2,100.00 $ 2,163.00 Cost of Goods & Brick Purchase $ 1,500.00 $ 2,500.00 $ 2,500.00 $ 2,575.00 Committee Expense $ 800.00 $ 800.00 $ 800.00 $ 824.00
Computer Expense $ 1,500.00 $ 1,500.00 $ 2,500.00 $ 2,575.00 Copier Rental $ 3,500.00 $ 3,500.00 $ 3,500.00 $ 3,605.00 Costumes $ 100.00 $ 100.00 $ 103.00
Dues & Subscriptions $ 2,000.00 $ 3,000.00 $ 3,000.00 $ 3,090.00 Entertainment / Sound $ 6,700.00 $ 2,000.00 $ 7,000.00 $ 7,210.00 Event & Promotions Expenditures $ 9,500.00 $ 11,000.00 $ 12,000.00 $ 12,360.00 Flowers/Cards/Gifts $ 56.55 $ 400.00 $ 400.00 $ 412.00
Insurance (Workers Comp, Liability, D&O) $ 4,699.42 $ 8,000.00 $ 8,000.00 $ 8,240.00 Internet $ 1,200.00 $ 2,000.00 $ 2,000.00 $ 2,060.00
Licenses/Permits $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 1,236.00 MS Donation $ 75.00 $ 100.00 $ 100.00 $ 103.00
Maintenance/Repairs $ 2,500.00 $ 4,500.00 $ 3,500.00 $ 3,605.00 Meals (Client/Volunteer) $ 2,500.00 $ 1,380.00 $ 3,000.00 $ 3,090.00 Attachment 2

Office Equipment $ - $ 2,200.00 $ 2,000.00 $ 2,060.00
Office Supplies $ 2,000.00 $ 5,000.00 $ 3,500.00 $ 3,605.00 Payroll & Payroll Liabilities $ 86,000.00 $ 88,400.00 $ 125,000.00 $ 128,750.00 Postage & Delivery $ 1,400.00 $ 2,500.00 $ 2,500.00 $ 2,575.00 Printing $ 8,000.00 $ 8,000.00 $ 9,000.00 $ 9,270.00
Professional Fees $ 14,000.00 $ 13,000.00 $ 14,000.00 $ 14,420.00 Rent $ 4,320.00 $ 4,320.00 $ 4,800.00 $ 4,944.00
Sales Tax $ 1,500.00 $ 1,000.00 $ 2,000.00 $ 2,060.00
Scholarship Award $ 500.00 $ 1,500.00 $ 1,500.00 $ 1,545.00 Security Services $ - $ 2,500.00 $ 2,500.00 $ 2,575.00
Conferences $ - $ 1,500.00 $ 1,500.00 $ 1,545.00
Signs/Banners $ 1,400.00 $ 1,000.00 $ 1,500.00 $ 1,545.00 Taxes and Fees $ 234.75 $ 1,000.00 $ 1,000.00 $ 1,030.00 Telephone $ 2,717.00 $ 2,200.00 $ 3,000.00 $ 3,090.00
Utilities $ 6,318.00 $ 5,000.00 $ 7,000.00 $ 7,210.00
TOTAL EXPENSES $ 188,142.11 $ 199,100.00 $ 254,600.00 $ 262,238.00 NET PROFIT/LOSS $ 19,393.89 $ - $ - $ -
Attachment 2

HBA Empowerment Ini�a�ve for the City of Paso Robles 1
Hispanic Business Association's Empowerment Initiative
For The City of Paso Robles
March 20, 2024
Dear Honorable Council Members,
Welcome to the Hispanic Business Associa�on's (HBA) long overdue ini�a�ve aimed at catalyzing economic empowerment, fostering inclusivity, and providing essen�al resources to the vibrant community of Paso Robles. As a newly re-established organiza�on, the HBA is dedicated to serving as a driving force for posi�ve change in the North County region with an emphasis on the City of Paso Robles.

The following language includes a scope of services and request for funding to support implementa�on of this important ini�a�ve.

Our Mission:

The HBA's mission is clear: to bridge the gap between the Hispanic business community and the City of Paso Robles by offering comprehensive services, resources, and opportuni�es that are crucially needed in Spanish.

Addressing Cri�cal Needs:

Recognizing that nearly 40% of Paso’s popula�on is Hispanic/La�no, there is a cri�cal need for accessible business resources and services in Spanish. The HBA's focal point is to directly address this gap. As we embark on this transforma�ve journey, we're commited to engaging with the Paso Robles community on mul�ple fronts.

How We Intend To Impact Paso Robles:

1. Resource Accessibility: The HBA aims to translate and/or create a library of business resources and support materials available en�rely in Spanish. From business planning guides to legal documents, we're here to ensure that language barriers do not hinder business growth and development.

2. Tailored Workshops and Training: Our tailored workshops and training sessions, all conducted in Spanish, will cover crucial topics such as business management, financial literacy, marke�ng strategies, and more. These sessions will empower local entrepreneurs to make informed decisions and create sustainable businesses.

Attachment 3

HBA Empowerment Ini�a�ve for the City of Paso Robles 2

3. Networking: The HBA is commited to cul�va�ng a dynamic networking environment where Hispanic business owners can connect, collaborate, and share insights. Quarterly networking events will provide a pla�orm for forging partnerships and friendships that drive success.

4. Advocacy and Representa�on: By serving as a collec�ve voice, the HBA will advocate for the unique needs and interests of the Hispanic business community in Paso Robles. We'll ac�vely engage with local authori�es such as the Mexican Consulate, organiza�ons, and policymakers to ensure our community's concerns are heard and addressed.

5. Cultural Celebra�on: Paso Robles is rich in cultural diversity, and the HBA intends to celebrate this diversity through an annual cultural event. This celebra�on will foster unity, promote crosscultural understanding, and create an even stronger sense of community.

6. Partnerships: The HBA aims to foster a strong partnership with the City of Paso Robles, ac�vely engaging local officials and staff to amplify the voice of the Hispanic business community, address concerns, and collabora�vely create an environment that upli�s economic prosperity.

Join the Movement:

As we embark on this journey of empowerment, we envision a Paso Robles where language is never a barrier to growth, where diversity is celebrated, and where businesses thrive together. The Hispanic Business Associa�on is commited to being the driving force behind this vision. Join us as we rewrite the narra�ve of success for Paso Robles, one business at a �me.

Scope of Services:

The following Scope of Services has been prepared with Paso Robles in mind and is intended to be implemented over a two-year �meframe. We are happy to modify the scope of services or add addi�onal tasks to best suit the city and community’s needs.

1. Employ a skilled full-�me and part-�me staff with a deep understanding of the local Hispanic business landscape to deliver top-notch HBA services.

2. Establish a physical presence in Paso Robles for 3+ days a week, providing accessible “office hours” where entrepreneurs and business owners can drop in for personalized consulta�ons, resources, and guidance.

3. Translate frequently sought-a�er business startup materials into Spanish, ensuring equitable access to essen�al informa�on for Hispanic business owners. Collaborate with City staff to iden�fy materials in need of transla�on.

4. Develop comprehensive business support materials tailored specifically for the unique needs of the City of Paso Robles. Translate these resources into Spanish to ensure accessibility.

5. Undertake a minimum of 50 business visits annually, ac�vely listening to challenges faced by entrepreneurs, and providing on-the-ground resources to foster growth and success.

Attachment 3

HBA Empowerment Ini�a�ve for the City of Paso Robles 3

6. Cra� a comprehensive cer�ficate business training program that equips entrepreneurs with skills ranging from financial management to marke�ng strategies, empowering them to navigate the business landscape confiden�ally.

7. Plan quarterly networking events that create a vibrant space for Hispanic business owners to connect, collaborate, and thrive.

8. Work alongside City officials to ensure the collec�ve concerns and aspira�ons of the Hispanic business community are effec�vely communicated and acted upon.

9. Host an annual cultural event celebra�ng the rich diversity of the Hispanic community in Paso Robles, fostering unity and cross-cultural apprecia�on.

10. Con�nuously refresh the exis�ng HBA website, transforming it into a dynamic hub for real-�me updates on HBA’s programs, events, resources, and invaluable business insights.

11. Facilitate essen�al trips by the Mexican Consulate to Paso Robles, providing local entrepreneurs and business owners with vital paperwork assistance and guidance.

12. Forge partnerships with the city and local businesses, including non-Hispanic-owned businesses, to promote cross-cultural understanding and collabora�on.

Funding Request:

The Hispanic Business Associa�on humbly requests funding support of $75,000 and a minimum two-year contract to bring to frui�on this impac�ul program. The City’s support will not only transform the local business landscape but also foster a more inclusive and prosperous future for Paso Robles.

Thank you for your considera�on,
________________________________________
Maria Garcia, Program Manager
Hispanic Business Associa�on
Attachment 3

7.1.24 - 6.30.25 7.1.25 - 6.30.26
$ 20,000.00 $ 22,000.00
City of Paso Robles $ 75,000.00 $ 75,000.00
Other Grants $ 8,000.00 $ 8,500.00
$ 10,000.00 $ 11,000.00
Dia De Los Muertos Event $ 3,000.00 $ 3,000.00
Hispanic Women of Influence Dinner $ 15,000.00 $ 16,000.00 Monthly Mixer $ 2,000.00 $ 2,200.00
$ 133,000.00 $ 137,700.00
$ 62,400.00 $ 65,520.00
Payroll Taxes $ 4,927.60 $ 5,173.98
Benefits $ 7,320.00 $ 7,686.00
$ 9,152.00 $ 9,609.60
Payroll Taxes $ 854.13 $ 896.84
Benefits $ 3,660.00 $ 3,660.00
$ 2,650.00 $ 2,782.50
Payroll Taxes $ 356.73 $ 374.57
$ 3,710.00 $ 3,895.50
Payroll Taxes $ 437.82 $ 459.71
Computer/IT $ 3,000.00 $ 3,000.00
Cell/Mobile $ 1,800.00 $ 1,800.00
$ 1,206.00 $ 1,266.30
$ 1,200.00 $ 1,320.00
$ 2,500.00 $ 2,500.00
$ 750.00 $ 850.00
$ 6,200.00 $ 5,000.00
$ 3,000.00 $ 3,000.00
$ 650.00 $ 650.00
Dia De Los Muertos $ 750.00 $ 750.00
Hispanic Women of Influence $ 14,000.00 $ 15,000.00
$ 900.00 $ 900.00
$ 3,500.00 $ 3,500.00
$ 1,200.00 $ 1,300.00
$ 136,124.28 $ 140,894.99
$ 133,000.00 $ 137,700.00
$ (3,124.28) $ (3,194.99)
Training & Professional Development
Bank Fees

TOTAL EXPENSES

TOTAL INCOME
NET
Postage & Shipping
Marketing
Social Media Support
Accounting & Bookkeeping
Events
Monthly Mixer
Admin & Operations (2 hours/wk)
Technology
Mileage (150 miles/mo)
Office Supplies
Office Supplies
Copies & Printing

TOTAL INCOME
Expenses
Staffing
Program Coordinator (40 hours/wk)
Support Staff (8 hours/wk)
Marketing Support (2 hours/wk)
Hispanic Business Association P&L
Income
Membership
Grants
Sponsorships/Donations
Events
Attachment 4

PASO ROBLES WINE COUNTRY ALLIANCE ADDRESS 1446 Spring St., Suite 103, Paso Robles, CA 93447 PHONE 805.239.8463 FAX 805.237.6439 WEB pasowine.com May 6, 2024
City of Paso Robles
City Manager’s Office, Attn: Ty Lewis & Chris Huot
1000 Spring Street
Paso Robles, CA 93446
Dear Mr. Lewis & Mr. Huot,
Thank you for your continued support of the Paso Robles wine community. The Paso Robles Wine Country Alliance has a 30+ year history is serving our wine community, as advocates and leaders in the industry, and in marketing and promoting the region to wine trade, media, and visitors with events, road shows, hosted trips, paid and earned media, and our website.

Paso Robles has fared well since the pandemic has ended. We pulled together to open businesses, work collaboratively, and find creative ways to spur business. Working together, our community found ways to succeed. That said, over the past two quarters we have seen a flattening in some sectors and want to make sure we continue to work hard for our industry.

For decades, the Wine Country Alliance has supported the city’s efforts of outreach, education, marketing, and economic development. Today, we represent 200 wineries and over 500 related businesses that support the vineyard, wine, and wine tourism sector of our economy. Beyond our membership income, we rely on event income, grants, and our city contract to execute our ambitious goals. The wine industry - encompassing agriculture, sales, hospitality, and tourism sectors – is a focal point for our region. I am proud to share our results and discuss our future.

Trade Outreach
Over the last two years, we’ve been able to travel to key markets and highlight the wines and experiences of Paso Robles. We have visited Dallas, Houston, Denver, Phoenix, Tucson, Walla Walla, San Diego, San Jose, and Los Angeles. Additionally, we’ve traveled to Calgary, Toronto, and Montreal in Canada. In February of this year, we had the distinct honor of being the featured wine region for the California Wine Institute in Japan and South Korea. We traveled with ten brands across Asia, pouring wines and educating consumers, trade, and media about Paso Robles. Collectively, we have met thousands of consumers, influential buyers, and tastemakers in each city, helping solidify and enhance the reputation of Paso Robles wines.

In addition to these travels, we were also able to bring guests to Paso Robles. Over two years we have hosted wholesale wine buyers and media (wine and lifestyle) to Paso Robles. We showcased the collective wine industry with tours of wineries, vineyards, downtown, and key personalities that make our wine community unique. Trips like these allow Paso to stay relevant and top of mind with decision makers and influencers in the wine industry.

Industry Education
A positive to come out of the pandemic was our use of technology and digital platforms to hold meetings and seminars. We have since grown virtual and in-person gatherings with a robust schedule of member education hosting over 40 events and seminars offered to member companies including over 2,600 staff. Our topics ranged from employee recruiting and retention, to digital marketing and DTC sales success. Other practical educational seminars included our annual full-day boot camps on hospitality, vineyard, and harvest.

Attachment 5

PASO ROBLES WINE COUNTRY ALLIANCE ADDRESS 1446 Spring St., Suite 103, Paso Robles, CA 93447 PHONE 805.239.8463 FAX 805.237.6439 WEB pasowine.com Education platforms included Wine Tech and Vit Tech, BEST (Business Excellence and Service Training), Tasting Room Manager’s Luncheons, Boot Camps, and member meetings. Topics spanned strategic planning and team development, email marketing, hospitality skills, viticultural trends, wine distribution, renewable energy, and more. The three Boot Camps (Hospitality, Harvest, Vineyard) continue to have an impact in the vineyard, cellar, tasting room, and beyond, with the addition of our first Marketing Boot Camp. We also recently partnered again with Travel Paso and for the first time, SLO Partners, to bring our Hospitality 101 Boot Camp to the wider Paso Robles community to upskill 80 attendees with foundational customer service training ahead of the busy season. Over the past 12 months, over 800 PRWCA members have attended or participated in at least one seminar.

These programs of continuing education enhance the experience for visitors and serve to keep skilled employees in the area. The desirability of employment in the Paso Robles wine region is high. We draw talent from out of the region as well as employing many Cal Poly graduates who are able to stay in the area because of new opportunities in our industry.

Wine-Specific Marketing
The Wine Country Alliance’s consumer marketing efforts were strong in 2022-2024. Our marketing strategy focuses on key pillars, which include content marketing (website, blog, podcast, video, and mobile app), social media, advertising, sponsorship, in-area and out-ofcounty events, and media relations. We also produce and distribute 125K of our printed Paso Robles Wine Country Guide & Map. With messaging that emphasizes the premium wine, collaborative spirit, history, authenticity, and welcoming environment visitors will find in Paso Robles, the Wine Country Alliance achieves impressive marketing statistics:
• 2022 and 2023 Grand Tasting Tour and Brand Awareness Campaigns alone delivered delivered 16M impressions and 88K clicks to pasowine.com • 2023 social media reach hit 2.2M on Facebook and 441K on Instagram • Visitors to pasowine.com in 2023 total 701,540K, with over 1.53M pageviews • Pasowine.com traffic and organic traffic is still trending up from pre-COVID numbers with average gain of about 12% year over year overall (2% above goal of 10%) • Our Paso Wine podcast, Where Wine Takes You, continues to draw attention. We just hit 100 episodes – reaching more than 210K downloads and Top 10 wine charts.

Economic Development Collaboration
The Wine Country Alliance has worked closely with Chris Huot and Paul Sloan on issues surrounding economic development, city planning, and future goals. We have attended community workshops, met with consultants, and offered insights from the business community’s perspective. We field calls and inquires of potential businesses who want to move to Paso Robles in sectors that support, enhance, or improve the wine, winegrape, and tourism industry. We work collaboratively with key partners on messaging, collateral development, and marketing to keep Paso Robles top of mind for potential new businesses.

We work diligently with our community partners. We collaborate with the Chamber of Commerce and Travel Paso, meeting quarterly to discuss our various goals, programming, and events. This collaboration allows our community groups to communicate and work together strategically on programs that reach visitors and locals, strengthening our Paso brand. We meet Attachment 5

PASO ROBLES WINE COUNTRY ALLIANCE ADDRESS 1446 Spring St., Suite 103, Paso Robles, CA 93447 PHONE 805.239.8463 FAX 805.237.6439 WEB pasowine.com regularly with the Downtown Main Street Association, communicating our plans, events, and projects. They distribute thousands of our visitor maps annually.

Examples of community engagement include locals’ programs, press coverage in local publications, community give-back in the form of scholarships, street clean-ups, blood drives, and community awards for individuals who excel in our industry.

As Paso Robles becomes a more known as a travel destination, and specifically wine-related tourism, we must have strong ties to our local community. Tourism is a visible sector of the economy, with visitors staying in town, shopping in local businesses, eating in our restaurants, and using our roads, parks, and services. There are many positive effects for our community, specifically job creation, business expansion, and increased tax revenue. We will engage the City and its residents and organizations, helping message the symbiotic relationship between tourism and local residents, and how we can continue to improve it.

PRWCA Marketing Assets
We are committed to working with the City in areas that need branding in public areas and facilities that need visual and graphic support. We are dedicated to collaboration with the City on projects, partnerships, and events that will collectively benefit our region. We will contribute use of our assets, design, and strategy in these projects.

We respectfully request the City of Paso Robles continue to fund our efforts, stated above, at the current contracted rate of $85,000 per year.

We believe the above programs, in addition to those funded directly by our members, contribute to the economic stability and vitality of the City. As you can see with our proven results, your investment will reap strong benefits to the betterment of the city, the region, and support its growing wine industry. We look forward to renewing our two-year contract with the city.

Should you have any questions, comments, or requests for further information, I am reachable at 805-610-2204 or [email protected]
Respectfully,
Joel Peterson
Executive Director
Paso Robles Wine Country Alliance
Cc: Molly Scott, Chairperson of the Board
Christopher Taranto, Communications Director
Patricia Wilmore, Government Relations
Attachment 5

1225 Park Street, Paso Robles, CA 93446 | P: (805) 238-0506 | www.pasorobleschamber.com April 1, 2024
Ty Lewis, City Manager
City of Paso Robles
1000 Spring Street
Paso Robles, CA 93446
Subject: Visitor Center Services Contract – Renewal
Dear Mr. Lewis,
As a city with vision and a long-term plan built for success, it is imperative that we continue to invest in revenue streams that bring a return on our investment. Cities with vibrant economies are well rounded and focused on strategic growth. As we worked through the COVID-19 Pandemic, we watched our guests choose Paso Robles for weekend getaways and corporate retreats. We captured the market as folks were genuinely welcomed and taken care of in our quaint town. As a chamber who is heavily focused on economic development and community relations, we realize the necessity for doing our part in maintaining a balanced ecosystem. Focusing on tourism as a sector, a critical revenue generator of our local economy, we know we must continue to grow and expand our offerings. We believe in changing with the times, proactively preparing for future needs, and dutifully offering services that exceed the expectations of our community members and guests. The growth we have witnessed externally in Paso Robles, and internally at the visitor center, coupled by a not so steady economy in the U.S. as a whole, leads us to believe that expanding our physical space and escalating our services, is essential at this time.

With that, the chamber, in partnership with the Paso Robles Wine Country Alliance, is proud to announce the expansion and relocation of our Visitor Center.

With more in-person requests made in the Center than ever before, our current space is no longer appropriate in size to fit our needs. The expectations of travelers have changed as destinations like Napa and Solvang have beautified their hospitality spaces. In a quick Google search, we see Santa Barbara boasts 3 visitor centers! Communities are investing in their centers knowing that we are creating platforms that encourage return visits and maximizes the spend of our visitors while they are here. With literally hundreds of thousands of referrals given through the center annually, the economic benefit of providing grounds for an in-person experience, is unparalleled.

Investing in Visitor Services meets two of the six City Council Adopted Goals: Economic Development and Vitality, and Quality of Life Amenities. We value our partnership with the city, and believe our focused efforts add to the ability to meet these goals.

For decades, the Paso Robles Chamber of Commerce has efficiently staffed and managed the city's Visitor Center – a central community hub that fully integrates resources based on the needs of our locals and that encourages visitors to eat, shop, stay and experience Paso Robles. Last year alone, nearly 50,000 visitors and local residents were greeted by our dynamic Visitor Center staff, making it one of the most successful years the center has ever had. This is a testament to our enduring commitment and pride in ensuring the Chamber fulfills several important and unique roles within the community, including enriching the visitor experience, fostering community pride, and gaining valuable data that is much needed as we analyze trending opportunities and proactively advocate for experiences that even the most affluent traveler cannot find anywhere else.

Attachment 6

As memberships within the Chamber have now reached over 800, we have dedicated the past two years to advocating for, educating, and promoting local businesses. Additionally, the Chamber actively participates in governmental affairs meetings at the state, county, and city levels to ensure essential business voices are heard. Simultaneously, the Chamber maintains various educational programs such as Women in Business, Leadership North County, and Human Resources Law updates, where many of the participants, as well as the specific content, is centered around hospitality and tourism.

We are pleased with the growth that’s happened over the past two years at the Visitor Center and Chamber. Enclosed, you will find the following supporting documents:

Activity Report: A look at how the Visitor Center Services team has spent our time over the past two years and what the Chamber looks forward to implementing in the coming years.

Financial Report: This report provides a projected income and expenses budget for the upcoming two-year budget cycle, considering our plan for a large expansion built to offer a greater impact.

While the successes of the last two years have been instrumental in adding to the economic growth within our community, we are thrilled about the prospect of upcoming initiatives that will enhance visitor engagement and contribute to the vibrancy of our city. However, as costs for services and staffing continues to skyrocket, enhancing these services requires additional funding to supplement the Chamber's costs. Therefore, we respectfully request to renew our contract at $115,000 for 2024- 2025 and $125,000 for 2025-2026.

We are grateful for the opportunity to submit our Visitor Center contract renewal proposal for the 2024-2025 and 2025-2026 Fiscal Year two-year budget cycle and look forward to working alongside you as we make Paso Robles the best place to live, work, visit, and thrive!
Sincerely,
Gina Fitzpatrick, President/CEO
Attachment 6

Visitor Center Activity Report
The Chamber is committed to stimulating our economy through our visitor services offerings. As we look at the past two-year budget cycle, our Visitor Center has assisted over 76,000 guests to date, marking our most successful term yet. In addition to our walk-in visitors, we field hundreds of calls and emails each week, providing information about visiting our world-renowned destination and details on relocation and establishing a business in our city. This accomplishment underscores the vital role our Visitor Center plays within our community.

Furthermore, the unique ability we have as a Chamber to offer expertise in both the area of visitor services and business inquires, proves to be of benefit.

We firmly believe that the culture of Paso Robles and an attractive and welcoming visitor center, along with our friendly staff, provide the experience our visitors are looking for, attributed to the many return visits we all see with so many of our guests. While you can find information digitally and accessible online, the human touch allows a more meaningful and heartfelt experience. Our ability to ask open-ended questions and determine the precise needs of our visitors at a physical location is invaluable and unavailable on an online platform, and our high level of activity proves it.

VISITOR CENTER STATISTICAL DATA
Q3
2022
Q4
2022
Q1
2023
Q2
2023
2022-23
Total
Q3
2023
Q4
2023
Q1
2024 Apr-24
2023-24
YTD Total
Walk Ins

5,623

3,496

5,940

5,463

20,522

4,860

5,531

5,595

2,226

18,212
Phone
Requests

1,602

1,488

1,326

1,404

5,820

1,304

1,158

1,160

460

4,082
Relocation
Packets

22 15

3 8

48 11

7 9

-

27 Physical
Mailings

44 28

42 78

192

126

306

224

132

788
Email Requests

3,580

1,925

4,250

3,671

13,426

3,020

3,358

3,510

1,056

10,944
PRWCA
Guides/Maps

1,650

726

1,671

1,286

5,333

3,645

3,927

4,588

1,319

13,479
PRCC
Brochures

1,502

878

646

450

3,476

375

300

400

300

1,375
Welcome
Bundle

800

350

250

612

2,012

275

90 510

115

990
TPRA Postcards

81 52

106

90 329

70 90

75 40

275
Masks

84 80

-

-

164

-

-

-

- -
Site Referrals

57,224

39,482

56,498

55,696

208,900

41,451

54,569

61,042

14,076

171,138
Total

14,988

9,038

14,234

13,062

51,322

13,686

14,766

16,071

5,648 50,171
Attachment 6

Fiscal Year 2023-24 TYD Highlights
• Entered into a formal partnership with the Paso Robles Wine Country Alliance to share office space, CREATE A DYNAMIC NEW CENTER and collaborate on visitor services programming • Facilitated over 90 ribbon cuttings and grand openings in the past two years – educating our staff on site referral ready new businesses and making introductions to the community • Showcased the City’s Independence Day Celebration sponsored by Travel Paso, through online marketing and through all other channels, including guests of the visitor center, and phone. • Participated in the planning of and showcased through online, in-person, and phone, the City’s first season of Holiday lighting in the park.
• Continued to increase accessibility for visitors to receive information via a dedicated URL, visitpaso.com
• Increased Paso Robles brand awareness by showcasing vibrant new merchandise in partnership with Travel Paso and Paso Robles Wine Country Alliance
• Hosted a Tourism and Hospitality day-of workshop for the Chamber's Leadership North County program to help bring more awareness to the benefits tourism brings to the community. • In addition to the 47,000 visitors we served last year, we also provided over 209,000 custom-selected site-specific referrals.
• Sole location offering Locals Only Wine Fest Ticket sales and successfully completed 240 ticket sales • The Visitor Center continues to serve as a central hub for featuring community events. This is evident through our bulletin board, printed materials, window displays, and website.

Upcoming Endeavors
• In partnership with the Wine Country Alliance, relocate our Chamber office and Visitor Center to 1314 Spring Street, Paso Robles.
• Enhance the Visitor Center experience through large digital displays, Paso-centric photo opportunities, the ability to host small, local merchants to create visibility in the downtown corridor. • Provide data and research, as needed, for analyzing trending opportunities. • Expand the selection of Paso-themed merchandise for locals and tourists alike, creating brand ambassadors for Paso Robles
• Create custom itineraries and expand our referral program • Continue to grow our relationships with the wedding and events industry to ensure we are capturing the audience of guests that have made the trip into Paso Robles for a specific event with the goal to encourage return visits, showcase our offerings, and maximize the dollars spent in our community. • Investigate further needs of our locals and ensure we are equipped to meet those needs. • Networking with our schools and local non-profit organizations to ensure events are properly advertised and ticket sales are seamless when performed through the center. • Refine our process and delivery regarding group requests and meeting spaces • Create an engaging educational headquarters for programs such as the *Business Entrepreneurial Support Team (B.E.S.T), Leadership North County, and the Young Professional group, empowering the local workforce both hospitality related and otherwise. • Utilize our new conference facility to host workshops providing in-depth business advancement tools and leadership training.
• Through collaboration with our travel and tourism partners, the new visitor center will become a prominent stop while hosting journalists and media.
• As a community-based organization, the Visitor Center will continue to provide a platform for volunteers to become more engaged in Paso Robles – allowing more guests to delve into the history of our past, our heritage, and enjoy current offerings.
• We will continue to work closely with our local tourism partners to ensure that information is consistently, strategically, and properly disseminated promptly throughout our community.

Attachment 6

• Participate in the City's Economic Development Strategic Plan implementation, once approved and as directed. Involvement in the plan update may include supporting objectives contained within the plan, and we believe our many years of experience specific to both economic development and tourism will prove beneficial.
• We will continue to align work plans with the Paso Robles Wine Country Alliance and Travel Paso to strategically develop complementary programs that increase and expand Paso Robles's economic base.
• Continue to prioritize our partnership with the City of Paso Robles including attendance at trade shows and conferences.
• Build a stronger welcome presence in specific areas of our city, such as the airport. *B.E.S.T. This free resource offers a diversified team of local, passionate professionals and business owners who provide active and proactive support to businesses and entrepreneurs interested in starting, expanding or relocating to the North County.

Attachment 6

Financial Report
Jul 2023 – April 2024
YTD
2023 – 2024
Budget
2024 – 2025
FY Budget
Ordinary Income/Expense
Income
4030 · Visitor Center
4031 · City Contract 95,000.00 95,000.00 ` 115,000.00
4032 · Donation 221.98 0.00 -
4033 · Retail Sales 13,641.71 18,750.00 22,550.00
Total 4030 · Visitor Center 108,863.69 113,750.00 137,550.00 Total Income 108,863.69 113,750.00 137,550.00
Cost of Goods Sold
5030 · Visitor Center Goods
5033 · Retail Product Expense 4,111.72 5,000.00 8,000.00 Total 5030 · Visitor Center Goods 4,111.72 5,000.00 8,000.00 Total COGS 4,111.72 5,000.00 8,000.00
Gross Profit 104,751.97 108,750.00 129,550.00
Expense
6000 · Salaries & Wages
6005 · President/CEO 9,075.55 11,553.36 5,152.02
6010 · Operations 9,386.55 11,250.00 12,000.00
6030 · Visitor Center Staff 41,102.68 49,074.00 58,968.00 Total 6000 · Salaries & Wages 59,564.79 71,877.36 76,120.02 6100 · Payroll Expenses
6101 · Payroll Taxes 5,420.40 6,540.84 6,926.92
6110 · Payroll Fees 988.50 1,200.00 1,450.67
6120 - Retirement Plan 885.69 1000.00 500.00
Total 6100 · Payroll Expenses 7,294.59 7,740.84 8,877.59 6200 · Insurance
6201 · Employee Benefit Medical 2,477.46 2,880.00 3,600.00 6210 · Work Comp Insurance 459.20 520.00 480.00
6220 · Commercial Insurance 967.50 800.00 900.00
Total 6200 · Insurance 3,904.16 4,200.00 4,980.00
6400 · Computer Maintenance & Support
6420 · IT Support 6,290.73 5,160.00 5,418.00
6430 · Software Support 3,912.65 4,128.00 8,640.00
6440 · Software
Purchase/Subscriptions 1,487.54 1,372.50 5,710.00
Total 6400 · Computer Maintenance &
Support 11,690.91 10,660.50 19,768.00
Attachment 6

6500 · General Expenses
6502 · Bank Charges & Credit Card
Fees 4,215.06 4,600.00 6,765.00
6513 · Postage 756.21 645.00 600.00
6515 · Printing 892.34 1,200.00 2,500.00
6516 · PR Rent 33,565.80 30,960.00 27,090.00
6519 · Taxes - Personal Property 105.87 250.00 500.00
Total 6500 · General Expenses 39,535.28 37,655.00 37,455.00 6600 · Repairs & Maintenance
6601 · Cleaning - Office 1,218.75 1,462.50 2,400.00
6650 · Building
Maintenance/Landscaping 340.00 500.00 1,680.00
6630 · Office Equipment 838.50 1,006.20 1,000.00
Total 6600 · Repairs & Maintenance 2,397.25 2,968.70 5,080.00 6700 · Supplies
6701 · Office Supplies 1,792.96 2,115.00 2,500.00
6710 · Cleaning/Janitorial Supplies 263.39 250.00 375.00 6720 · Water - Drinking 58.58 129.00 129.00
Total 6700 · Supplies 2,114.93 2,494.00 3,004.00
6800 · Utilities
6810 · Electricity 920.05 1,057.80 1,317.50
6820 · Gas 226.10 223.60 212.50
6830 · Internet 473.00 568.00 720.00
6840 · Telephone 673.84 799.80 900.00
6850 · Trash/Shredding 20.77 75.25 450.00
6860 · Water/Sewer 455.80 241.66 1,000.00
Total 6800 · Utilities 2,769.57 2,966.11 4,600.00
Total Expense 129,271.47 140,562.51 159,884.61
Net Ordinary Income (24,519.50) (31,812.51) (30,334.61) Net Income (24,519.50) (31,812.51) (30,334.61)
Attachment 6

Council Agenda Report
From: Ty Lewis, City Manager
Subject: Consideration of the Continuation and/or Increase of Measure E-12 to Fund Local Road Repair and Maintenance
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: May 21, 2024
Facts

1. The City owns approximately 150 lane miles of streets and is responsible for the general maintenance, repair, and reconstruction of all public streets.

2. The voters of Paso Robles approved Measure E-12, a half-cent supplemental sales tax in November 2012. Measure E-12 is a general tax and can be used for general government purposes; and helps support general fund expenditures including the City’s street repair, maintenance, and rehabilitation projects.

3. Measure E-12 generates between $6 and $7 million annually and 100% of the revenues generated are remitted to the City of Paso Robles and not shared with any other government entity.

4. General fund revenues are allocated to fund street repair and maintenance projects pursuant to the City Council Adopted Six Year Street Plans.

5. Since 2012, 44 road repairs, maintenance and/or reconstruction projects have been funded by the general fund as supported by Measure E-12 revenues.

6. Revenues and expenditures of Measure E-12 are reviewed by the City’s Supplemental Sales Tax Oversight Committee. This committee provides a forum for citizens to review expenditure reports and provides additional assurances that the funds are being expended appropriately. The Supplemental Sales Tax Oversight Committee has met 40 times since 2013.

7. Measure E-12 revenues and expenditures are also subject to the City’s annual external and independent audits.

8. Measure E-12 automatically expires on March 31, 2025, unless voters approve its extension beforehand.

9. The last regular City Council meeting prior to the County Elections deadline for placing a question before the voters to extend the Measure is June 4, 2024.

Community Outreach
City staff has conducted significant community outreach on the future of road repairs within Paso Robles, including discussion regarding the expiration of Measure E-12. Over the past six months, City staff have provided presentations to the following community groups and organizations:
 Rotary (Lunch)
 Travel Paso Board of Directors

 Chamber of Commerce Board of Directors
 Nouth County Realtors Association
 Main Street Board of Directors
 Paso Robles Wine Alliance Board of Directors
 Mid-State Fair Board of Directors
 Planning Commission
 Parks and Recreation Advisory Committee
 Library Board of Trustees
 Senior Citizens Advisory Committee (scheduled)
 Coffee with the City Manager (x2)
 2024 City Community Budget Workshop
In addition to providing community presentations, in February 2024, the City conducted a statically valid survey of 600 likely Paso Robles voters. The survey gauged respondent’s feedback on a variety of topics pertaining to City services, issues, and needs. Road repairs and the condition of local streets resonated strongly with the respondents. When asked their opinion regarding the continuation of Measure E-12 at the one-half cent rate, respondents indicated they would support such a measure by 60 percent or more.

Staff from the City’s polling consultant, FM3, will provide additional information on the polling results as part of the presentation for this item.

The City produced and released a video to emphasize the importance of Measure E-12: City of Paso Robles "Paving the Way - The E12 Roads Tax Journey" (youtube.com). The City has also launched an interactive Street Repair Map to allow the public to review the Pavement Condition Index for any roadway segment within the City. The map also includes recent repair data for each road segment (if available). The road repair map can be found here: Paso Robles Street Maintenance Tracking (prcity.com). To compliment the map, the City produced a how to use the map video, available here:
https://www.youtube.com/watch?v=qaKzF18zi1Q.

Options

1. Take no action;

2. Direct staff to return on June 4, 2024 with documents/actions to place one-half cent transactions and use tax (sales tax) extension on November 2024 ballot;

3. Direct staff to return on June 4, 2024 with documents/actions to place one-cent transactions and use tax (sales tax) extension/increase on November 2024 ballot; or

4. Provide alternative direction to staff.

Analysis and Conclusions
Measure E-12 is a half cent transaction and use tax (sales tax) that was approved in November 2012 by the voters of Paso Robles. The tax became effective on April 1, 2013, and automatically sunsets on March 31, 2025. The tax applies to all retail sales of goods and merchandise except those sales specifically exempted by law. The use tax generally applies to the storage, use, or other consumption in California of goods purchased from retailers in transactions not subject to the sales tax. Use tax may also apply to purchases shipped to a consumer in Paso Robles from another state, including purchases made by mail order, telephone, or internet. There are several exemptions to sales tax, including groceries, prescription medicine, and medical devices.

Two Six-Year Street Maintenance and Repair Plans to encompass the full 12-year duration of the supplemental sales tax measure were approved by City Council, the first immediately following passage of E-12, with an updated six-year plan approved in February 2020. Since its inception, with the support of E-12, the City has provided funding for over 35 different road maintenance projects totaling over $46.4 million, with an additional $32.2 million committed towards uncompleted projects.

The following 27 projects have been completed using E-12 funds:

Professional Studies
21st Street Green Update
13th Street Bridge Improvement
Spring Street (16th to 24th)
Country Club/Rolling Hills/So. River/Airport Rd
Walnut/Jackson/Shannon Hill
12th Street (Spring to Fresno)
Union Rd/Kleck/Montebello
Scott St (Creston to Airport)
Creston/Golden Hill/Oak Meadows
Union Road (Golden Hill/Hwy 46E)
Spring Street (1st to 15th)
Sherwood/Creston/Linne
Vine Street (1st to 36th)
Various Slurry/Chip Seal13th Street Pedestrian
Improvements
East Side Street Light Rehabilitation
Union Road (along BSP)
Ramada Drive/Vendels Circle
Spring Street (24th to 36th)
Park/6th/9th/10th Streets
Jardine Road
Olive/16th/17th/18th/19th/20th Streets
Dry Creek Road
Rambouillet/Nicklaus-area
Melody Dr/Patricia Ln
Country Club-area
The following 15 projects are currently underway using general funds supported by E-12:

Creston Road
24th Street Bridge Rehabilitation
Appaloosa Dr
Rolling Hills Estates
17th Street (Spring to Chestnut)
Riverside (17th to 24th)
Sherwood/Sierra Bonita/Turtle Creek
Sunset/Panorama Neighborhood
Oak Street, 2nd, 3rd, 26th Streets
Arciero Ct/Mesa Rd
Dallons/Tractor Rd
Elm Ct/Capitol Hill/Palm Ct
Golden Hill (Rolling Hills to Creston)
Merry Hill/15th St/Terrace Hill
Serenade/Holstein/Brahma
Andrews Circle
Only two projects remain to be initiated and funds committed:
13th Street Bridge/Niblick Bridge Deck Resurface
Melody Drive
Oversight
To ensure public trust, the City Council created the Supplemental Sales Tax Oversight Committee to monitor the use of the Measure E-12 funds. The Oversight Committee was formed to aid, and by, the City Council. As such, it is a public body subject to California’s public meeting laws. That means all meetings of the Committee are public, complete with published agendas, staff reports, public participation, etc. The Committee is comprised of 11 members (7 at-large; 4 from community organizations). Since 2013, the Committee has met 40 times.

The Supplemental Sales Tax Committee provides a forum for citizens to review and report to both the City Council and the community on matters relating to Supplemental Sales Tax revenues and expenditures resulting from both Measure E-12, approved by the voters in 2012, and Measure J-20, approved by the voters in 2020. The Committee provides oversight of the expenditures of the supplemental sales tax revenues to ensure that they are being spent on community priorities established by the City Council, based on information gained from business and resident surveys and other means. The Committee shall determine if the funds were spent appropriately, and report that to the Council and public. The Committee may also provide advice to staff and the Council.

Should Measure E-12 be placed on the ballot and approved by voters, the Supplemental Sales Tax Oversight Committee will continue to review the revenue and expenditures of the Measure.

Pavement Condition Index
The Pavement Condition Index (PCI) is the numerical index between 0 and 100, with 100 being best, that is used to indicate the general condition of a pavement section. Paso Robles, prior to investing in road repair and maintenance, averaged a PCI of under 50 City-wide. In the 11 years of E-12 funded projects, the City-wide PCI average has increased to 55 with westside streets averaging 47 and eastside streets averaging 61. Alleyways average a PCI of 45. For context, California cities as a whole average a PCI of 62; San Luis Obispo County cities average 60; and the City of Atascadero average PCI is 48.

When the City completes road repair and maintenance projects, the PCI increases:
 Repair of Spring Street between Niblick and 30th Street in projects completed in 2016 and 2020 increased the average PCI from 19 to 78.
 Repair of Scott Street between Creston Road and Airport Road in 2016 increased the average PCI from 43 to 100.

However, roads are like vehicles. They require regular maintenance to maximize lifespan. Once a road is initially repaired, it should be maintained by crack sealing, slurry seal or other appropriate light maintenance every five to 10 years in order to prevent deterioration and to maintain an acceptable PCI.

Streets receiving major repair with the general fund, as supported by E-12, between 2013 and 2019 have not been maintained and it is likely that the PCI average has decreased. This is due to the fact that even with Measure E-12 the general fund does not sufficient revenues to both perform the significant road repair that is needed and the appropriate level of maintenance.

Additionally, the City’s PCI index is impacted by a variety of factors. In particular, many streets throughout the City require full reconstruction due to deferred maintenance and poor conditions. This is the most expensive type of street repair work. Conversely, using the pay as you go method of funding street repair projects as is now the case does not provide the necessary funding to make PCI improvements to many street segments in a shorter period of time or allow staff to move into more maintenance activities.

Continued Need for Road Repairs
Since 2012, the City has completed, or is in progress of, completing 44 separate road repair, maintenance, or reconstruction projects using Measure E-12 funding. Absent Measure E-12, the City’s general fund would likely not have been able to complete most of the projects and the City’s Pavement Condition Index would have continued to decline. Nevertheless, city staff and consultants have estimated that the City has $350 million in deferred road repair needs. This figure includes the underlying City-owned utilities that will need to be replaced in tandem with the road repairs. Much of the need for additional road work is located on the west side of Paso Robles. These road segments are some of the oldest within the City.

Many of the “number” and “tree” streets will require complete reconstruction (the most expensive type of road repair) due to the very poor conditions of the asphalt. This work will also require curbs, gutters, and Americans with Disabilities Act improvements where necessary. If Measure E-12 is not placed on the ballot and/or not renewed by voters, the general fund may have insufficient revenues to fund these segments of roadway given other general governmental services that need to be funded, and such segments will likely continue to deteriorate.

Additionally, there is a need to implement a comprehensive, best practice approach to street maintenance. Currently, the City does not have a standardized maintenance schedule for streets that have been repaired. The lack of a maintenance schedule significantly shortens the lifespan of the street and costs the taxpayer additional funds over the long term. There is a significant future need to ensure there are available funds to undertake this maintenance work. Models 1 and 3 below demonstrate how the City can achieve this work in more detail.

Visitor Impact on Sales Tax
Measure E-12 supplemental sales tax is applied to applicable sales within the City of Paso Robles and for certain sales where the item is delivered to a location within the City of Paso Robles. For example, a visitor that eats a meal at a restaurant in Paso Robles will pay sales tax (including Measure E-12). With the City’s robust and growing tourism economy, the share of visitor contribution to the City’s road repair program via Measure E-12 has increased over time. As of 2023, the City ranks 73rd out of 539 agencies statewide in per capita sales tax generation. This means that for each resident of the City, the amount of sales tax generated is greater than 466 other cities and counties within the state. Said another way, visitors are contributing a significant amount of sales tax to the City, offsetting the local tax burden to achieve the current level of Measure E-12 funding. The City ranks higher in per capita sales tax than the cities of Santa Monica, Sonoma, Santa Barbara, Monterey, South Lake Tahoe, Ventura, and Oxnard.

Alternative Funding Sources for Road Repairs
With the expiration of Measure E-12 on March 31, 2025, the City’s general fund may not be able to support the street maintenance and repair. As part of developing the City’s fiscal outlook for the coming two fiscal years and due to the measure’s expiration in March 2025, staff did not assume Measure E-12 revenues will be available in Fiscal Year 2025-26. Therefore, if a measure is not placed on the ballot and/or not renewed by voters, the City will need to identify other sources of existing revenue should the City Council wish to fund road repairs at current levels.

The City utilizes several revenue sources to complete road related repairs, maintenance, and reconstruction. Most of this funding comes from Measure E-12. No other current funding sources equal the amount of funding that Measure E-12 contributes to the general fund, which facilitiates local road repair activities. In addition to Measure E-12, the City uses several other revenue sources for road-related work.
 Senate Bill 1 (SB1): The Road Repair and Accountability Act of 2017 increases certain fuel and vehicle registration taxes to allocate $5.4 billion annually statewide to fix roads, freeways, and bridges in communities across California. These funds are split between state and local investments. The City receives approximately $775,000 in SB 1 revenues annually (FY 2024).  Gas Tax: Revenues derived from the historical statewide gas and diesel tax, of which a portion is allocated to cities by various formulas. The City receives approximately $985,000 in state gas tax revenues annually (FY 2024).

 Measure J-20: A one-cent local transaction and use tax approved by Paso Robles voters in 2020.

The Measure generates approximately $12 million annually. Revenues from the Measure are allocated to three primary functions of the City: police, fire and road repairs. To date, the City has invested approximately $10 million from Measure J-20 toward road repairs. This is primarily a result of one-time salary savings for police officer positions funded by Measure J-20, but not fully filled over the past several years. The intent is to fill these positions and therefore, it is not anticipated there will be as significant of one-time savings to reallocate to road repairs in the future. If the City Council prefers to reallocate $6 to $7 million of Measure J-20 funding to road repairs, it will require the reduction of public safety positions and related operations to achieve these savings. Furthermore, there is no ability to bond against Measure J-20 revenues, as there is a sunset date associated with this Measure.
 General Fund: This is the City’s discretionary fund that is primarily funded by property taxes, sales tax (Bradley Burns) and hotel tax. This funding supports general government operations of the City, including, but not limited to police, fire, parks, libraries, general administration, equipment replacement, pension trust funding, and when available, a transfer of funds to the capital improvement fund for various capital projects, including road repair work. Any reallocation of general fund dollars to achieve $6 to $7 million in annual funding for road repairs will require the reduction of existing staffing, programs, and resources. The police and fire departments make up the largest share of general fund expenditures.
 Grant Funds: The City aggressively applies for grants and other funding through regional, state, and federal sources. These grants are cyclical, competitive, and typically do not fund purely road maintenance or repair projects. Although these funds assist the City in advancing key projects, the City cannot rely on grant funds to partially or solely fund road repair and maintenance projects on an ongoing basis.
 Transportation Impact Fees: These fees are paid by new development projects to pay its “fair share” of the cost of the new transportation infrastructure as in the Transportation Impact Fee study approved by the City Council in 2019: Transportation-Impact-Fee-Justification-Study (prcity.com). Revenues derived from this program provide funding to build out the City’s transportation network to accommodate new residential, commercial, and industrial development. These funds cannot be used for maintenance or repair purposes.

Regardless of what alternative selected in absence of Measure E-12 funding being extended, it should be noted that the cost to repair, maintain and reconstruct roads will increase over time. Reallocation of General Fund or Measure J-20 funds to road repairs will need to increase over time to account for inflation and other cost increases.

Sales Tax Extension Funding Models and Options
During the March 2, 2024 Community Budget Workshop, staff presented four potential funding models for City Council review and consideration. Staff have outlined the pros and cons for each model. Models 1 and 3 do not contain a sunset clause. Model 2 is similar to the way the tax is structured today. Models 1 and 2 will keep the sales tax rate at the current 8.75 percent. Model 3 will increase the sales tax to 9.25 percent, which is the maximum allowed under state law.

Model 1 – Measure E‐12 ½ cent supplemental sales tax renewed by voters with no sunset date Pros Cons
Based on estimated revenue, allows for
bonding and the ability to fast track repairs
with $59 million in additional funds for general
fund services available in the first five years
which can be used for repair projects and
between $2 million and $3.5 million available
annually for maintenance in perpetuity. With
careful planning, average City‐wide PCI is
expected to increase to 60 by 2055.

Requires City to incur debt.

Model 2 – Measure E‐12 ½ cent supplemental sales tax renewed by voters with a sunset date Pros Cons
Allows sufficient general fund revenue to
continue with the pay‐as‐you‐collect models,
thus allowing for between $6 million and $7
million in annual road repair.

No appreciable dollars available for
maintenance of repaired roads resulting in no
change in average PCI as those roads
deteriorate. No ability to leverage funding for
fast-track repair work.

Model 3 – Measure E‐12 renewed and increased to 1 cent with no sunset date Pros Cons
Based on estimated revenue, allows for the
City to issue debt and the ability to fast track
repairs with $118 million in additional funds
for general government services available in
the first five years which can be used for repair
projects and to fund between $2 million and
$3.5 million available annually for
maintenance in perpetuity. With careful
planning average City‐wide PCI expected to
increase to 65 by 2045.

With an estimated $24 million spent on road
repair projects in the first five years, the
proportionate costs of engineering
consultants will exponentially increase;
requires City to incur debt.

Model 4 – Measure E‐12 is not placed on the ballot or is not renewed by voters Pros Cons
None. Not placing the measure on the ballot or
voters not approving the renewal of the
measure means that the City will experience a
$6 to $7 million annual loss in revenues that
have historically funded the majority of street
repair projects in the City. If it is the City
Council’s direction to fund street repairs at the
same or greater levels than today, there will

need to be consideration of reducing General
Fund programs. Alternatively, backfilling
street maintenance repairs with Measure J‐20
funds will significantly impact the fire and
police services in staffing, equipment and
facilities moving forward.

November 2024 General Election
If the City Council chooses to seek voter approval to extend the Measure, several items will need to return to the City Council on June 4, 2024 to meet County election deadlines to place the measure on the November 5, 2024 ballot. The County’s recommended deadline for the full text of the measure and exact form of the question to be submitted to the County Clerk’s office is June 18, 2024. These items include:
 A resolution calling and giving notice of a measure to be placed on the November 5, 2024 ballot to extend (or extend and increase) transactions and use tax (sales tax) for general unrestricted purposes
 Introduction by title only Ordinance XXXX, an Ordinance of the People of the City of El Paso De Robles, California, Amending Chapter 3.10 of the Paso Robles Municipal Code to Extend the Existing Transaction and Use Tax (Or extend and increase…) Administered by The California Department of Tax and Fee Administration, subject to voter approval  A resolution setting deadlines for the filing of primary and rebuttal arguments and setting rules for the filing of written arguments regard to ballot measures  Direction to the City Attorney to draft the impartial analysis for the transaction and use tax measure allowing for arguments and rebuttals
 A resolution outlining spending priorities for the transaction and use tax measure (optional) If placed on the ballot a question like one of the options below is recommended to appear on ballots of voters within Paso Robles on November 5, 2024:

PASO ROBLES ESSENTIAL SERVICES FUNDING CONTINUATION MEASURE.

Shall the measure to extend the voter approved half cent sales tax (2012), for general government use including to protect Paso Robles’ long-term fiscal stability, maintain essential services such as fixing damaged streets/roads/infrastructure, repairing potholes, synchronizing traffic signals, maintaining traffic/pedestrian safety, and improving emergency evacuation routes, providing approximately $5,500,000 annually until ended by voters, requiring independent audits, citizen oversight, public disclosure of all spending, all funds for Paso Robles be adopted? PASO ROBLES ESSENTIAL SERVICES FUNDING MEASURE.

Shall the measure to extend/increase the voter approved sales tax (2012) to a 1 cent rate, for general government use including to protect Paso Robles’ long-term fiscal stability, maintain essential services such as fixing damaged streets/roads/infrastructure, repairing potholes, synchronizing traffic signals, maintaining traffic/pedestrian safety, and improving emergency evacuation routes, providing approximately $11,000,000 annually until ended by voters, requiring audits, public spending disclosure, oversight, all funds for Paso Robles be adopted?
Note: Only one of these questions would appear on the ballot, depending on the City Council’s direction on whether to pursue a one-half cent extension of Measure E-12 or an increase to one cent and/or to include a sunset clause.