Agenda packet — Paso Robles City Council, June 3, 2024

CITY OF EL PASO DE ROBLES
"The Pass of the Oaks"
City Council Special Meeting Agenda

Monday, June 3, 2024, 6:00 PM
Library/Conference Center Council Chamber
1000 Spring Street
Paso Robles, CA 93446
Residents can livestream the meeting at www.prcity.com/youtube, and call (805)865-7276 to provide public comment via phone. The phone line will open just prior to the start of the meeting and remain open throughout the meeting to ensure the opportunity to comment on each item heard by the Council. Written public comments can be submitted via email to [email protected] prior to 12:00 noon on the day of the Council meeting to be posted as an addendum to the Agenda. If submitting written comments in advance of the meeting, please note the agenda item by number or name.

City Council meetings will be live-streamed during the meeting and also available to play later on YouTube by accessing the following link: www.prcity.com/youtube.

Any writing or document pertaining to an open session item on this agenda which is distributed to a majority of the City Council after the posting of this agenda will be available for public inspection at the time the subject writing or document is distributed. The writing or document will be available for public review in the City Clerk’s Office, 1000 Spring Street, Paso Robles, CA, during normal business hours, and may be posted on the City’s web site at www.prcity.com/meetings.

AMERICANS WITH DISABILITIES ACT Any individual, who because of a disability needs special assistance to attend or participate in this meeting, may request assistance by contacting the City Clerk’s Office (805) 237- 3960. Whenever possible, requests should be made four (4) working days in advance of the meeting.

Pages
A. CALL TO ORDER
B. ROLL CALL
C. NO GENERAL PUBLIC COMMENT
Public comment for Special Meetings is limited to agenda items only and an opportunity will be provided for each agenda item after the item has been presented.

D. DISCUSSION ITEMS

1. Fiscal Years 2024-25 and 2025-26 Operating and Capital Budget Overview 2 - 224 Ryan Cornell, Administrative Services Director
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.

Recommendation: Receive and file this report and provide any desired direction on the presentation of the Fiscal Years 2024-25 and 2025-26 budget items outlined within this report.

E. ADJOURNMENT
Council Agenda Report
From: Ryan Cornell, Administrative Services Director
Subject: Fiscal Years 2024-25 and 2025-26 Operating and Capital Budget Overview 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: June 3, 2024
Facts

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

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

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

4. On March 19, 2024, City Council formally adopted goals for FY 2024-25 and 2025-26. Those goals and priorities have been incorporated into this budget analysis.

5. On April 16, 2024, City Council received a preliminary budget presentation focused mainly on the General Fund as well as the supplemental sales tax funds (i.e., Measures E-12 and J-20).

6. On May 7, 2024, City Council was to receive a presentation which focuses on the City’s Enterprise Funds (e.g., Water, Wastewater, Airport) and Capital Improvement Program; however, at that meeting Council deferred the item to a future date. Regardless, that staff report still provided the Council and community with a preliminary outlook in those programs.

7. The proposed Budget Report for Fiscal Years 2024-25 and 2025-26 is included as Attachment No. 1.

The purpose of this staff report (and presentation) is to provide the Council and community with an overview of the report and to provide an opportunity to review its entirety before it is formally adopted in June 2024.

Community Outreach
This is the seventh public report regarding City goals, priorities, and the fiscal outlook of the City over the next two years. The first was on February 6, 2024, where staff outlined the budget process and timeline; next on March 2, 2024, with the City Council holding a special meeting on a Saturday morning/afternoon to discuss community and council goals and priorities; next on March 19, 2024, the City Council formally adopted the goals and priorities for the next two fiscal years; next on March 22, 2024, a Coffee with the City Manager session was held to provide the community with an update on the budget outlook and goals setting process; on April 16, 2024, at the regular City Council meeting, staff presented the preliminary outlook for the General and Supplemental Sales Tax Funds; and on May 7, 2024, at the regular City Council meeting, staff provided a report of preliminary outlook for the Enterprise Funds and Capital Improvement Program. Additional outreach has been made in recent months to organizational groups such as, Chamber of Commerce, Main Street Association, Rotary, Travel Paso, etc. in regard to the City road maintenance program and the potential renewal/extension of Measure E-12, the City’s half cent supplemental sales tax.

Options

1. Receive and file this report and provide any desired direction on the preparation of the Fiscal Years 2024-25 and 2025-26 budget items outlined within the report;

2. Provide alternative direction to staff.

Analysis and Conclusions
City staff and the City Council have undertaken a comprehensive budget planning process over the past five months. The process began with a review of the budget process and timeline in February, a goal and budget priorities setting workshop in March, and two public meetings, one in April and one in May. Access to staff’s council reports and presentation can be found on the City’s website or at the City’s YouTube channel. Although past five months is culminating this evening with the review of the budget, the budget is not being adopted, and remains an ongoing process.

The City faces some financial challenges, typical with most municipalities, and lacks resources needed to fund, replace, and expand all city infrastructure and services that the community needs and expects. The City’s Fiscal Policy states “when faced with financial difficulty, the City shall identify budget balancing strategies that address both near- and long-term budget gaps, while also minimizing the impact of budget reductions to the community and employees.” The policy further states that near-term balancing strategies include reducing General Fund reserves to minimum reserve levels, deferring capital improvement projects, minimize building maintenance expenditures, and/or reduce or eliminate contributions that local non-profit organizations.

The proposed budget (Attachment No. 1) is balanced. It does so by utilizing fund reserves and deferring capital projects, consistent with the Fiscal Policy. Those projects included in the proposed budget are necessary replacements such as the Public Safety Roof Replacement and HVAC replacement and the like.

The proposed budget also includes funding for contributions to the Paso Robles Wine Country Alliance, the Chamber of Commerce, the Main Street Association, and the El Camino Homeless Organization as directed by Council in May 2024.

Staff will provide a presentation on “How to Read the Budget” which will help provide discussion to the final budget adoption.

Fiscal Impact
There is no fiscal impact by receiving and filing this presentation.

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

Recommendation
Receive and file this report and provide any desired direction on the presentation of the Fiscal Years 2024- 25 and 2025-26 budget items outlined within this report.

Attachments

1. Proposed Budget Report for Fiscal Years 2024-25 and 2025-26

PROPOSED BUDGET
FISCAL YEARS 2024-25 & 2025-26
City of El Paso de Robles, California
DRAFT
Attachment 1
DRAFT
Attachment 1

CITY OF EL PASO DE ROBLES

TABLE OF CONTENTS
Adopted Budget
Fiscal Years 2024-25 and 2025-26

INTRODUCTION
Budget Message . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 City Council Goals and Strategic Priorities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Community Profile. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 City Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 City Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 History of Paso Robles. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 City Economy and Outlook. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 City Facts, Demographics and Other Economic Statistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Summary of City Council Adopted Goals. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

FINANCIAL SUMMARIES AND FUND OVERVIEWS
Summary of Sources and Uses of Funds and Reserve Balances – FY 2024-25 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Summary of Sources and Uses of Funds and Reserve Balances – FY 2025-26 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 General Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Measure J-20 Supplemental Sales Tax Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 Information Technology Central Service Fund. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Fleet Maintenance Central Service Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 9 Risk Management Central Service Fund. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 Downtown Parking Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 Landscape and Lighting District Fund. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Water Fund. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 Wastewater Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 Airport Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 Solid Waste Fund. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 Recycled Water Fund. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

AUTHORIZED POSITIONS
Summary of Positions by Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Summary of Positions by Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

DEPARTMENT AND PROGRAM OVERVIEWS
City Organizational Chart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 City Manager’s Office/City Council. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 Administrative Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 Police Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66 Fire and Emergency Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 1 Public Works. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 8 Community Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92 Community Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98 Utilities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102 DRAFT24-25 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

FY 2025-26 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Summary of Positions by Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Summary of Positions by Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

DEPARTMENT AND PROGRAM OVERVIEWS
Attachment 1

CITY OF EL PASO DE ROBLES

TABLE OF CONTENTS
Adopted Budget
Fiscal Years 2024-25 and 2025-26

CAPITAL OUTLAY
Capital Improvement Program. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107 Summary of Proposed Capital Projects. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109 Summary of Appropriations by Funding Source . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112 Road Maintenance Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113 Transportation Projects. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115 Stormwater Projects. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 1 Parks and Recreation Projects. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 3 City Facility Projects. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 9 Information Technology Equipment Replacement Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144 Vehicle and Equipment Replacement Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148

INTERFUND TRANSFERS
Interfund Transfers Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149 Operating Transfers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149 Cost Allocation Transfers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151 Capital Transfers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151 Internal Service Fund/Replacement Transfers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152

LONG-TERM DEBT OBLIGATIONS
Summary of Long-Term Debt Outstanding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155 Budgeted Debt Service Payments for FY 2024-25 and 2025-26 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 157 Other Post-Employment Benefit Liability. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158 Unfunded Pension Liability. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159

APPENDICES
Resolution of the City Council Adopting the Budget for Maintenance, Operations and Capital Appropriations for the Fiscal Years 2022-23 and 2023-24 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163 Resolution of the City Council Adopting an Appropriations Limit for Fiscal Year 2022-23 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 165 Fiscal Policy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 166 Fund Structure and Description of Funds. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 180 List of Acronyms. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . DRAFT. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 188 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-25 and 2025-26 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Resolution of the City Council Adopting the Budget for Maintenance, Operations and Capital Appropriations for the Fiscal Years 2022-23 and 2023
Resolution of the City Council Adopting an Appropriations Limit for Fiscal Year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Fund Structure and Description of Funds
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Attachment 1
I ntrodu ctory Section
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Budget Message
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Attachment 1
Paso Robles City Council Adopted
Goals
Fiscal Years 2024-2026
Development of City Council Goals
Every two years, the City Council adopts a set of goals and objectives that guides City staff’s work for the upcoming two-year budget cycle. These goals prioritize how staff allocate time and resources to achieve these objectives. To develop these goals, the City Council held a robust workshop to receive feedback from the public and to provide staff direction on the development of the goals for the upcoming budget cycle on March 2, 2024; the final approval of the City Council goals occurred on March 19, 2024. The workplans, projects and priorities outlined within the City Council goals document are intended to be implemented, achieved, or constructed within the two-year budget cycle.

This year, staff proposed a reformatted structure for the goals document to provide a more streamlined, measurable set of goals. The intent of reformatting the goals document is to incorporate elements of “SMART” goals, that is Specific, Measurable, Achievable, Relevant, and Time-Bound. This will provide the City Council and public with a more comprehensive understanding of what specifically the City seeks to achieve for the next two years. This document is not meant to capture all the organization’s work product for the upcoming budget cycle. Nor is it meant to include broad, aspirational statements. It is meant to provide the reader with specific and measurable action items that represent major or key actions to be undertaken by the City in the next two years. All departments have goals and objectives beyond what is included in this document; however, those goals are typically operational, regulatory, or processoriented in nature.

John Hamon
Mayor
Term Expires 2026
Sharon Roden
District 1
Term Expires 2024
Chris Bausch
District 2
Term Expires 2026
Steve Gregory
District 3
Term Expires 2024
Fred Strong
District 4
Term Expires 2024
8 DRAFT
il adopts a set of goals and objecti
goals prioritize how staff allocate time and
resources to achieve these objectives. To develop these goals, the City Council held a robust to provide staff direction on the development
of the goals for the upcoming budget cycle on March 2, 2024; the final appr Council goals occurred on March 19, 2024. The workplans, projects and priorities outlined within the City Council goals document are intended to be implemented, achieved, or constructed rmatted structure for the goals
goals. The intent of reformatting the goals document is to goals, that is Specific, Measur
Time-Bound. This will provide the City Council and public with a more comprehensive understanding of what specifically the City seeks to achieve for the next two years. This document is not meant to capture all the organization’s work cycle. Nor is it meant to include broad, aspirational
with specific and measurable action items that
by the City in the next two years. All depar
included in this document; however, those goals ar
Attachment 1
MAIN GOAL AREAS FOR 2024 - 2026
Transportation and Infrastructure
• The City provides key infrastructure that supports quality of life, public safety, and economic development
Public Safety Services
• The City provides responsive, high-quality police, fire, and emergency services to ensure the safety and well-being
of all residents and visitors
Cultural, Recreational, and Open Spaces
• The City provides engaging, enriching, and inspiring
quality of life experiences for residents and visitors
Homelessness Response
• The City seeks to address homelessness by
implementing the City Council approved Homelessness
Strategic Plan
Community and Economic Development
• Paso Robles provides a pro-business economic
ecosystem that seeks diversification, growth, and
innovation
Engaged and Responsive Government
• Paso Robles is a customer-centric organization that seeks to efficiently and effectively utilizes finite taxpayer resources to maximize positive impact on the community
9 DRAFT
The City provides responsive, high
emergency services to ensure the safety and well
Cultural, Recreational, and Open Spaces
The City provides engaging, enriching, and inspiring
quality of life experiences for residents and visitors
Homelessness Response
The City seeks to address homelessness by
implementing the City Council approved Homelessness
Strategic Plan
Attachment 1

COMMUNITY PROFILE
El Paso de Robles, or " The Pass of the Oaks," is located halfway between San Francisco and Los Angeles, in San Luis Obispo County. Paso Robles is surrounded by scenic rolling hills and California’s premier wine regions and is only 27 miles from beautiful beaches. This thriving community of over 30,000 actively engaged citizens possesses the benefits of a suburban-rural community while retaining a small-town feel and is one of California’s best kept secrets. With over 200 wineries nearby and a bustling downtown with a variety of excellent restaurants and specialty retail, Paso Robles is fast becoming one of the most desirable and yet relatively affordable places to live, work, and play.

CITY SERVICES
The City of Paso Robles is a full-service city providing police and fire/emergency medical services; a municipal general aviation airport; library, park, and recreation amenities; a sanitary landfill; state-of-the-art water, wastewater, and recycled water utilities; streets, sidewalks, stormwater, trails, and traffic safety infrastructure;

Paso Robles has a long history of agriculture and hospitality which have combined to create strong work ethics and an enjoyable quality of life. Once hailed as the “ Almond Capital of the World,” Paso Robles is now known for top quality food, wine, beer, distilled spirits, and an annual calendar filled with events that celebrate everything from wine to pioneers to classic cars. Paso Robles has been honored by the national media, including Sunset Travel Awards, “75 Ways to Experience the West”; Travel and Leisure Magazine’s, “ 10 Best Small Towns to Retire to in the U.S.” ; the Today Show’s “From Beach to Winery, the Best Summer Getaway Spots Close to Home” ; and the LA Times, “ Italian-Style Car Tour in… Paso Robles? Of Course, There’s Wine.” City of El Paso de Robles
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El Paso de Robles, or " The Pass of the Oaks," is located halfway between San Francisco and Los Angeles, in San Luis Obispo County. Paso Robles is surrounded by scenic rolling hills and only 27 miles from beautiful beaches. This thriving community of over 30,000 actively engaged citizens possesses rural community while retaining a small
secrets. With over 200 wineries nearby and a bustling downtown with a variety of excellent restaurants and specialty retail, Paso Robles is fast becoming one of the most desirable and yet relatively affordable places to live, Paso Robles has a long history of agriculture and hospitality which have combined to create strong work ethics and an enjoyable quality of life. Once hailed as the “ Almond Capital of the World,” Paso Robles is now known for top quality food, wine, beer, distilled spirits,
from wine to pioneers to classic cars. Paso Robles has been honored by the national media, 75 Ways to Experience the W
Attachment 1
as well as private development review, approval, and inspection services. These services are categorized in 40 funds within eight departments: City Manager’s Office, Administrative Services, Police Services, Emergency and Fire Services, Public Works, Community Services, Community Development, and the newly created Utilities Department.

GOVERNMENT
The City was incorporated in 1889 as a general law City that operates under the Council-Manager form of government with a general population of 30,907 as of J anuary 1, 2024. The City is divided into four geographical voting districts and the governing body consists of a five-member City Council, with each district represented by one City Councilmember residing in that district, with the Mayor’s position elected at-large; the voters also elect one City Treasurer at-large. All six elected positions are non-partisan. The City Manager, appointed by the City Council, is the Chief Executive Officer, and is empowered to appoint all non-elected employees, except for the City Attorney.

J ohn Hamon
Mayor
Exp. 2026
Sharon Roden
District 1
Exp. 2024
Chris Bausch
District 2
Exp. 2026
Steve Gregory
District 3
Exp.2024
Fred Strong
District 4
Exp. 2024
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J ohn Hamon
Mayor
Sharon Roden
District 1
Exp. 2024
Attachment 1

HISTORY OF PASO ROBLES
Paso Robles was originally known as the Paso Robles Rancho and consisted of 25,993 acres that was also known as the Paso de Robles Land Grant. The property was originally granted to Pedro Narvaez; however, the property was quickly given to Petronila Rios. In 1857, J ames H Blackburn, Daniel Drew Blackburn, and Lazarus Godehaux purchased the entire Rancho for the price of $8,000.

In 1860, the three partners divided the property, each one taking a different portion for themselves. Daniel Blackburn took ownership of the hot springs and land surrounding them; however, he sold a half-interest to Mr.

McCreel, who then sold his share to
Drury J ames. Drury J ames was a brotherin-law of Daniel Blackburn as well as the uncle to the outlaws J esse J ames. In
1873, J ames H. Blackburn bought an
interest in the hot springs which caused
the present City to be the joint property
of the Blackburn bothers and Drury
J ames.

Being public minded, the three partners
donated two blocks to the City in order
to be used for a public park, which could
be enjoyed by citizens and visitors alike.

A public planting day was held where
each citizen set out his own donation to
the park. In 1890 a bandstand was built using money that was raised by private theatricals. The bandstand and many of the original trees still grace what is now called City Park.

In 1886, after the Southern Pacific Railroad made its appearance in the City, the work began on laying out the town. This layout would include the resort being placed at the center. On November 17th, 1886, the " Grand Auction" was held, resulting in the sale of 228 lots. At the end of just one year, records show 523 residents and 100 buildings.

For quite some time, Paso Robles was known as the " Almond City" due to the amount of local almond orchards in the area. At this time, Paso Robles had
the largest concentration of almond
orchards in the world. Along with almond
orchards, the outlying ranches in the area
were grazed with cattle and horses and
the ranchers grew grain crops, including
wheat and barley, produce gardens and
fruit and nut orchards. In October of
1931, the businesspeople of the City,
established Pioneer Day to show their
appreciation of the ranchers. Today,
many of these ranch lands have become
vineyards which drives a major part of
our tourism and industry within Paso
Robles. Pioneer Day is still celebrated
with weekend long events and a parade.
12 DRAFTthe present City to be the joint property
of the
J ames.

Being public minded, the three partners
donated two blocks to the City in order
to be used for
be enjoyed by citizens and visitors alike.

A public planting day was held
the park. In 1890 a bandstand was built using money that was raised by private theatricals. The bandstand and is now called City Park.

In 1886, after the Southern Pacific Railroad made its appearance in the City, the work began on town. This layout would include the resort being placed at the center. On November held, resulting in the sale of 228 lots. At the end of just one year, For quite some time, Paso Robles was known as the " Almond City" due to the amount of local almond orchards in the area. At this time, Paso Robles had
the largest concentration of almond
Attachment 1
By 1940, there were 3,045 residents in the City and in November of that year, construction began on part of the Nacimiento Land Grant for a new Army Base, Camp Roberts. Camp Roberts opened in 1941 and brought with it an influx of workers, Army Officers, trainees and United Service Organizations (USO) entertainers. Many soldiers and their families were housed at Oak Park, in Paso Robles.

As the years continued, growth began east of the Salinas River as numerous sections of land were annexed into the City. In March of 1952, the first Airfield, known as Sherwood Acres, was the first section to be annexed. This was followed by the Orchard Tract in 1957. By 1980, the City had 9,045 residents and continued to grow to 10,000 in 1982. By 1993 the population had more than doubled to 27,000. The City continues to grow while still maintaining the small town feel and friendliness people have enjoyed since the beginning.

F rom H ot S p rin g s to H otels
The beautiful, rolling hills area of the Central coast that we know as the City of Paso Robles, has always been renowned for thermal hot springs. The Salinan Indians were among the first inhabitants of the area and knew this area as the " springs" or " hot springs" . The Indians, and later the Mission Fathers and their congregations, used the therapeutic waters and mud baths to heal various ailments. The Paso Robles area has long been spoken of as " California's oldest watering place" . It has been the place to go for springs and mud baths long before the City was founded. By 1886 people were traveling to the Paso Robles area from as far away as Oregon, Nevada, Idaho and even Alabama.

By 1882, the accommodations of the City consisted of a reading room, barber shop, telegraph office, general store, livery stable and several comfortably furnished cottages for families that preferred more privacy than that of a hotel. As more and more people came for the hot springs, the City became a place to gather and socialize.

In 1864, the Bathhouse was built over the Sulphur spring that consisted of thirty-seven bathrooms and a plunge.

Shortly after the Bath house was built, construction began on the Hot Springs Hotel, which opened for business in 1891. In 1940, a tragic fire destroyed the hotel, however months after the fire, plans for a new hotel were already in motion. The new hotel was built on the same site as the original hotel and was an entirely different concept.

Today, with some remodeling and
upgrades, this hotel still stands and is
known as the Paso Robles Inn. Since the
use of the bath house was restricted to
the guests of the hotel, a few local
businessmen built another bath house
over a Sulphur well and offered baths at
the affordable rate of twenty-five cents.

This bathhouse establishment was later
given to the City and is currently the site
of the City Municipal Pool.

F rom V in ey ard s to W in e
The Paso Robles area has a long history
with the wine industry. Wine grapes were
introduced to the soil in 1797 by the
Spanish Conquistadors and Franciscan
Missionaries. The Spanish explorer,
Francisco Cortez, envisioned an abundant
wine-producing operation and
encouraged settlers from Mexico and
other parts of California to cultivate the
13 DRAFT
various ailments. The Paso Robles area
go for springs and mud baths long
traveling to the Paso Robles area from as far away as
882, the accommodations of the City consisted of a reading room, barber shop, telegraph office, livery stable and several comfortably furnished cottages for families that preferred hotel. As more and more people came for the hot springs, the City became a place to gather and socialize. the Bathhouse was built over the Sulphur spring that consisted of thirty Shortly after the Bath house was built, construction began on the Hot Springs Hotel, 940, a tragic fire destroyed the hotel, however months after in motion. The new hotel was built on the same site as the original hotel and was an entirely different concept.

Today, with some remodeling and
upgrades, this hotel still stands and is
known as the Paso Robles Inn. Since the
bath house was restricted to
the guests of the hotel, a few local
bath house
over a Sulphur well and offered baths at
five cents.

Attachment 1
land. The Padres of the Mission San Miguel were among the first vineyardists in the area and their old fermentation vats and grapevine artwork can still be seen at the Mission in San Miguel.

Commercial winemaking was introduced to the Paso Robles region in 1882 when Andrew York, a settler from Indiana established the Ascension Winery (what is now known as York Mountain Winery) and began planting vineyards. When York first purchased the land, it was primarily apple orchards with a small plot of wine grape vines. York soon found that the climate and soil were more suitable for growing vineyards, rather than orchards, and he expanded the vineyards. Within a few short years, York found that the vines were yielding more than what he could sell and market, which prompted him to build a small, stone winery.

After the success of Andrew York, Gerd and llsabe K lintworth planted a vineyard in the Geneseo/Linne area where they were licensed to sell jugs of Z infandel, Port and Muscatel as well as some of the area's first white wine made from Burger grapes. As the popularity of wines increased, so did the Paso Robles wine region. Lorenzo and Rena Nerelli purchased their vineyard at the foot of York Mountain in 1917. Their Templeton Winery was the area's first to be bonded following the repeal of Prohibition. The early 1920's brought about an influx in wine making when several families settled in the area to establish family vineyards and wineries. The Dusi's, Martinelli's, Busi's, Vosti's and Bianchi's were among some of the vineyards that were established during this time.

The Paso Robles wine region gained even more prominence when the famous Polish statesman and concert pianist, Ignace Paderewski, came to Paso Robles and purchased 2,000 acres in the Adelaide area which became known as Rancho San Ignacio. Ignace planted Petite Syrah and Z infandel. Following Prohibition, Paderewski's wine was made at York Mountain Winery and the wines produced from the grapes grown on Rancho San Ignacio went on to become award winning wines. This success furthered the reputation of Paso Robles as a premier wine region.

PASO ROBLES ECONOMY AND OUTLOOK
The fiscal outlook for the City remains positive, with most revenues projected to grow modestly over the next fiscal year. Tourism continues to be robust, with an additional 300 hotel rooms anticipated to be constructed within the next two years, coupled with projected increases in commercial and residential
development will continue to stimulate the local economy.

However, tax revenues have been leveling off over the past couple of years and that trend is anticipated to continue into the next year.

As an example, transient occupancy tax grew by 40% and 25% from 2020 to 2021, and from 2021 to 2022, respectively; whereas there was less than a 1% increase from 2022 to 2023 and preliminary indications show a 2% increase in 2024. This slowdown was anticipated, in part, because there was an unusual increase in travel because of the restrictions caused by the COVID-19 pandemic.

Additionally, and as expected, the US Federal Reserve goal of reducing inflation—without causing a recession—is also factoring towards this leveling of revenues.

Should the City economy fall a recession (the City is not anticipating this to occur) the City continues to maintain healthy reserves, well over the minimally required amounts, and has flexibility to continue to fund critical services should the economy recess. This is even when the City has intentionally withdrawn from reserves over the past two years to fund many one-time deferred maintenance projects (approximately $4.3 million). General Fund reserves are estimated to be $19.4 million at the end of the current fiscal year, representing approximately 39% 14 DRAFT
settled in the area to establish family vineyards and wineries. The Dusi's, Martinelli's, Busi's, Vosti's and Bianchi's were among some of the vineyards that were established during this time. prominence when the famous Polish statesman
Paso Robles and purchased 2,000 acres in the Adelaide area which became San Ignacio. Ignace planted Petite Syrah and
wine was made at
the wines produced from the grapes
Rancho San Ignacio went on to become award winning
reputation of Paso Robles as a

ASO ROBLES ECONOMY AND OUTLOOK
he fiscal outlook for the City remains positive, with most revenues projected to grow modestly over the next fiscal year. Tourism continues to be robust, with an additional 300 hotel rooms constructed within the next two years, coupled
with projected increases in commercial and residential
development will continue to stimulate the local economy.

However, tax revenues have been leveling off over the past couple Attachment 1
of revenues (the Fiscal Policy goal is 30%). The City also has additional reserves in its Section 115 Pension Trust Fund (approximately $10.2 million—although net pension liability far exceeds this amount, but this is available dollars to offset future pension costs); City Hall Development Fund (approximately $200,000); City Facility Replacement Fund ($1.0 million); and Measure J-20 Fund (approximately $5.7 million). Taken together, the City is in solid financial footing leading into the upcoming two-year budget cycle.

That being said, Measure E-12, the City’s half-cent supplemental sales tax is set to expire on March 31,2025, unless the City Council chooses to place a measure on the ballot and voters approve its extensionin November 2024. The tax provides the vast majority of the funding for the City’s Road Maintenance Program. The measure brings in approximately $6 to $7 million each year and if the measure is notrenewed, there will be adverse impact throughout the organization and road conditions will likely get worse. Specifically, the budget will be adversely impacted in FY 2025-26 without the measure being renewed. Absent the measure being renewed and should the City Council desire to fund road repairs at a similar level as today, there will need to be a reduction in services, programs, and projects in other areas of the City’s discretionary budget. Police and fire and emergency services account for approximately 40% of the reoccurring operational expenses of the City. Therefore, the ability to fund road repairs at the $6 to $7 million range will likely require reductions in these services to achieve the equivalent amount of street repair funding. If road repair funding is not sustained at $6 to $7 million annually, the City’s pavement condition will worsen significantly, creating safety and aesthetic issues, particularly on the westside of the community.

CITY FACTS, DEMOGRAPHICS AND OTHER ECONOMIC STATISTICS
Figure 1: General Fund Tax Revenue History
Fi s c a l
Ye a r
Pr o p e r t y
Ta x e s
Sales & Use
Ta x TOT
Fr a n c h i s e
Fe e s
Al Other
Ta x e s To t a l
2 0 13-14 $10,786,122 $10,475,126 $3,983,191 $2,223,241 $1,006,299 $28,473,979 2 0 14-15 10,732,191 11,212,291 4,249,068 2,541,327 1,002,948 29,737,825 2 0 15-16 11,009,178 12,538,443 4,740,344 2,674,453 1,087,791 32,050,209 2 0 16-17 9,734,032 14,499,567 5,417,254 3,078,175 1,179,840 33,908,868 2 0 17-18 10,457,497 15,393,096 5,619,769 3,373,843 1,144,180 35,988,385 2 0 18-19 10,927,284 15,918,181 6,248,573 3,476,769 1,176,345 37,747,152 2 0 19-2 0 11,788,206 15,114,426 5,110,558 3,456,846 1,132,375 36,602,411 2 0 2 0-2 1 11,723,491 17,868,738 7,132,691 3,728,157 1,200,211 41,653,288 2 0 2 1-2 2 12,317,409 20,398,804 9,803,368 3,722,574 1,402,559 47,644,714 2 0 2 2-2 3 13,165,625 20,218,493 9,824,200 2,900,266 1,499,813 47,608,397 Figure 2: City Demographics
Ye a r Po p u l a t i o n
Pe r s o n a l
In c o m e p e r
Ca p i t a
Co u n t y
Un e m p l o ym e n t Ra t e Median Age
Pe r c e n t o f
Po p u l a t i o n
with High
Sc h o o l
De g r e e
Pe r c e n t o f
Po p u l a t i o n
w i t h
Ba c h e l o r ’ s
De g r e e
2 0 13 30,469 $ 26,574 6.2% 35.1 85.0% 20.9%
2 0 14 30,423 27,710 6.3% 35.2 85.2% 21.4%
2 0 15 31,398 27,567 5.2% 35.1 84.0% 22.6%
2 0 16 31,745 27,265 4.8% 36.0 83.8% 21.6%
2 0 17 31,559 29,100 3.8% 35.4 85.2% 23.5%
2 0 18 31,244 30,607 2.9% 36.8 84.2% 23.8%
2 0 19 31,221 32,436 2.7% 38.4 84.2% 23.8%
15 DRAFT
the $6 to $7 million range will likely require reductions in these services to amount of street repair funding. If road repair funding is not sustained at $6 to $7 pavement condition will worsen significantly, creating safety and aesthetic issues, particularly on the westside of

DEMOGRAPHICS AND OTHER ECONOMIC STATISTICS
General Fund Tax Revenue History
Sales & Use
TOT
Fr a n c h i s e
10,475,126 $3,983,191
11,212,291 4,249,068
12,538,443 4,740,344
9,734,032 14,499,567
10,457,497 15,393,096
15,918,181
15,114,426
17,868,738
Attachment 1
Ye a r Po p u l a t i o n
Pe r s o n a l
In c o m e p e r
Ca p i t a
Co u n t y
Un e m p l o ym e n t Ra t e Me d i a n Ag e
Pe r c e n t o f
Po p u l a t i o n
w i t h Hi g h
Sc h o o l
De g r e e
Pe r c e n t o f
Po p u l a t i o n
w i t h
Ba c h e l o r ’ s
De g r e e
2 0 2 0 31,073 33,593 7.9% 38.7 85.7% 24.4%
2 0 2 1 31,176 35,326 5.5% 39.0 88.1% 24.8%
2 0 22 30,692 37,559 3.0% 38.4 88.1% 26.1%
Figure 3: Average Climate
© WeatherSpark.com
Figure 4: Net Taxable Property Assessed Value History
Fi s c a l
Ye a r Se c u r e d Un s e c u r e d SBE No n u n i t a r y Ne t To t a l
As s e s s e d Va l u e % Ch a n g e
2 0 11-12 $3,320,211,027 $ 179,895,434 $ 275,500 $3,500,381,961 -2.63% 2 0 12-13 3,338,940,246 181,951,535 162,043 3,521,053,824 0.59% 2 0 13-14 3,512,797,978 198,819,937 162,043 3,711,779,958 5.42% 2 0 14-15 3,766,061,968 210,454,029 162,043 3,976,678,040 7.14% 2 0 15-16 3,977,258,572 215,545,627 162,043 4,192,966,242 5.44% 2 0 16-17 4,200,930,981 224,084,154 162,043 4,425,177,178 5.54% 2 0 17-18 4,463,527,835 209,853,159 155,000 4,673,535,994 5.61% 2 0 18-19 4,725,133,236 234,626,655 155,000 4,959,914,891 6.13% 2 0 19-2 0 5,003,361,641 243,605,442 155,000 5,247,122,083 5.79% 2 0 2 0-2 1 5,245,228,372 247,137,563 555,000 5,492,920,935 4.68% 2 0 2 1-2 2 5,450,929,313 248,923,911 555,000 5,700,408,224 3.78% 2 0 2 2-2 3 5,810,274,446 285,812,712 598,400 6,096,685,558 6.95% 16 DRAFT © WeatherSpark.com
Figure 4: Net Taxable Property Assessed Value History
Attachment 1
Figure 5: Property Tax Dollar Breakdown
-
1,000.00
2,000.00
3,000.00
4,000.00
5,000.00
6,000.00
7,000.00
2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 Millions
Net Taxable Property Assessed Value History
Secured Unsecured SBE Nonunitary
Paso Robles Unified,

0.3864
ERAF Share of County
General Fund,

0.07395
County General Fund,

0.192
ERAF Share of Paso
Robles General Fund,

0.06584
Paso Robles General
Fund, 0.1764
SLO County
Community College,

0.0563
County School
Service, 0.0334
Paso Robles
Cemetary, 0.00872
SLO County Flood
Control, 0.00338
Nacimiento Water
Control, 0.00274 Air Pollution Control,

0.00089
$-
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
17 DRAFT
Property Tax Dollar Breakdown
SBE Nonunitary
Paso Robles General
County School
Service, 0.0334
Nacimiento Water
, 0.00274 Air Pollution Control
Attachment 1
Figure 6: Top 25 Sales and Use Tax Producers (in alphabetical order) • Albertsons
• Arco AM PM
• Big Creek Lumber
• Borjon Auto Center Buick GMC
• Eagle Energy 76
• Firestone Walker Brewery
• Golden Hill Mobil
• Idler’s Home
• JB Dewar
• Lowes
• McDonald’s
• Mullahey Chrysler Dodge J eep Ram
• Paso Robles Chevrolet
• Paso Robles Ford
• Paso Robles Kia
• Pellenc America
• Ross
• Sky River RV
• Smart and Final
• South Paso Chevron
• Target
• Third Base Market & Spirits
• TJ Maxx
• Valero
• Walmart
Figure 7: Top Ten Principal Employers

1. Paso Robles Joint Unified School District

2. Firestone Walker, Inc.

3. City of El Paso de Robles

4. Walmart

5. Allegretto Vineyard Resort

6. Pearce Services, LLC

7. Trelleborg Sealing Solutions Tustin, Inc.

8. Target

9. Applied Technologies

10. Wilkins Regulator Division of Zurn
18 DRAFTEmployers

6. Pearce Services, LLC

7. Trelleborg Sealing Solutions Tustin, Inc.

8. Target

9. Applied Technologies

10. Wilkins Regulator Division of Zurn
Attachment 1

CITY OF PASO ROBLES
Summary of City Council Adopted Goals
2024–2026
A. TRANSPORTATION AND INFRASTRUCTURE
Initiative Department Timeline Metric/Deliverables

1. Complete previously approved street
maintenance plan projects funded by
Measure E-12
PW, Util 25-26+ PCI index at next PCI
study interval

2. Improve traffic circulation and facilitate
development of Gateway project by
completing the design and funding plan
for Vine Street Road Realignment and
Bridge Construction

CMO, AS,
PW, CDD 24-25
100% design plans
approved, and funding
agreement(s) signed

3. Submit Trade Corridor Enhancement
Program Cycle 4 Grant Application to
fund right of way and construction costs
for the State Route 46/Union Road
Overcrossing Project

CMO, PW,
CDD,
Caltrans,
SLOCOG
24-25 Submittal of
application

4. Guide the orderly and timely
development of the airport to meet
current and future facility needs by
completing the Airport Master Plan
Update
PW 25-26 FAA approval and CC
adoption; RFP issued

5. Complete annexation of City-owned
property at landfill and solicit proposals
for the development of a Regional
Renewable Energy Park focused on the
reduction of greenhouse gas emissions
and the destruction of PFAS
Util 25-26+
Recordation of
annexation; issuance
of RFP

6. Reduce cost to taxpayers and improve
safety within the City by completing the
street light master plan study to: identify
lighting deficiency areas; determine
feasibility of City ownership of street
lights; and identify optimal fixture types
PW 25-26
Study is received by
City Council; Phase I
improvements
funded, and
ownership change
initiated

7. Reduce instances of vandalism and to
ensure the public can conduct business
in a safe and productive environment by
implementing safety and security
measures at City facilities
PW 25-26+
Implement safety
elements as identified
in assessment

8. Extend the useful life and/or replace
City facilities by conducting a facility
inventory and implementing an asset
management system to complete a
comprehensive facilities master plan
PW 24-25
Add Business Analyst
position; Cartegraph
fully implemented and
integrated into daily
operations
19 DRAFTSLOCOG
24-25
PW 25
owned
olicit proposals
for the development of a Regional
Renewable Energy Park focused on the
reduction of greenhouse gas emissions
and the destruction of PFAS
Reduce cost to taxpayers and improve
ompleting the
Attachment 1

CITY OF PASO ROBLES
Summary of City Council Adopted Goals
2024–2026
A. TRANSPORTATION AND INFRASTRUCTURE
Initiative Department Timeline Metric/Deliverables

9. Encourage creativity, collaboration and
connection among City staff and the
public by resolving space needs and
creating welcoming, functional
workspaces at City Hall/Library,
Centennial Park, and Corporation Yard
CMO, PW 25-26+ Space study contracts
awarded

10. Reduce traffic congestion by
evaluating and optimizing traffic signal
operations citywide with focus on
Creston, Niblick, 13th and 24th Streets
PW 25-26
Optimized traffic
signal system in place
on Creston, Niblick,
13th and 24th Streets

11. Enhance resident and visitor
experience by constructing beautification
projects at City gateways at: 1st and
Spring; 36th and Spring; 24th and Spring;
Wing Way; Airport; and the Train Station
CMO, PW 24-25
Landscape designs
approved;
construction
contracts awarded

12. Protect City infrastructure and
undertake storm event mitigation work by
revising and upgrading the Stormwater
Drainage Master Plan and addressing
risks on South and North River Road
PW 25-26+ Master plan updated

13. Improve City service capacity and
responsiveness by constructing a new
Corporation Yard to include Utilities
Department offices and Landscape,
Facilities, and Fleet Maintenance shops
PW 25-26+
Planning Commission
and City Council
approval; design
completion; begin
construction

14. Mitigate safety concerns and
encourage community recreational use
on the Salinas Riverwalk Trail by designing
and installing new trail lighting in
partnership with the REC Foundation
PW, CS 25-26 Install new lighting

15. Improve bicycle and pedestrian safety
and mobility by advancing design of the
Salinas River Trail connection plan to fully
connect the Salinas River Trail to the
Centennial Trail, Niblick Road, Stoney
Creek Trail, Rambouillet Trail, Paso
Robles Street and the downtown

PW, CS,
CDD 25-26+ 30% concept plan completed

16. Increase pedestrian safety and
visibility by implementing the 13th &
Railroad Street Pedestrian Crossing
Enhancement with Railroad Street
Streetscape elements
PW, CDD 25-26
Plans, Specifications,
and Estimates (PS&E)
completed
20 DRAFTCMO, PW 24-25
Landscape designs
undertake storm event mitigation work by
Drainage Master Plan and addressing
risks on South and North River Road
PW
service capacity and
responsiveness by constructing a new
Corporation Yard to include Utilities
Department offices and Landscape,
and Fleet Maintenance shops
Mitigate safety concerns and
encourage community recreational use
Attachment 1

CITY OF PASO ROBLES
Summary of City Council Adopted Goals
2024–2026
B. PUBLIC SAFETY SERVICES
Initiative Department Timeline Metric/Deliverables

1. Ensure public safety, protect the
environment, enforce illegal conduct, and
better manage quality of life issues
associated with individuals actively
ignoring public health and safety in public
spaces by updating the City Municipal
Code to align local regulations with
judicial, state, and federal rulings

CMO, CA,
PD, F&ES 25-26+ Adopt applicable ordinances

2. Respond to all emergencies in 4-
minutes or less, 90% of the time by
implementing a paramedic squad to
enhance distribution of Advanced Life
Support services
F&ES 25-26
Onboard six additional
firefighter and
engineer and place
squad in service

3. Reduce ambulance response times by
10% and leverage federal reimbursements to provide equitable prehospital emergency medical services by working
collaboratively with SLO County, 7-Cities,
and districts
F&ES 25-26+
Complete system
valuation update and
legal opinion

4. Seek to meet the State training
requirements, address evolving changes
in use of force, defensive tactics, fire,
rescue, emergency medical response,
and strengthen ISO rating by completing
the Public Safety Training Center
PD, F&ES 24-25
Complete training
tower and road
improvements;
complete training
classroom

5. Strengthen overall community
preparedness, awareness, and resilience
and conduct two EOC training drills for
city staff to increase EOC position
proficiency and update emergency
response plans
F&ES 25-26
Present Emergency
Operations Plan to
Disaster Council/City
Council; update all
EOC annexes

6. Ensure life safety and enhance
firefighting capabilities by conducting and
recording inspections of all public and
private fire and life safety systems as
required by CCR Title 19 and the
California Fire Code
F&ES 25-26+
Monitor compliance
engine and water
department data to
ensure systems are
meeting CCR T-19
standards
21 DRAFT25-26 engineer and place
squad in service
F&ES 25 emergency medical services by working
Cities,
Seek to meet the State training
requirements, address evolving changes
in use of force, defensive tactics, fire,
rescue, emergency medical response,
and strengthen ISO rating by completing
the Public Safety Training Center
Attachment 1

CITY OF PASO ROBLES
Summary of City Council Adopted Goals
2024–2026
C. CULTURAL, RECREATIONAL, AND OPEN SPACES
Initiative Department Timeline Metric/Deliverables

1. Continue to implement the City
Council-approved Library Strategic Plan
by establishing bookmobile service and
strengthening services for teens
a. Increase access to library
resources and remove barriers to
service by establishing
bookmobile service throughout
the community
CS 24-25
Acquire bookmobile
and establish monthly
stops
b. Strengthen services and
opportunities for teens through
volunteerism, collection
development, and programming
by hiring a Teen Services Librarian
position
CS 25-26
Add Teen Services
Librarian position and
establish monthly
programs at the teen
center
B. PUBLIC SAFETY SERVICES
Initiative Department Timeline Metric/Deliverables

7. Increase overall proficiency and
consistency of department personnel by
implementing targeted emergency
response training and education
programs, resulting in 100% compliance
of training mandates and local and state
reporting requirements
F&ES 24-25
Hire Training Officer
and complete Public
Safety Training Facility

8. Elevate recruitment efforts to attract
and retain highly qualified sworn police
candidates by retaining a marketing firm
to reach prospective new recruits and
laterals
PD 25-26+
Hire the (17) currently
budgeted and vacant
police officer
positions

9. Effectively respond to emergencies and
mitigate risks across the community by
conducting a comprehensive Community
Risk Assessment and Standards of Cover
Study to determine appropriate allocation
of resources, personnel, equipment, and
funding
PD, F&ES 24-25
City Council receipt of
Standards of
Coverage Study
22 DRAFT
C. CULTURAL, RECREATIONAL, AND OPEN SPACES
Continue to implement the City
approved Library Strategic Plan
by establishing bookmobile service and
25-26+
Risk Assessment and Standards of Cover
Study to determine appropriate allocation
of resources, personnel, equipment, and
PD, F&ES 24
Attachment 1

CITY OF PASO ROBLES
Summary of City Council Adopted Goals
2024–2026
C. CULTURAL, RECREATIONAL, AND OPEN SPACES
Initiative Department Timeline Metric/Deliverables

2. Continue to implement the City
Council-approved Recreation Services
Strategic Plan by augmenting teen
services at Centennial Park, reestablishing mobile recreation services, supporting, and providing culturally
diverse events, and expanding volunteer
opportunities
a. Expand Teen Center services and
access to recreational activities
throughout the community
through a mobile recreation
program
CS 24-25
Add Recreation
Services Program
Coordinator position
b. Support and provide culturally
diverse events by partnering with
community partners, non-profit
groups, other City departments to
host and support events
CS 25-26
Add a part-time Staff
Assistant to assist
with program support
c. Expand Recreation Services
volunteer opportunities by
developing a year-round program
and establishing volunteer
agreements with Cal Poly and
Cuesta College
CS 25-26+
Secure and train four
volunteers; and
execute volunteer
agreement with Cal
Poly and Cuesta
College

3. Enhance the lives of Paso Robles
residents and visitors by reviewing and
updating the Arts in Public Places
ordinance and related process and
procedures

CMO, AS,

PW, CS,
CDD
24-25
Working group
recommendations
presented to City
Council
23 DRAFT24-25 Services Program
Coordinator position
other City departments to
CS 25
xpand Recreation Services
volunteer opportunities by
round program
and establishing volunteer
agreements with Cal Poly and
the lives of Paso Robles
Attachment 1

CITY OF PASO ROBLES
Summary of City Council Adopted Goals
2024–2026
D.HOMELESSNESS RESPONSE
Initiative Department Timeline Metric/Deliverables

1. Initiate implementation of the City
Council-approved Strategic Plan to
Address Homelessness
AS, CS 24-25
Add Homeless
Services Manager
position
a. Conduct a financial needs
assessment to determine funding
needs and potential funding
options needed to complete plan
objectives and develop a budget
that supports priorities of the plan
AS, CS 24-25
Completed report
which includes plan
prioritization and
estimated costs
b. Implement a communication plan
to share the Paso Robles Strategic
Plan to Address Homelessness
with the community
CS 24-25
Launch re-designed
Homeless Services
webpage and initiate
quarterly City Council
reporting
c. Work with the County and North
County neighboring jurisdictions
to establish North County
Homelessness Collaborative
CS 25-26 Establish quarterly
meeting schedule
d. In collaboration with the County
and other service providers,
increase capacity for low barrier
mental health services, detox, and
substance abuse services
CS 25-26+
Establish baseline by
completing inventory
report
e. Develop partnerships with key
stakeholders to identify and fill
current gaps in housing continuum
CS, CDD 25-26+
Establish targets by
completing inventory
report to include
emergency,
transitional, acutely
low, extremely low,
very low, and
affordable housing
24 DRAFT24-25
Launch re
Homeless Services
webpage
quarterly City Council
Homelessness Collaborative
CS
In collaboration with the County
and other service providers,
increase capacity for low barrier
mental health services, detox, and
substance abuse services
Attachment 1

CITY OF PASO ROBLES
Summary of City Council Adopted Goals
2024–2026
E.COMMUNITY AND ECONOMIC DEVELOPMENT
Initiative Department Timeline Metric/Deliverables

1. Facilitate development of multiple
parcels and create a redundant local
transportation route by advancing the Mill
Road Annexation Strategy

CMO, AS,
CDD 25-26+
Financing plan,
property owner
MOU's, EIR contract

2.Meet 2028 Regional Housing Needs
Allocation cycle targets, increase housing
supply and affordability by engaging
owners of vacant or underutilized
properties to educate and assist in
facilitating the entitlement of multi-family
housing
CDD 25-26+ Entitle 100 rental units
per year

3.Conduct Tourism Impact Study to
better understand the fiscal benefits and
service demand impacts on the
community
CMO 24-25 Completion of study

4.Continue Spaceport Licensing Process
including evaluating Spaceport License
Project Management vendors
CMO 25-26+ Present findings to
City Council

5.Implement City Council approved
North County Broadband Strategic Plan to
increase internet service provider options
and service levels to all residents and
businesses, including the airport area by
completing a City-wide middle mile
broadband conceptual plan

CMO, AS,
PW, Util 24-25
Receipt and approval
of the plan by City
Council

6. Increase affordable housing units by
partnering with the Paso Robles Housing
Authority and/or the Housing Authority of
San Luis Obispo to identify at least three
new locations for potential affordable
housing projects and pursue funding to
purchase property and/or renovate or
construct the units
CMO, CDD 25-26+
Present a summary
report to the City
Council that identifies
three prospective
sites for affordable
housing, including a
funding plan
25 DRAFT CMO 24-25

4.Continue Spaceport Licensing Process
including evaluating Spaceport License CMO

5. Implement City Council approved
North County Broadband Strategic Plan to
increase internet service provider options
and service levels to all residents and
businesses, including the airport area by
wide middle mile
Attachment 1

CITY OF PASO ROBLES
Summary of City Council Adopted Goals
2024–2026
F. ENGAGED AND RESPONSIVE GOVERNMENT
Initiative Department Timeline Metric/Deliverables

1. Maintain General Fund reserves at
policy levels of 30% of revenues to
mitigate the City from unforeseen fiscal
circumstances, economic downturns,
and to provide an initial buffer against
service impacts
CMO, AS Ongoing
Maintain estimated
reserve funded status
as of June 30, 2026

2. Engage and empower residents by
holding two resident academies to
immerse members of the community into
city operations, services, and projects
CMO 25-26+ Number of academy
"graduates"

3. Develop organizational vision, mission,
values statements to clearly
communicate core beliefs of the
organization that guide operational
decisions, customer-centric service, and
fiscal stewardship
CC, CMO 24-25 Adoption of Mission,
Vision, and Values

4. Undertake collaborative opportunities
to advance key projects of the City
through engagement with regional, state
and federal representatives by updating
City's Legislative Platform and issuing a
RFP for legislative advocacy resources
CMO 25-26+
Number of
engagements and
specific outcomes

5. Complete Classification and
Compensation Study; Prioritize
Implementation
CMO, AS 24-25+
City Council receive
report; Approve MOU
with labor unions
(current agreements
expire 12/31/25)

6. Adopt a Compensation Philosophy CC, CMO,
AS 24-25 City Council adoption of plan

7. Improve employee recruitment,
retention, and recognition by
implementing a range of resources, tools,
policies, and programs
a. Develop a Hiring Incentive Policy
including the establishment of a
list of guidelines and parameters
management can implement
when a key position becomes
AS 24-25 City Council approval
26 DRAFT26+
CC, CMO 24-25 Adoption of Mission,
Undertake collaborative opportunities
through engagement with regional, state
and federal representatives by updating
City's Legislative Platform and issuing a
RFP for legislative advocacy resources
CMO
Complete Classification and
; Prioritize
Attachment 1

CITY OF PASO ROBLES
Summary of City Council Adopted Goals
2024–2026
F. ENGAGED AND RESPONSIVE GOVERNMENT
Initiative Department Timeline Metric/Deliverables
vacant, such as, but not limited to,
pausing all other recruitments,
hiring a recruiting firm, offering
hiring incentives, retention
incentives, moving allowances,
etc. as well when it is appropriate
to over hire (e.g., Airport Manager
shadowing)
b. Expand Employee Development
Opportunities:
• Update the City's Education
Reimbursement Policy to
review allowances/limits, paid
time while at school, and/or
eligible courses;
• Provide biannual professional
employee development such
as 365 Evaluations, StrengthsFinder, DISC assessments; • Review the City's
organizational structure with
the emphasis of providing
support around key positions
All Dept 25-26+
City Council-approved
policy; assessments
and evaluations
conducted; sessions
held

8. Recognize high performing individuals
and teams by establishing a formal,
Citywide employee recognition program
CMO 25-26+
Implement program
and hold employee
recognition events
27 DRAFT All Dept 25
development such
as 365 Evaluations, StrengthsFinder, DISC assessments; organizational structure with
the emphasis of providing
support around key positions
Recognize high performing individuals
and teams by establishing a formal,
Citywide employee recognition program
Attachment 1

THIS PAGE IS INTENTIONALLY LEFT BLANK
28 DRAFT
Attachment 1
Fina ncial Su m m aries
a nd Fu nd Over views
DRAFT
Attachment 1
DRAFT
Attachment 1

THIS PAGE IS INTENTIONALLY LEFT BLANK
29 DRAFT
Attachment 1

CITY OF EL PASO DE ROBLES

SUMMARY OF SOURCES AND USES OF FUNDS AND ESTIMATED RESERVE BALANCES Adopted Budget
For Fiscal Year 2024Ͳ25
Operating Funds
Estimated
Revenues Proceeds of Debt Total Sources
Personnel
Services
100 General $      54,159,900 $                         Ͳ $      54,159,900 $      34,255,600 103 Measure JͲ20 Supplemental Sales Tax         13,455,500                            Ͳ         13,455,500            8,767,400 238 Downtown Parking                            Ͳ                            Ͳ                            Ͳ                            Ͳ 308 L&L Maintenance District            2,363,000                            Ͳ            2,363,000               181,600 600 Water         20,257,000                            Ͳ         20,257,000            3,269,500 601 Wastewater         14,997,000                            Ͳ         14,997,000            3,650,200 602 Airport            2,087,500                            Ͳ            2,087,500               629,900 610 Recycled Water                 10,600         12,761,400         12,772,000               224,200 612 Solid Waste            1,390,000                            Ͳ            1,390,000               198,900 Internal Service Funds
112 Information Technology                            Ͳ                            Ͳ                            Ͳ               910,600 125 Fleet & Equipment                            Ͳ                            Ͳ                            Ͳ               494,600 128 Risk Management                 52,000                            Ͳ                 52,000                 99,400 Capital Project Fund
101 Capital Improvement Program (CIP)            7,551,000         11,000,000         18,551,000                            Ͳ Special Revenue Funds
111 American Rescue Plan Act (ARPA)                 50,000                            Ͳ                 50,000                            Ͳ 115 Economic Vitality (SB 1090)                 32,000                            Ͳ                 32,000                            Ͳ 117 Supplemental Law Enforcement Service (SLESF) 205,000                                           Ͳ               205,000                            Ͳ 127 Facility Deferred Maintenance/Replacement                 20,000                            Ͳ                 20,000                            Ͳ 200 State Gas Tax               890,000                            Ͳ               890,000                            Ͳ 206 Transportation Development Act                 32,000                            Ͳ                 32,000                            Ͳ 207 Transit               825,000                            Ͳ               825,000                            Ͳ 209 Road Maintenance/Rehabilitation Account (SB 1) 802,500                                           Ͳ               802,500                            Ͳ 210 Voluntary Certified Access Specialist Program                 15,000                            Ͳ                 15,000                            Ͳ 211 Police Development Impact Fee                 23,800                            Ͳ                 23,800                            Ͳ 212 Fire Development Impact Fee               399,800                            Ͳ               399,800                            Ͳ 213 Traffic Impact Fee               904,900                            Ͳ               904,900                            Ͳ 216 Parks and Recreation Impact Fee               204,800                            Ͳ               204,800                            Ͳ 223 Library Development Impact Fee               545,800                            Ͳ               545,800                            Ͳ 225 Union Rd/Hwy 46 Specific Plan                 10,000                            Ͳ                 10,000                            Ͳ 227 Community Development Block Grant                            Ͳ                            Ͳ                            Ͳ                            Ͳ 228 Borkey Specific Plan                    2,000                            Ͳ                    2,000                            Ͳ 231 General Government Development Impact Fee            1,109,800                            Ͳ            1,109,800                            Ͳ 232 Chandler Ranch Specific Plan            1,689,500                            Ͳ            1,689,500                            Ͳ 233 Cal Home Loan Program                    3,500                            Ͳ                    3,500                            Ͳ 235 Airport Road Specific Plan                            Ͳ                            Ͳ                            Ͳ                            Ͳ 236 Olsen Beechwood Specific Plan            1,026,500                            Ͳ            1,026,500                            Ͳ 401 Senior Citizens Trust                       500                            Ͳ                       500                            Ͳ 403 Pension Trust               700,000                            Ͳ               700,000                            Ͳ 409 Public, Education and Government Access                 60,000                            Ͳ                 60,000                            Ͳ 611 Landfill Closure, Postclosure & Corrective Action                 20,000                            Ͳ                 20,000                            Ͳ Debt Service Funds
506 Measure D GO Bonds            1,827,700                            Ͳ            1,827,700                            Ͳ Citywide Total $    127,723,600 $      23,761,400 $    151,485,000 $      52,681,900

SOURCES
30 DRAFT
Ͳ
Ͳ Ͳ
DRAFT                                                       ͲDRAFT Ͳ
DRAFT
Ͳ
DRAFT                                                       ͲDRAFT Ͳ
DRAFT
7,551,000                  11,000,000
50,000
32,000
(SLESF) 205,000
20,000 Ͳ
DRAFT 890,000 DRAFT
32,000 Ͳ
DRAFT
207 Transit 825,000 DRAFT                Ͳ
DRAFT                Ͳ
Maintenance/Rehabilitation DRAFTAccount (SB 1) 802,500
Specialist Program
Fee
Attachment 1
Operating
Expenses Debt Service Capital Outlay Total Uses Transfers In Transfers Out $      12,146,600 $            205,500 $              50,500 $      46,658,200 $            951,500 $      14,781,100 $      13,077,247 417,000                            Ͳ                 26,000            9,210,400                            Ͳ            4,000,000            5,932,319 Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ 2,182,900                            Ͳ                            Ͳ            2,364,500                            Ͳ                            Ͳ            1,592,348 10,786,200               670,500            4,935,500         19,661,700                            Ͳ            1,554,800            4,701,353 2,512,300            3,629,800            3,350,900         13,143,200                            Ͳ            1,236,300            9,448,650 291,200                 49,500            1,390,000            2,360,600                            Ͳ               237,900              726,980 5,000                           Ͳ         12,761,400         12,990,600               262,300                            Ͳ                 50,190 570,900                            Ͳ            2,453,700            3,223,500            1,627,500               276,600              (482,600) 1,011,300                            Ͳ            1,071,030            2,992,930            2,551,000                            Ͳ            1,316,926 853,000                 85,800            1,002,600            2,436,000            3,743,800                            Ͳ            4,131,294 2,138,000                            Ͳ                            Ͳ            2,237,400            2,199,700                            Ͳ               701,210 Ͳ                            Ͳ         44,819,700         44,819,700         25,117,200                            Ͳ            7,931,669 Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ               106,000                            Ͳ 120,000                            Ͳ                            Ͳ               120,000                            Ͳ                            Ͳ               175,691 Ͳ                            Ͳ               340,000               340,000                            Ͳ                           Ͳ               675,970 Ͳ                            Ͳ                            Ͳ                            Ͳ               750,000               909,500               956,823 Ͳ                            Ͳ            1,675,000            1,675,000                            Ͳ                            Ͳ                    1,136 Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ               444,452 Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                (13,298) Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ            1,836,800                 51,592 Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ               129,697 Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ              (371,067) Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ            1,434,488 Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ            5,690,100        (11,184,525) Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ            4,791,615 Ͳ                           Ͳ                           Ͳ                            Ͳ                            Ͳ                            Ͳ            2,717,839 Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ               168,534 Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                 44,124 315,100                            Ͳ                            Ͳ               315,100                            Ͳ                            Ͳ                            Ͳ Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ            5,196,400               427,956 Ͳ            1,690,200                            Ͳ            1,690,200                            Ͳ                            Ͳ                            Ͳ Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ               445,102 Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ              (153,222) Ͳ            1,027,500                            Ͳ            1,027,500                            Ͳ                            Ͳ                            Ͳ 20,000                            Ͳ                            Ͳ                 20,000                            Ͳ                            Ͳ                 45,471 35,000                            Ͳ                            Ͳ                 35,000                            Ͳ                           Ͳ         10,821,492 Ͳ                           Ͳ               250,000               250,000                            Ͳ                            Ͳ               225,073 Ͳ                            Ͳ                            Ͳ                            Ͳ               250,000            1,627,500            3,317,573 2,000            2,250,700                            Ͳ            2,252,700                            Ͳ                            Ͳ            1,346,960 $      33,406,500 $        9,609,500 $      74,126,330 $    169,824,230 $      37,453,000 $      37,453,000 $      65,627,062

USES INTERFUND TRANSFERS
Estimated
Unappropriated
Reserves
6/30/2025
31 DRAFT1,627,500
2,551,000
3,743,800
2,199,700
44,819,700                  25,117,200
Ͳ
120,000
340,000               340,000
Ͳ                            Ͳ
1,675,000                        1,675,000
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ

Attachment 1

CITY OF EL PASO DE ROBLES

SUMMARY OF SOURCES AND USES OF FUNDS AND ESTIMATED RESERVE BALANCES Adopted Budget
For Fiscal Year 2025Ͳ26
Operating Funds
Estimated
Revenues Proceeds of Debt Total Sources
Personnel
Services
100 General $      53,520,700 $ Ͳ $      53,520,700 $      35,580,400 103 Measure JͲ20 Supplemental Sales Tax         13,877,000 Ͳ         13,877,000         10,458,000 238 Downtown Parking Ͳ Ͳ Ͳ Ͳ
308 L&L Maintenance District            2,480,000 Ͳ            2,480,000               188,100 600 Water         21,624,000 Ͳ         21,624,000            3,628,500 601 Wastewater         16,015,000 Ͳ         16,015,000            3,785,100 602 Airport            1,516,000 Ͳ            1,516,000               791,300 610 Recycled Water         13,240,600 Ͳ         13,240,600               239,400 612 Solid Waste            1,390,000 Ͳ            1,390,000               201,600 Internal Service Funds
112 Information Technology Ͳ Ͳ Ͳ               943,800 125 Fleet & Equipment Ͳ Ͳ Ͳ               518,200
128 Risk Management                 52,000 Ͳ                 52,000               106,100 Capital Project Fund
101 Capital Improvement Program (CIP)         14,300,000         10,577,700         24,877,700 Ͳ Special Revenue Funds
111 American Rescue Plan Act (ARPA) Ͳ Ͳ Ͳ Ͳ
115 Economic Vitality (SB 1090)                 32,000 Ͳ                 32,000 Ͳ 117 Supplemental Law Enforcement Service (SLESF) 205,000                Ͳ               205,000 Ͳ 127 Facility Deferred Maintenance/Replacement 1,000 Ͳ 1,000 Ͳ 200 State Gas Tax               934,500 Ͳ               934,500 Ͳ 206 Transportation Development Act                 32,000 Ͳ                 32,000 Ͳ 207 Transit               825,000 Ͳ               825,000 Ͳ 209 Road Maintenance/Rehabilitation Account (SB 1) 842,600                Ͳ               842,600 Ͳ 210 Voluntary Certified Access Specialist Program                 15,000 Ͳ                 15,000 Ͳ 211 Police Development Impact Fee                 13,200 Ͳ                 13,200 Ͳ 212 Fire Development Impact Fee               544,700 Ͳ               544,700 Ͳ 213 Traffic Impact Fee            1,075,600 Ͳ            1,075,600 Ͳ 216 Parks and Recreation Impact Fee               231,200 Ͳ               231,200 Ͳ 223 Library Development Impact Fee               681,200 Ͳ               681,200 Ͳ 225 Union Rd/Hwy 46 Specific Plan                 10,000 Ͳ                 10,000 Ͳ 227 Community Development Block Grant Ͳ Ͳ Ͳ Ͳ
228 Borkey Specific Plan Ͳ Ͳ Ͳ Ͳ
231 General Government Development Impact Fee            1,514,700 Ͳ            1,514,700 Ͳ 232 Chandler Ranch Specific Plan Ͳ Ͳ Ͳ Ͳ
233 Cal Home Loan Program 3,500 Ͳ 3,500 Ͳ
235 Airport Road Specific Plan Ͳ Ͳ Ͳ Ͳ
236 Olsen Beechwood Specific Plan Ͳ Ͳ Ͳ Ͳ
401 Senior Citizens Trust 200 Ͳ 200 Ͳ
403 Pension Trust               700,000 Ͳ               700,000 Ͳ 409 Public, Education and Government Access                 60,000 Ͳ                 60,000 Ͳ 611 Landfill Closure, Postclosure & Corrective Action                 15,000 Ͳ                 15,000 Ͳ Debt Service Funds
506 Measure D GO Bonds            1,828,500 Ͳ            1,828,500 Ͳ Citywide Total $    147,580,200 $      10,577,700 $    158,157,900 $      56,440,500

SOURCES
32 DRAFTͲ
Ͳ
Ͳ
Ͳ
14,300,000         10,577,700
Ͳ
32,000
(SLESF) 205,000
1,000
934,500
32,000 Ͳ
DRAFT
207 Transit 825,000 DRAFT                Ͳ
DRAFT                Ͳ
Maintenance/Rehabilitation DRAFTAccount (SB 1) 842,600
Specialist Program
Fee
Attachment 1
Operating
Expenses Debt Service Capital Outlay Total Uses Transfers In Transfers Out $      12,724,400 $            205,500 $              16,000 $      48,526,300 $            845,500 $        7,320,700 $      11,596,447 16,500                            Ͳ                 22,000         10,496,500                            Ͳ            5,150,000            4,162,819 Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ 2,294,000                            Ͳ                            Ͳ            2,482,100                            Ͳ                            Ͳ            1,590,248 11,095,700               671,000            3,040,000         18,435,200                            Ͳ            1,331,200            6,558,953 2,211,000            3,627,100            4,248,000         13,871,200                            Ͳ            1,240,100         10,352,350 296,700                 49,500               485,000            1,622,500                            Ͳ               313,100              307,380 5,000                           Ͳ         13,230,000         13,474,400               265,100                            Ͳ                 81,490 440,900                            Ͳ            1,755,200            2,397,700            1,554,000               276,600              (212,900) 995,500                            Ͳ               448,300            2,387,600            2,568,400                            Ͳ            1,497,726 853,000                            Ͳ               486,500            1,857,700            3,516,300                            Ͳ            5,789,894 2,138,000                            Ͳ                            Ͳ            2,244,100            2,206,400                            Ͳ               715,510 Ͳ                            Ͳ         34,104,300         34,104,300            8,298,600                            Ͳ            7,003,669 Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ               207,691 Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ               880,970 Ͳ                           Ͳ                           Ͳ                           Ͳ               750,000            1,744,000                (36,177) Ͳ                            Ͳ               935,000               935,000                            Ͳ                            Ͳ                       636 Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ               476,452 Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ               811,702 Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ               842,600                 51,592 Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ               144,697 Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ              (357,867) Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ            1,979,188 Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ               122,000        (10,230,925) Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ               360,000            4,662,815 Ͳ                           Ͳ                           Ͳ                           Ͳ                            Ͳ                            Ͳ            3,399,039 Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ               178,534 Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                 44,124 Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ            1,942,656 Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ               448,602 Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ              (153,222) Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ 20,000                            Ͳ                            Ͳ                 20,000                            Ͳ                            Ͳ                 25,671 35,000                            Ͳ                            Ͳ                 35,000                            Ͳ                            Ͳ         11,486,492 Ͳ                            Ͳ                            Ͳ                            Ͳ                           Ͳ                           Ͳ              285,073 Ͳ                            Ͳ                            Ͳ                            Ͳ               250,000            1,554,000            2,028,573 2,000            2,251,500                            Ͳ            2,253,500                            Ͳ                            Ͳ               921,960 $      33,127,700 $        6,804,600 $      58,770,300 $    155,143,100 $      20,254,300 $      20,254,300 $      68,641,862 Estimated
Unappropriated
Reserves
6/30/2026

USES INTERFUND TRANSFERS
33 DRAFT1,554,000
2,568,400
3,516,300
2,206,400
34,104,300 8,298,600
Ͳ
Ͳ
Ͳ
Ͳ Ͳ 935,000 935,000
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ

Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
General Fund
FY 2021Ͳ22
Actual
FY 2022Ͳ23
Actual
FY 2023Ͳ24
Projected
FY 2024Ͳ25
Adopted
FY 2025Ͳ26
Adopted

REVENUES
Taxes
## Sales and Use Tax $ 20,398,804 $ 20,218,493 $ 20,350,989 $ 18,685,500 $ 14,029,800 ## Property Taxes 12,317,408 12,873,711 14,292,713 14,915,400 15,840,000 ## Transient Occupancy Tax 9,803,368 9,824,200 10,217,085 10,522,000 13,278,000 ## All Other Taxes 5,125,133 4,400,080 4,664,085 3,277,500 3,366,900 Subtotal Taxes 47,644,713 47,316,484 49,524,872 47,400,400 46,514,700 ## Charges for Services 2,528,717 2,547,621 2,597,389 2,832,000 2,947,000 ## Licenses and Permits 786,474 1,088,059 1,268,587 1,300,000 1,400,000 ## Fines and Forfeitures 22,727 148,380 182,507 146,600 152,200 ## Intergovernmental Revenues 97,187 890,611 1,265,081 382,000 397,700 ##Use of Money and Property 657,315 1,244,314 2,643,091 2,020,900 2,031,100 ##Other Revenues 294,953 93,140 71,966 78,000 78,000 ## Interfund Transfers In 907,159 971,019 904,000 951,500 845,500 Total Revenues 52,939,245 54,299,628 58,457,493 55,111,400 54,366,200

EXPENDITURES
City Council/City Manager's Office
Personnel Services            1,042,924            1,335,474            1,478,207            1,519,100            1,536,900 Operating Expenses               932,959            1,223,878            1,045,118            1,299,600            1,215,200 Debt Service                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ Capital Outlay                            Ͳ                  11,640                  78,360                            Ͳ                            Ͳ Total City Manager's Office            1,975,883            2,570,992            2,601,685            2,818,700            2,752,100 Administrative Services
Personnel Services            1,253,498           1,401,404            1,490,045           1,798,600            1,861,800 Operating Expenses               856,713               906,331            1,040,649            1,070,200            1,117,800 Debt Service                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ Capital Outlay                            Ͳ                            Ͳ                  30,000                            Ͳ                            Ͳ Total Administrative Services            2,110,211            2,307,735            2,560,694            2,868,800            2,979,600 Police
## Personnel Services            9,524,649          10,461,568          11,001,988          11,613,900          12,066,300 Operating Expenses            1,342,056            1,204,037            1,667,682            1,778,900            1,850,900 Debt Service                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ Capital Outlay                            Ͳ                  23,263                    9,800                            Ͳ                            Ͳ Total Police          10,866,705          11,688,868          12,679,470          13,392,800          13,917,200 Fire and Emergency Services
## Personnel Services            7,030,867            6,390,606            7,002,651            7,315,500            7,523,200 Operating Expenses               386,169               687,170               688,091               731,900               755,600 Debt Service                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ Capital Outlay               143,662               120,244               567,068                            Ͳ                            Ͳ Total Fire and Emergency Services 7,560,698                        7,198,020            8,257,810            8,047,400            8,278,800 Public Works
## Personnel Services            1,381,505            2,525,458            3,355,722            3,811,800            3,995,200 Operating Expenses            2,306,615            2,349,642            3,552,337            3,857,600            4,227,200 Debt Service               136,978               136,978               205,468               205,500               205,500 Capital Outlay                            Ͳ                  10,864               471,200                            Ͳ                            Ͳ Total Public Works            3,825,098            5,022,942            7,584,727            7,874,900            8,427,900 34 DRAFT1,265,081
2,643,091
71,966
904,000
58,457,493                    55,111,400
1,335,474                        1,478,207
1,223,878                        1,045,118
Ͳ
11,640
1,975,883                        2,570,992
1,253,498                      1,401,404
856,713               906,331
Ͳ
Ͳ
2,110,211
9,524,649
1,342,056
Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
General Fund
FY 2021Ͳ22
Actual
FY 2022Ͳ23
Actual
FY 2023Ͳ24
Projected
FY 2024Ͳ25
Adopted
FY 2025Ͳ26
Adopted
EXPENDITURES Ͳ continued
Community Services
## Personnel Services            2,805,673            2,774,444            3,561,298            4,158,900            4,409,300 Operating Expenses            2,176,527            1,963,983            1,574,278            2,106,400            2,206,100 Debt Service                  68,491                  68,536                            Ͳ                            Ͳ                            Ͳ Capital Outlay                  50,392                  18,811                  84,860                  10,500                  11,000 Total Community Services            5,101,083            4,825,774            5,220,436            6,275,800            6,626,400 Community Development
### Personnel Services            2,427,075            2,712,611            2,885,974            4,037,800            4,187,700 Operating Expenses               736,118               757,687               917,555            1,302,000            1,351,600 Debt Service                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ Capital Outlay                            Ͳ                            Ͳ                            Ͳ                  40,000                    5,000 Total Community Development            3,163,193            3,470,298            3,803,529            5,379,800            5,544,300 Utilities
# Personnel Services                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ Operating Expenses               437,239                            Ͳ                            Ͳ                            Ͳ                            Ͳ Debt Service                            Ͳ                            Ͳ                            Ͳ                            Ͳ                            Ͳ Capital Outlay                  32,325                            Ͳ                            Ͳ                            Ͳ                            Ͳ Total Utilities               469,564                            Ͳ                            Ͳ                            Ͳ                            Ͳ Transfers to Other Funds
Capital Project Fund            8,250,497          14,006,700            7,656,347            7,484,400                  80,000 IT Central Service Fund            1,122,298            1,448,164            1,569,600            1,978,100            1,991,200 Fleet Central Service Fund            2,081,826            2,398,523            2,343,855            2,667,600            2,592,600 Risk Mgmt Central Service Fund           1,783,370           1,358,700            1,427,700            1,901,000            1,906,900 Facility Replacement Fund               655,000            2,150,111               750,000               750,000               750,000 Pension Trust Fund               421,000                            Ͳ                            Ͳ                            Ͳ                            Ͳ Solid Waste Fund                            Ͳ               572,942               898,954                            Ͳ                            Ͳ Landfill Closure/Postclosure Fund               180,000                            Ͳ                            Ͳ                            Ͳ                            Ͳ Debt Service Fund               285,526               289,000                            Ͳ                            Ͳ                            Ͳ Landscape and Lighting Fund                            Ͳ                            Ͳ            1,051,600                            Ͳ                            Ͳ DT Parking Fund                            Ͳ                            Ͳ               681,708                            Ͳ                            Ͳ Riverwalk/Sunrise Transfer to DIF                            Ͳ           2,968,667                            Ͳ                            Ͳ                            Ͳ Total All Other Expenditures          14,779,517          25,192,807          16,379,764          14,781,100            7,320,700 Total Expenditures          49,851,952          62,277,436          59,088,115          61,439,300          55,847,000 Revenues Over/(Under) Expenditures 3,087,293                       (7,977,808)              (630,622)           (6,327,900)           (1,480,800) Estimated End of Year Budget Savings            2,320,100            2,415,200 FUND BALANCES Ͳ END OF YEAR $       28,013,577 $       20,035,769 $       19,405,147 $       15,397,347 $       16,331,747

SUMMARY OF GENERAL FUNDED CIP TRANSFERS
EͲ12 Road Maintenance Program 6,926,178 6,810,473 6,756,939 5,046,000 Ͳ 911 Data Communications (52,270) Ͳ Ͳ Ͳ Ͳ Citywide Fiber Optic Network 766,989 Ͳ 58,500 Ͳ Ͳ Continued on the following page
35 DRAFT

Ͳ
3,803,529
Ͳ Ͳ
DRAFT                                                       Ͳ ͲDRAFT                            Ͳ Ͳ
DRAFT
Ͳ
Ͳ                            Ͳ
Ͳ
Ͳ
8,250,497                    14,006,700
1,122,298            1,448,164
2,081,826            2,398,523
1,783,370           1,358,700
655,000            2,150,111
421,000
Ͳ
Fund               180,000
285,526

Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
General Fund
FY 2021Ͳ22
Actual
FY 2022Ͳ23
Actual
FY 2023Ͳ24
Projected
FY 2024Ͳ25
Adopted
FY 2025Ͳ26
Adopted
SUMMARY OF GENERAL FUNDED CIP TRANSFERS Ͳ continued
Niblick Rd Street Corridor                  16,600            2,854,000           (2,790,350) Ͳ Ͳ ADA Transition Plan Set Aside               500,000               374,227               500,000                  50,000                  50,000 DT Parking Lot Improvements                  93,000               800,000 Ͳ               800,000 Ͳ Huer Huero Creek Bridge Ͳ            1,030,000 Ͳ Ͳ Ͳ Traffic Signal Enhancements Ͳ               100,000               150,000 Ͳ Ͳ Mill Road Parallel Route Annexation Ͳ               430,000               130,000               500,000 Ͳ Library Improvements Ͳ Ͳ Ͳ               233,500 Ͳ
Drainage Basin Maintenance Ͳ               672,000 Ͳ               554,900                 30,000 South Vine Street Bridge Ͳ               868,000            1,333,100 Ͳ Ͳ Parking Structure Feasibility Ͳ                  68,000                (17,189) Ͳ Ͳ City Corporation Yard Ͳ Ͳ               218,000 Ͳ Ͳ
North River Road Bike/Pedestrian Ͳ Ͳ            1,000,000 Ͳ Ͳ City Hall Lobby Doors Ͳ Ͳ                  12,225 Ͳ Ͳ Bolen Street Sinkhole Remediation Ͳ Ͳ               305,122 Ͳ Ͳ Street Light Master Plan Ͳ Ͳ Ͳ               300,000 Ͳ Total General CIP Transfers            8,250,497          14,006,700            7,656,347            7,484,400                  80,000 36 DRAFT218,000
1,000,000
12,225
305,122
Ͳ
7,656,347
Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
Measure JͲ20 Supplemental Sales Tax Fund
FY 2021Ͳ22
Actual
FY 2022Ͳ23
Actual
FY 2023Ͳ24
Projected
FY 2024Ͳ25
Adopted
FY 2025Ͳ26
Adopted

REVENUES
##Measure JͲ20 Supplemental Tax $ 13,142,001 $ 13,327,879 $ 13,149,400 $ 13,375,500 $ 13,797,000 ## Intergovernmental Revenues 358,764 369,462 234,464 Ͳ Ͳ ##Use of Money and Property (250,162) 68,260 212,914 80,000 80,000 Total Revenues 13,250,603 13,765,601 13,596,778 13,455,500 13,877,000

EXPENDITURES
Police
Personnel Services               355,883               932,990            2,959,629            5,232,900            5,567,600 Operating Expenses                  64,404                  45,101                    1,614               285,000                            Ͳ Capital Outlay                            Ͳ                            Ͳ                  65,910                            Ͳ                            Ͳ Total Police               420,287               978,091            3,027,153            5,517,900            5,567,600 Fire and Emergency Services
Personnel Services               666,468            1,972,770            2,502,225            3,118,400            4,451,400 Operating Expenses                  15,945                            Ͳ                         88               132,000                 16,500 Capital Outlay                  30,672                  32,100                  33,000                  26,000                  22,000 Total Fire and Emergency Services               713,085            2,004,870            2,535,313            3,276,400            4,489,900 Public Works
Personnel Services               153,121               118,752               165,577               416,100               439,000 Operating Expenses                         70                            Ͳ                            Ͳ                            Ͳ                            Ͳ Total Public Works               153,191               118,752               165,577               416,100               439,000 Transfers to Other Funds
Fleet Central Service Fund                            Ͳ               587,000            2,504,000                            Ͳ                            Ͳ ## Capital Project Fund            3,018,936            6,003,867          14,388,922            4,000,000            5,150,000 Total Transfers to Other Funds            3,018,936            6,590,867          16,892,922            4,000,000            5,150,000 Total Expenditures            4,305,499            9,692,580          22,620,965          13,210,400          15,646,500 Revenues Over/(Under) Expenditures 8,945,104                        4,073,021           (9,024,187)               245,100           (1,769,500) FUND BALANCES Ͳ END OF YEAR $       10,638,385 $       14,711,406 $         5,687,219 $         5,932,319 $         4,162,819

SUMMARY OF SST FUNDED CIP TRANSFERS
EͲ12 Road Maintenance Program 1,133,813                           634,329          10,060,939           2,000,000 3,150,000 Fire Station No. 3            1,741,151            4,484,428               735,191                        Ͳ                        Ͳ Police Substation/Evidence Storage 143,972                              122,048            2,324,980                        Ͳ                        Ͳ PSC Camera System Upgrade                        Ͳ               190,656               108,844                        Ͳ                        Ͳ 911 Communications System Replace.                        Ͳ               131,374                        Ͳ                        Ͳ                        Ͳ Various Traffic Sign/Striping                        Ͳ               441,032               158,968                        Ͳ                        Ͳ Training Tower                        Ͳ                        Ͳ            1,000,000            2,000,000            2,000,000 Total SST CIP Transfers            3,018,936            6,003,867          14,388,922           4,000,000           5,150,000 37 DRAFT3,027,153
2,502,225
88 33,000
2,004,870                        2,535,313
118,752                              165,577
Ͳ
118,752
Ͳ               587,000
3,018,936            6,003,867
3,018,936            6,590,867
4,305,499
Expenditures 8,945,104
10,638,385
Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
Information Technology Central Service Fund
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted

REVENUES
Use of Money and Property $ (33,193) $ 5,395 $ 33,812 $ - $ - Transfers From:

General Fund 1,122,298 1,448,164 1,569,600 1,978,100 1,991,200 L&L District Fund 4,000 2,650 2,350 - -
Water Fund 348,900 246,900 271,000 276,800 278,800
Wastewater Fund 325,400 261,771 262,400 236,200 238,000 Solid Waste Fund - - - 2,400 2,400
Airport Fund 80,600 90,200 100,700 57,500 58,000
Total Revenues 1,848,005 2,055,080 2,239,862 2,551,000 2,568,400

EXPENDITURES
Information Technology Operations
Personnel Services 807,293 893,208 856,715 910,600 943,800 Operating Expenses 737,065 872,948 803,500 1,011,300 995,500 Total IT Operations 1,544,358 1,766,156 1,660,215 1,921,900 1,939,300 Equipment and Software Replacement
###City Manager's Office 7,582 6,066 - 17,100 9,200
###Administrative Services 35,697 17,212 111,120 423,900 19,800 ###Police 17,106 124,515 14,400 133,800 52,200
###Fire and Emergency Services 16,837 17,590 2,400 153,600 57,100 ###Public Works 3,137 960 6,225 20,300 11,000
###Community Services 22,613 23,947 39,500 58,500 21,000 ###Community Development 10,720 8,552 3,400 9,800 12,500 ###Water Operations 4,101 9,211 7,700 89,600 230,800
###Wastewater Operations 21,654 29,054 4,100 161,530 23,500 ###Airport Operations 3,072 6,215 2,400 2,900 11,200
Total IT Replacements 142,519 243,322 191,245 1,071,030 448,300 Total Expenditures 1,686,877 2,009,478 1,851,460 2,992,930 2,387,600 Revenues Over/(Under) Expenditures 161,128 45,602 388,402 (441,930) 180,800 RESERVE BALANCES - END OF YEAR $ 1,324,852 $ 1,370,454 $ 1,758,856 $ 1,316,926 $ 1,497,726 38 DRAFT
856,715 910,600 DRAFT 910,600 943,800 DRAFT 943,800
1,011,300 DRAFT 803,500 DRAFT 1,011,300 995,500 DRAFT 995,500 1,660,215 DRAFT 1,660,215 1,921,900 DRAFT
1,921,900 1,939,300 DRAFT 1,939,300
6,066 DRAFT -
17,212 111,120
124,515 14,400
17,590
960
22,613 23,947
10,720 8,552
4,101 9,211
21,654 29,054 DRAFT 4,100 DRAFT 4,100
3,072 DRAFT 6,215
142,519 243,322
1,686,877
Revenues Over/(Under) Expenditures 161,128
$ 1,324,852
Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
Fleet Central Service Fund
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted

REVENUES
Use of Money and Property $ 12,690 $ 59,653 $ - $ - $ - Other Revenues - 1,574 - - -
Transfers From:

General Fund 2,081,826 2,398,523 2,343,855 2,667,600 2,592,600 Supplemental Sales Tax Fund - 587,000 2,504,000 - -
IT Internal Service Fund 7,386 350 - - -
L&L District Fund 5,400 35,065 - - -
Water Fund 749,645 400,990 478,092 724,400 498,400
Wastewater Fund 141,032 835,054 341,358 234,600 233,400 Airport Fund 49,344 102,888 31,600 117,200 191,900
Total Revenues 3,047,323 4,421,097 5,698,905 3,743,800 3,516,300

EXPENDITURES
Fleet Operations
Personnel Services 303,730 405,287 473,974 494,600 518,200 Operating Expenses 720,650 752,712 847,409 853,000 853,000 Total Fleet Operations 1,024,380 1,157,999 1,321,383 1,347,600 1,371,200 Fleet Debt Service
Fire and Emergency Services 118,551 118,551 59,841 59,800 - Public Works 19,267 20,829 20,828 10,400 -
Community Services 3,124 3,124 3,124 1,600 -
Community Development 7,811 7,811 7,811 3,900 -
Water Operations 9,373 9,373 9,373 4,700 -
Wastewater Operations 7,811 6,249 6,249 3,100 -
Airport Operations 4,686 4,686 4,686 2,300 -
Total Fleet Debt Service 170,623 170,623 111,912 85,800 - Fleet Replacement
City Manager's Office - - - - -
Administrative Services - - - - -
Police - 701,292 1,810,608 - 100,000
Fire and Emergency Services - 235,737 3,900,000 - 21,000 Public Works 149,432 523,025 1,254,439 503,000 50,000
Community Services 90,080 160,044 12,600 130,000 13,500 Community Development 30,702 73,657 31,700 - -
Water Operations 498,580 366,747 269,200 224,100 145,000 Wastewater Operations - - 22,500 65,000 -
Airport Operations - 87,464 18,136 80,500 157,000
Total Fleet Replacements 768,794 2,147,966 7,319,183 1,002,600 486,500 Total Expenditures 1,963,797 3,476,588 8,752,478 2,436,000 1,857,700 Revenues Over/(Under) Expenditures 1,083,526 944,509 (3,053,573) 1,307,800 1,658,600 RESERVE BALANCES - END OF YEAR $ 4,932,558 $ 5,877,067 $ 2,823,494 $ 4,131,294 $ 5,789,894 39 DRAFT
5,698,905 3,743,800 DRAFT
3,743,800 DRAFT
473,974 473,974 494,600 DRAFT 494,600 518,200 DRAFT 518,200 847,409 DRAFT 847,409 853,000 DRAFT 853,000 853,000 DRAFT 853,000 1,321,383 DRAFT 1,157,999 DRAFT 1,321,383 1,347,600 DRAFT 1,321,383 DRAFT 1,347,600 1,371,200 DRAFT 1,371,200 59,841 DRAFT 118,551 DRAFT 59,841 59,800 DRAFT 59,800
20,829 DRAFT DRAFT DRAFT 3,124
7,811 7,811
9,373 9,373
7,811 6,249
4,686 4,686
170,623 170,623
-
-
-

149,432
Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
Risk Management Central Service Fund
FY 2021Ͳ22
Actual
FY 2022Ͳ23
Actual
FY 2023Ͳ24
Projected
FY 2024Ͳ25
Adopted
FY 2025Ͳ26
Adopted

REVENUES
## Insurance Reimbursements $ 59,646 $ 94,485 $ 44,256 $ 50,000 $ 50,000 ##Use of Money and Property (3,671) (8,466) 3,546 2,000 2,000 Transfers From:

General Fund 1,783,370 1,358,700 1,427,700 1,901,000 1,906,900 Downtown Parking Fund Ͳ 9,600 Ͳ Ͳ Ͳ
L&L District Fund 62,862 65,800 Ͳ Ͳ Ͳ Water Fund 340,177 408,500 403,100 149,500 149,900 Wastewater Fund 235,246 234,800 231,700 123,000 123,400 Airport Fund 17,585 24,500 24,200 14,300 14,300 Solid Waste Fund Ͳ Ͳ Ͳ 11,900 11,900 Total Revenues 2,495,215 2,187,919 2,134,502 2,251,700 2,258,400

EXPENDITURES
Risk Management Operations
Personnel Services Ͳ                  84,640                  99,415                  99,400               106,100 Operating Expenses            1,879,600            2,072,671            1,994,400            2,138,000            2,138,000 Total Risk Management Operations 1,879,600                        2,157,311            2,093,815            2,237,400            2,244,100 Revenues Over/(Under) Expenditures 615,615                                 30,608                  40,687                  14,300                  14,300 RESERVE BALANCES Ͳ END OF YEAR $            615,615 $            646,223 $            686,910 $            701,210 $            715,510 40 DRAFT2,134,502
99,415
2,072,671            1,994,400
2,157,311            2,093,815
30,608                  40,687
$                         646,223 $
Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
Downtown Parking Fund
FY 2021Ͳ22
Actual
FY 2022Ͳ23
Actual
FY 2023Ͳ24
Projected
FY 2024Ͳ25
Adopted
FY 2025Ͳ26
Adopted

REVENUES
## Permit Revenue $ 32,630 $ 36,813 $ 29,405 $ Ͳ $ Ͳ ## Parking Revenue 133,467 150,093 118,855 Ͳ Ͳ ## Parking Fines 242,543 448,871 281,996 Ͳ Ͳ ##Use of Money and Property (1,621) (125) Ͳ Ͳ Ͳ
# Interfund Transfer In Ͳ 100,000 656,430 Ͳ Ͳ Total Revenues 407,019 735,652 1,086,686 Ͳ Ͳ

EXPENDITURES
Police
Personnel Services               155,976               247,711               279,569 Ͳ Ͳ Operating Expenses               211,182               277,923               265,850 Ͳ Ͳ Debt Service 9,571                  18,745 Ͳ Ͳ Ͳ
Capital Outlay 435                  74,722 Ͳ Ͳ Ͳ
Total Police Services               377,164               619,101               545,419 Ͳ Ͳ Transfers to/(from) Other Funds
Risk Mgmt Central Service Fund Ͳ 9,600 Ͳ Ͳ Ͳ
Total Transfers Out Ͳ 9,600 Ͳ Ͳ Ͳ
Total Expenditures               377,164               628,701               545,419 Ͳ Ͳ Revenues Over/(Under) Expenditures 29,855                                 106,951               541,267 Ͳ Ͳ FUND DEFICIT Ͳ END OF YEAR $           (648,218) $           (541,267) $ Ͳ $ Ͳ $ Ͳ On May 21, 2024, City Council adopted Ordinance No. 1139, which amended portions of the Paso Robles Municipal Code related to Parking Management. As a result of this action, the Parking Program operations were terminated in 2024. 41 DRAFT265,850
Ͳ
Ͳ
545,419
9,600 Ͳ
9,600 Ͳ
628,701               545,419
106,951
(648,218) $                       (541,267)
On May 21, 2024, City Council adopted Ordinance No. 1139, which amended portions o action, the Parking Program operations
Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
Landscape and Lighting District Fund
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted

REVENUES
##Property Assessments $ 2,094,510 1,885,015 $ 2,240,717 $ 2,353,000 $ 2,470,000 $ ##Use of Money and Property (20,987) (1,280) 10,482 10,000 10,000 ##Other Revenues 110 - - - -
Total Revenues 1,864,138 2,093,230 2,251,199 2,363,000 2,480,000

EXPENDITURES
Public Works
Personnel Services 286,450 195,723 173,778 181,600 188,100 Operating Expenses 1,834,571 1,690,627 1,997,219 2,182,900 2,294,000 Total Community Services 2,121,021 1,886,350 2,170,997 2,364,500 2,482,100 Transfers to/(from) Other Funds
General Fund 66,784 68,733 (1,051,600) - -
IT Central Service Fund 4,000 2,650 2,350 - -
Fleet Central Service Fund 5,400 35,065 - - -
Risk Mgmt Central Service Fund 62,862 65,800 - - -
Total Transfers Out 139,046 172,248 (1,049,250) - -
Total Expenditures 2,260,067 2,058,598 1,121,747 2,364,500 2,482,100 Revenues Over/(Under) Expenditures (395,929) 34,632 1,129,452 (1,500) (2,100) FUND BALANCES - END OF YEAR $ 429,764 $ 464,396 $ 1,593,848 $ 1,592,348 $ 1,590,248 42 DRAFT(1,051,600)
2,350
-
-
(1,049,250)
2,058,598 1,121,747
34,632 1,129,452
$ 464,396 $
Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
Water Fund
FY 2021Ͳ22
Actual
FY 2022Ͳ23
Actual
FY 2023Ͳ24
Projected
FY 2024Ͳ25
Adopted
FY 2025Ͳ26
Adopted

REVENUES
#WCharges for Water Service $ 16,544,059 $ 15,546,551 $ 16,634,810 $ 18,011,000 $ 19,428,000 ##Water Connection Fees 1,008,013 1,844,930 1,116,137 1,907,000 1,907,000 ##All Other Charges 64,032 343,244 335,752 195,000 195,000 ##Use of Money & Property (309,865) 63,490 233,984 139,000 89,000 ##Grant Revenues 320,209 62,745 Ͳ Ͳ Ͳ ##Other Revenues 12,315 34,944 5,000 5,000 5,000 Total Revenues 17,638,763 17,895,904 18,325,683 20,257,000 21,624,000

EXPENDITURES
Utility Billing
Personnel Services               192,051               211,923               234,286               234,600               244,600 Operating Expenses               208,895               216,298               224,722               252,700               275,800 Total Utility Billing               400,946               428,221               459,008               487,300               520,400 Water Production
Personnel Services            1,111,903            1,426,466            1,806,569            2,070,800            2,394,000 Operating Expenses            2,404,181            1,809,130            2,214,377            2,687,200            2,687,200 Nacimiento Operations            5,496,958            5,326,194            5,793,235           6,880,600            7,167,000 Debt Service               667,583               669,583               670,083               670,500               671,000 Capital Outlay                            Ͳ                    3,000                  85,000                  50,000                  50,000 Total Water Production            9,680,625            9,234,373          10,569,264          12,359,100          12,969,200 Water Treatment
Personnel Services               673,085               718,829               739,983               775,400               799,100 Operating Expenses               773,310               799,669               646,484               929,900               929,900 Total Water Treatment            1,446,395            1,518,498            1,386,467            1,705,300            1,729,000 Water Conservation
Personnel Services                  67,995               162,756               184,546               188,700               190,800 Operating Expenses                 22,284                  26,597                   6,214                  35,800                  35,800 Total Water Conservation                  90,279               189,353               190,760               224,500               226,600 Groundwater Management
Operating Expenses                            Ͳ                            Ͳ                            Ͳ               190,000               198,000 Total Groundwater Mgmt                            Ͳ                            Ͳ                            Ͳ               190,000               198,000 Capital Improvement Program
Golden Hill Reservoir Recoating                    3,000                        Ͳ                        Ͳ                        Ͳ                        Ͳ West Side Water Line Replacement 450,810                                       Ͳ                        Ͳ                        Ͳ                        Ͳ Butterfield Well Pump Repair                  42,546                        Ͳ                        Ͳ                        Ͳ                        Ͳ Tarr Well Rehabilitation               133,184                       Ͳ                       Ͳ                       Ͳ                        Ͳ Water Rate Study                  75,920                  28,126                        Ͳ                        Ͳ                        Ͳ Golden Hill Tank 1 Recoating                  23,365                        Ͳ            1,136,635                        Ͳ                        Ͳ 17th Street Water Line Replacement                        Ͳ                  30,032               522,832                        Ͳ                        Ͳ Sherwood/Sierra Bonita Line Replace.                        Ͳ                  73,711            4,014,789                        Ͳ                        Ͳ Automatic Meter Reading Installation                        Ͳ                        Ͳ            6,000,000                        Ͳ                        Ͳ Golden Hill Reservoir Rd Repavement                        Ͳ                        Ͳ               160,000                        Ͳ                        Ͳ Dry Creek Well Pump Replacements                       Ͳ                       Ͳ               200,000                        Ͳ                        Ͳ Telemetry System Replacements                        Ͳ                        Ͳ               130,000                        Ͳ                        Ͳ Continued on the following page
43 DRAFT234,286
224,722
459,008
1,806,569
1,809,130            2,214,377
5,326,194                        5,793,235
669,583               670,083
3,000                                    85,000
9,234,373          10,569,264
673,085               718,829
773,310                              799,669
1,446,395            1,518,498
67,995
22,284
90,279
Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
Water Fund
FY 2021Ͳ22
Actual
FY 2022Ͳ23
Actual
FY 2023Ͳ24
Projected
FY 2024Ͳ25
Adopted
FY 2025Ͳ26
Adopted
Capital Improvement Program Ͳ continued
Sunset/Panorama Water Line Replace. Ͳ 31,572 30,549 1,050,000 Ͳ Railroad Crossing Replacements Ͳ Ͳ 130,000 500,000 500,000 Riverside Ave Water Line Replacement Ͳ Ͳ 50,000 1,000,000 500,000 Well Rehabilitation Set Aside Ͳ (464) 704,355 425,000 425,000 Water Line Replacement Set Aside Ͳ Ͳ 237,900 800,000 800,000 Elm Ct/Capitol Hill/Palm Ct Water Line Ͳ Ͳ 50,000 Ͳ 500,000 SCADA System Set Aside Ͳ Ͳ Ͳ 65,000 65,000 Water Yard Security Enhancements Ͳ Ͳ Ͳ 330,000 Ͳ Water Valve Replacements Ͳ Ͳ Ͳ 475,500 Ͳ Orchard Booster Station Upgrades Ͳ Ͳ Ͳ 240,000 Ͳ Water Main Replacement Set Aside Ͳ Ͳ Ͳ Ͳ 200,000 Total Capital Improvement Program 728,825 162,977 13,367,060 4,885,500 2,990,000 Transfers to Other Funds
General Fund 429,680 483,980 493,980 404,100 404,100 Capital Improvement Fund Ͳ Ͳ 2,616,000 Ͳ Ͳ IT Central Service Fund 348,900 246,900 271,000 276,800 278,800 Fleet Central Service Fund 749,645 400,990 478,092 724,400 498,400 Risk Mgmt Central Service Fund 340,177 408,500 403,100 149,500 149,900 Total Transfers 1,868,402 1,540,370 4,262,172 1,554,800 1,331,200 Total Expenditures 14,215,472 13,073,792 30,234,731 21,216,500 19,766,400 Revenues Over/(Under) Expenditures 3,423,291 4,822,112 (11,909,048) (959,500) 1,857,600 FUND BALANCES Ͳ END OF YEAR $ 12,747,789 $ 17,569,901 $ 5,660,853 $ 4,701,353 $ 6,558,953

SUMMARY OF WATER CIP TRANSFERS
Corporation Yard $ Ͳ $ Ͳ $ 2,616,000 $ Ͳ $ Ͳ 44 DRAFT

13,367,060
493,980
2,616,000
246,900                              271,000
400,990               478,092
408,500               403,100
1,540,370            4,262,172
13,073,792          30,234,731
Expenditures 3,423,291                        4,822,112 12,747,789 $               17,569,901

TRANSFERS
$ Ͳ
Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
Wastewater Fund
FY 2021Ͳ22
Actual
FY 2022Ͳ23
Actual
FY 2023Ͳ24
Projected
FY 2024Ͳ25
Adopted
FY 2025Ͳ26
Adopted

REVENUES
## Charges for Wastewater Service $ 11,819,561 $ 12,341,715 $ 13,329,052 $ 14,019,000 $ 15,041,000 ##Wastewater Connection Fees 361,504 728,915 683,876 810,000 810,000 ##All Other Charges 88,435 280,376 249,535 95,000 95,000 ##Use of Money & Property (167,278) 25,678 95,186 68,000 64,000 ## Proceeds from Debt Issuance Ͳ Ͳ 4,279,670 Ͳ Ͳ ##Grant Revenues 105,170 43,054 Ͳ Ͳ Ͳ ##Other Revenues Ͳ 5,898 1,034 5,000 5,000
Total Revenues 12,207,392 13,425,636 18,638,353 14,997,000 16,015,000

EXPENDITURES
Utility Billing
Personnel Services               192,057               211,930               228,915               234,600               244,600 Operating Expenses               201,483               208,054               220,567               278,700               287,800 Total Utility Billing               393,540               419,984               449,482               513,300               532,400 Stormwater Management
Personnel Services               237,490 5,083 Ͳ Ͳ Ͳ
Operating Expenses                  50,500                  65,998                  67,444               200,000 Ͳ Total Stormwater Management               287,990                  71,081                  67,444               200,000 Ͳ Sewer Collection
Personnel Services               858,561               832,108               757,046               951,000               984,600 Operating Expenses               226,714               253,699               281,456               257,500               294,100 Capital Outlay 2,135 Ͳ               198,000                  15,000                  15,000 Total Sewer Collection            1,087,410            1,085,807            1,236,502            1,223,500            1,293,700 Sewer Treatment
Personnel Services            1,685,807            1,750,568            1,996,638            2,282,500            2,361,700 Operating Expenses            1,777,380            1,579,361            1,654,023            1,739,500            1,588,900 Debt Service            3,620,048            3,628,863            3,624,048            3,629,800            3,627,100 Capital Outlay 7,584                  15,585                  96,000                 10,000                  10,000 Total Sewer Treatment            7,090,819            6,974,377            7,370,709            7,661,800            7,587,700 Source Control
Personnel Services               241,676               185,618                  79,270               182,100               194,200 Operating Expenses                  16,357 5,185 1,400                  36,600                  40,200 Capital Outlay Ͳ Ͳ Ͳ                  10,000                  10,000 Total Source Control               258,033               190,803                  80,670               228,700               244,400 Capital Improvement Program
Lift Station Upgrades                  28,205 Ͳ Ͳ Ͳ Ͳ Recycled Water Distribution System 449,285                              590,718 Ͳ Ͳ Ͳ Almendra Sewer Rehabilitation 5,433 Ͳ Ͳ Ͳ Ͳ
West Side Sewer Rehabilitation                  68,163 Ͳ Ͳ Ͳ Ͳ Airport Rd Lift Station Rehabiltation 7,079                  65,936               990,764 Ͳ Ͳ 17th Street Sewer Line Replacement Ͳ                  20,289               299,708 Ͳ Ͳ Lift Station Upgrades Set Aside Ͳ Ͳ               367,649 Ͳ Ͳ Belt Filter Press Replacement Ͳ Ͳ               340,290 Ͳ Ͳ Elm Ct/Capitol Hill/Palm Ct Sewer Line Ͳ Ͳ               460,000 Ͳ Ͳ Treatment Plant Storm Damage Ͳ Ͳ               206,941 Ͳ Ͳ Lift Station/Pipe Bridge Evaluation Ͳ Ͳ               180,100 Ͳ Ͳ Creston Road Sewer Line Replacement Ͳ Ͳ               300,000               550,000 Ͳ Continued on the following page
45 DRAFT228,915
220,567
449,482
5,083 Ͳ
65,998                  67,444
71,081                                    67,444
832,108               757,046
253,699
2,135 Ͳ
1,087,410            1,085,807
1,685,807            1,750,568
1,777,380            1,579,361
3,620,048
7,584
7,090,819
241,676
Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
Wastewater Fund
FY 2021Ͳ22
Actual
FY 2022Ͳ23
Actual
FY 2023Ͳ24
Projected
FY 2024Ͳ25
Adopted
FY 2025Ͳ26
Adopted
Capital Improvement Program Ͳ continued
Sewer Line Replacement Set Aside Ͳ Ͳ 1,623,991 1,126,000 1,160,000 Mill Rd Extension/Lift Station Ͳ Ͳ 1,000,000 Ͳ 2,000,000 Spring Street at 2nd Sewer Line Ͳ Ͳ Ͳ 814,400 Ͳ Stormwater Capture Design Ͳ Ͳ Ͳ 325,500 Ͳ Airport Lift StationͲPhase 3 Ͳ Ͳ Ͳ 80,000 Ͳ Franklin Creek Sewer Stablization Ͳ Ͳ Ͳ 120,000 Ͳ 24th Street Main Upgrade Ͳ Ͳ Ͳ 300,000 Ͳ Navajo Ave Sewer Line Replacement Ͳ Ͳ Ͳ Ͳ 713,000 Niblick Rd Sewer Upgrade Ͳ Ͳ Ͳ Ͳ 340,000 Total Capital Improvement Program 558,165 676,943 5,769,443 3,315,900 4,213,000 Transfers to Other Funds
General Fund 374,723 373,357 373,357 380,200 380,200 Capital Improvement Fund Ͳ Ͳ 2,180,000 Ͳ Ͳ Recycled Water Fund Ͳ 67,274 209,058 262,300 265,100 IT Central Service Fund 325,400 261,771 262,400 236,200 238,000 Fleet Central Service Fund 141,032 835,054 341,358 234,600 233,400 Risk Mgmt Central Service Fund 235,246 234,800 231,700 123,000 123,400 Total Transfers 1,076,401 1,772,256 3,597,873 1,236,300 1,240,100 Total Expenditures 10,752,358 11,191,251 18,572,123 14,379,500 15,111,300 Revenues Over/(Under) Expenditures 1,455,034 2,234,385 66,230 617,500 903,700 FUND BALANCES Ͳ END OF YEAR $ 6,530,535 $ 8,764,920 $ 8,831,150 $ 9,448,650 $ 10,352,350

SUMMARY OF WASTEWATER CIP TRANSFERS
Corporation Yard $                         Ͳ $                         Ͳ $         2,180,000 $                         Ͳ $                         Ͳ 46 DRAFT373,357
2,180,000
209,058
262,400
835,054                              341,358
234,800                              231,700
1,772,256            3,597,873
11,191,251                    18,572,123
2,234,385
6,530,535 $         8,764,920 $
Ͳ $
Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
Airport Fund
FY 2021Ͳ22
Actual
FY 2022Ͳ23
Actual
FY 2023Ͳ24
Projected
FY 2024Ͳ25
Adopted
FY 2025Ͳ26
Adopted

REVENUES
## Charges for Services $ 116,000 $ 146,353 $ 165,000 $ 266,500 $ 273,000 ## Property Taxes 70,482 84,111 80,000 90,000 90,000 ##Use of Money & Property 634,025 887,669 805,000 1,109,000 1,142,000 ##Grant Revenues 1,153,658 166,029 1,008,400 621,000 10,000 ##Other Revenues 1,308 10,624 Ͳ 1,000 1,000 Total Revenues 1,975,473 1,294,786 2,058,400 2,087,500 1,516,000

EXPENDITURES
Airport Operations
Personnel Services               323,051               346,413               380,128               629,900               791,300 Operating Expenses               162,561               371,720               255,400               291,200               296,700 Debt Service                  49,465                  49,465                  54,200                  49,500                  49,500 Capital Outlay                            Ͳ                            Ͳ                            Ͳ                  25,000                            Ͳ Total Airport Operations               535,077               767,598               689,728               995,600            1,137,500 # CCapital Improvement Program
4860 Wing Way Building Upgrades                    3,159                        Ͳ                        Ͳ                        Ͳ                        Ͳ Propeller Drive Road Extension                    2,005                    1,848               925,063                        Ͳ                        Ͳ Apron and Helipad Rehabilitation                        Ͳ               107,844                        Ͳ                        Ͳ                        Ͳ Airfield Electrical Upgrade            1,029,993                  70,777                    2,232                        Ͳ                        Ͳ Wright Way Road Construction                  35,818               204,182            1,671,800                        Ͳ                        Ͳ Ramp Resurfacing                        Ͳ                        Ͳ                  48,928                        Ͳ                        Ͳ Runway 1Ͳ19 Repaint                        Ͳ                        Ͳ               498,178                        Ͳ                        Ͳ Parking Lot Improvements                       Ͳ                       Ͳ                 50,000                        Ͳ               300,000 Master Plan Update                        Ͳ                        Ͳ                        Ͳ               640,000                        Ͳ Gateway Beautification                        Ͳ                        Ͳ                        Ͳ               325,000                        Ͳ Engine Testing Site Development                        Ͳ                        Ͳ                        Ͳ               120,000                        Ͳ Terminal Interior Refresh                        Ͳ                        Ͳ                        Ͳ               100,000                        Ͳ FAA Building Remodel                        Ͳ                        Ͳ                        Ͳ                  30,000                        Ͳ Pavement Maintenance Plan                        Ͳ                        Ͳ                        Ͳ               150,000               150,000 Security Enhancements                        Ͳ                        Ͳ                        Ͳ                        Ͳ                  35,000 Total Capital Improvement Program 1,070,975                           384,651           3,196,201           1,365,000               485,000 Transfers to Other Funds
General Fund                  35,972                  44,949                  45,100                  48,900                  48,900 IT Central Service Fund                  80,600                  90,200               100,700                  57,500                  58,000 Fleet Central Service Fund                  49,344               102,888                  31,600               117,200               191,900 Risk Mgmt Central Service Fund                  17,585                  24,500                  24,200                  14,300                  14,300 Total Transfers               183,501               262,537               201,600               237,900               313,100 Total Expenditures            1,789,553            1,414,786            4,087,529            2,598,500            1,935,600 Revenues Over/(Under) Expenditures               185,920             (120,000)           (2,029,129)              (511,000)              (419,600) FUND BALANCES Ͳ END OF YEAR $         3,387,109 $         3,267,109 $         1,237,980 $            726,980 $            307,380 47 DRAFT255,400
54,200
Ͳ
689,728
Ͳ Ͳ
DRAFT                        Ͳ
1,848 DRAFT                                   925,063
107,844                        Ͳ
70,777                    2,232
204,182            1,671,800
Ͳ
Ͳ
Ͳ                       Ͳ
Ͳ                        Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Program 1,070,975
Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
Solid Waste Fund
FY 2021Ͳ22
Actual
FY 2022Ͳ23
Actual
FY 2023Ͳ24
Projected
FY 2024Ͳ25
Adopted
FY 2025Ͳ26
Adopted

REVENUES
## Charges for Service $ Ͳ $ Ͳ $ Ͳ $ 1,200,000 $ 1,200,000 ##All Other Charges Ͳ Ͳ 190,000 190,000 190,000 ## Interfund Transfers In Ͳ 572,942 898,954 1,627,500 1,554,000 Total Revenues Ͳ 572,942 1,088,954 3,017,500 2,944,000

EXPENDITURES
Recycling and Waste Reduction
Personnel Services                            Ͳ                  29,742               183,312               198,900               201,600 Operating Expenses                            Ͳ                            Ͳ                  50,581                       500                       500 Total Recycling and Waste Reduction                            Ͳ                  29,742               233,893               199,400               202,100 Landfill Maintenance
Operating Expenses                            Ͳ               405,086               416,875               570,400               440,400 Capital Outlay                            Ͳ                            Ͳ                            Ͳ                   1,200                   1,200 Total Landfill Maintenance                            Ͳ               405,086               416,875               571,600               441,600 Capital Improvement Program
Gas System Improvement                        Ͳ                    9,999                        Ͳ                        Ͳ                        Ͳ Composting Facility                        Ͳ                  15,875               190,426                        Ͳ                        Ͳ Groundwater Monitoring Wells                        Ͳ                        Ͳ                        Ͳ                  75,000                        Ͳ Flare/Blower System Replacement                        Ͳ                        Ͳ                        Ͳ               550,000                        Ͳ Partial Landfill Closure Phase I                        Ͳ                        Ͳ                        Ͳ            1,017,500               940,000 Partial Landfill Closure Phase II                        Ͳ                        Ͳ                       Ͳ               760,000               764,000 Module 4A Excavation/Design                        Ͳ                        Ͳ                        Ͳ                  50,000                  50,000 Total Solid Waste CIP                        Ͳ                  25,874               190,426            2,452,500            1,754,000 Transfers to Other Funds
General Fund                            Ͳ                            Ͳ                            Ͳ                  12,300                  12,300 IT Central Service Fund                            Ͳ                            Ͳ                            Ͳ                    2,400                    2,400 Risk Mgmt Central Service Fund                            Ͳ                            Ͳ                            Ͳ                  11,900                  11,900 ## Landfill Closure, Postclosure Set Aside Ͳ 180,000 180,000 250,000 250,000 Total Transfers                            Ͳ               180,000               180,000               276,600               276,600 Total Expenditures                            Ͳ               640,702            1,021,194            3,500,100            2,674,300 Revenues Over/(Under) Expenditures                            Ͳ                (67,760)                  67,760              (482,600)               269,700 FUND BALANCES Ͳ END OF YEAR $                         Ͳ $             (67,760) $                         Ͳ $           (482,600) $           (212,900) 48 DRAFT              416,875
Ͳ
416,875
9,999                        Ͳ
15,875               190,426
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ                        Ͳ
Ͳ                                    25,874
Ͳ
Ͳ
Ͳ
Aside Ͳ

Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
Recycled Water Fund
FY 2021Ͳ22
Actual
FY 2022Ͳ23
Actual
FY 2023Ͳ24
Projected
FY 2024Ͳ25
Adopted
FY 2025Ͳ26
Adopted

REVENUES
#WSale of Recycled Water $ Ͳ $ 3,080 $ 11,246 $ 10,600 $ 10,600 ## Proceeds from Debt Issuance Ͳ Ͳ 9,368,600 12,761,400 Ͳ ##Grant Revenues Ͳ Ͳ Ͳ Ͳ 13,230,000 ## Interfund Transfers In Ͳ 67,274 209,058 262,300 265,100 Total Revenues Ͳ 70,354 9,588,904 13,034,300 13,505,700

EXPENDITURES
Recycled Water Operations
Personnel Services                            Ͳ                  75,072               201,657               224,200               239,400 Operating Expenses                            Ͳ                         38                    7,401                    5,000                    5,000 Total Recycled Water Operations                            Ͳ                  75,110               209,058               229,200               244,400 Capital Improvement Program
Recylced Water Distribution System                            Ͳ                            Ͳ            9,368,600          12,761,400          13,230,000 Total Capital Improvement Program                            Ͳ                            Ͳ           9,368,600          12,761,400          13,230,000 Total Expenditures                            Ͳ                  75,110            9,577,658          12,990,600          13,474,400 Revenues Over/(Under) Expenditures                            Ͳ                  (4,756)                  11,246                  43,700                  31,300 FUND BALANCES Ͳ END OF YEAR $                         Ͳ $               (4,756) $                 6,490 $              50,190 $              81,490 49 DRAFT209,058
9,368,600
9,368,600          12,761,400
75,110            9,577,658
(4,756)                  11,246
$                               (4,756) $
Attachment 1

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50 DRAFT
Attachment 1
Auth orized P ositions
DRAFT
Attachment 1
DRAFT
Attachment 1

CITY OF EL PASO DE ROBLES

AUTHORIZED POSITIONS
Summary of Positions by Department and Fund
FY 2021Ͳ22
Actual
FY 2022Ͳ23
Actual
FY 2023Ͳ24
Projected
FY 2024Ͳ25
Adopted
FY 2025Ͳ26
Adopted

BY DEPARTMENT
City Manager's Office 5.12 6.00 6.00 6.00 6.00
Administrative Services 14.00 15.00 15.00 16.00 16.00
Police Department 67.82 78.88 86.94 86.47 86.47
Emergency Services 41.00 43.00 43.00 44.00 51.00
Public Works 29.00 34.00 36.00 41.00 42.00
Community Services 28.13 33.07 36.11 38.11 38.11
Community Development 16.43 20.86 22.86 24.86 24.86
Utilities 46.00 48.00 48.00 48.00 50.00
Citywide Total 247.50 278.81 293.91 304.44 314.44

BY FUND
General Fund
City Manager's Office 5.12 6.00 6.00 6.00 6.00
Administrative Services 8.90 9.40 9.40 10.40 10.40
Police Department 56.41 56.41 56.94 57.47 57.47
Emergency Services 34.00 28.00 28.00 28.00 28.00
Public Works 16.40 25.30 26.30 27.30 27.30
Community Services 27.48 33.07 36.11 38.11 38.11
Community Development 16.43 20.86 22.86 24.86 24.86
Subtotal General Fund 164.74 179.04 185.61 192.14 192.14 JͲ20 Supplemental Sales Tax Fund
Police Department 9.00 20.00 28.00 29.00 29.00
Emergency Services 7.00 15.00 15.00 16.00 23.00
Public Works 2.00 2.00 2.00 5.00 5.00
Subtotal Supplemental Sales Tax Fund 18.00 37.00 45.00 50.00 57.00 All Other Funds
IT Internal Service Fund 5.00 5.00 5.00 5.00 5.00
Fleet Internal Service Fund 3.30 3.50 3.50 3.50 3.50
Risk Management Internal Service Fund 0.00 0.50 0.50 0.50 0.50 Downtown Parking Fund 2.41 2.47 2.00 0.00 0.00
Landscape & Lighting District Fund 2.15 1.00 1.00 1.00 1.00 Water Fund 21.95 21.55 21.55 21.55 23.55
Sewer Fund 27.95 24.55 24.55 24.55 24.55
Airport Fund 2.00 2.20 3.20 4.20 5.20
Recycled Water Fund 0.00 1.00 1.00 1.00 1.00
Solid Waste Fund 0.00 1.00 1.00 1.00 1.00
Subtotal All Other Funds 64.76 62.77 63.30 62.30 65.30
Citywide Total 247.50 278.81 293.91 304.44 314.44
51 DRAFT6.00

9.40 56.94

28.00 28.00

25.30 26.30

33.07 36.11

20.86 22.86
179.04

9.00 20.00

7.00 15.00

2.00 2.00

18.00 5.00

3.30 Fund 0.00
Attachment 1

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52 DRAFT
Attachment 1
D epartm ent and
Program Over views
DRAFT
Attachment 1
DRAFT
Attachment 1

CITY OF EL PASO DE ROBLES

DEPARTMENT AND PROGRAM OVERVIEW
City Organizational Chart
City Council
Board & Commissions City Manager
City
Manager' s
Office
City Clerk
Civic
Engagement
Economic
Development
Administrativ
e Services
Finance
Human
Resources/
Risk Mgmt
Information
Technology
Police
Patrol and
Operations
Detectives
Support
Services
Fire and
Emergency
Services
Emergency
Response
Prevention
Public Works
Airport
Capital
Projects
Street &
Stormwater
Maintenance
Property &
Landscape
Maintenance
Community
Services
Homeless
Services
Library
Recreation
Park & Trail
Maintenance
Community
Development
Building
Engineering
Planning
Utilities
Solid Waste
Utility Billing
Wastewater
Water
City Attorney
City of Paso Robles Voters At Large
Mayor Hamon
City District 1
Voters
Councilmember
Roden
City District 2
Voters
Councilmember
Bausch
City District 3
Voters
Councilmember
Gregory
City District 4
Voters
Councilmember
Strong
City Treasurer
Cornell
53 DRAFT City Manager
Patrol and
Operations
Detectives
Fire and
Emergency
Services
Emergency
Response
Public Works
City Attorney
Attachment 1
CITY MANAGER’S OFFICE

DEPARTMENT OVERVIEW
POSITIONS FY 21-22
Actual
FY 22-23
Actual
FY 23-24
Projected
FY 24-25
Adopted
FY 25-26
Adopted
City Manager 1.00 1.00 1.00 1.00 1.00
Assistant City Manager 1.00 1.00 1.00 1.00 1.00
Economic Development Manager 1.00 1.00 1.00 1.00 1.00
City Clerk 1.00 1.00 1.00 1.00 1.00
Civic Engagement Coordinator 1.00 1.00 1.00 1.00 1.00
Executive Assistant/Deputy City Clerk - 1.00 1.00 1.00 1.00 Bilingual Internship 0.12 - - - -
Total Positions 5.12 6.00 6.00 6.00 6.00
The City Manager’s Office is responsible for the implementation of policy established by the Paso Robles City Council and the coordination of those efforts through the City’s nine departments. The City Manager’s Office primary functions include legislative support, policy implementation, budget development, strategic planning, economic development, elections, and community engagement services. The City Manager’s Office includes several divisions that provide specific services to the public, in alignment with adopted City Council Goals. These divisions include City Clerk, Civic Engagement, and Economic Development. These divisions operate with a unit budget, one employee each reports to the Assistant City Manager.

The City Clerk Division acts as the official custodian of all City records and is responsible for the recording and filing of all ordinances, resolutions, and motions that are enacted by the City Council. The City Clerk acts as a compliance and filing officer for federal, state, and local statutes including the Political Reform Act, the Brown Act, and the Public Records Act. The City Clerk oversees the development and publishing of City Council agendas and all related noticing.

The City Clerk oversees all recruitments for City boards and commissions and is the designated local elections official.

The Civic Engagement Division assists all departments with creating and maintaining open communication channels with residents, business owners, city staff and other stakeholders. This is achieved through public outreach events such as public workshops and design charrettes, by administering surveys and polls and through conversations with residents on the City’s social media channels and by phone. Engagement includes public relations, marketing, promotions, social media, graphic design help to communicate City programs to residents and website updates.

City Council
City Manager
Assistant City
Manager
City Clerk
Executive
Assistant/Deputy
City Clerk
Civic Engagement
Coordinator
Economic
Development
Manager
City Attorney
54 DRAFT FY 21-22
Actual
FY 22-23
Actual

1.00 1.00

1.00 1.00
Civic Engagement Coordinator 1.00
Executive Assistant/Deputy City Clerk -

0.12 The City Manager’s Office is responsible for the implementation of policy established by the Paso Robles City Council and the coordination of those efforts
Executive
Assistant/Deputy
City Clerk
Attachment 1
Events are designed to collect public input in an engaging, fun, and informative manner while encouraging residents to get more involved in community and government decision-making.

The Economic Development Division was created in FY 2021-22 and initially funded by one-time SB 1090 funds allocated to Paso Robles in preparation for the decommissioning of Diablo Canyon and the projected economic impacts on the region. The division develops and implements strategies to improve the economic strength of the City through business development, retention and expansion, workforce development, job creation, and the diversification of Paso’s economy. The Economic Development division oversees the City’s spaceport license project, agreements with community partners and represents the City at various regional, statewide and national economic development events.

DEPARTMENT STRATEGIC PRIORITIES

1. ENHANCE THE LIVES OF PASO ROBLES RESIDENTS AND

VISITORS BY REVIEWING AND UPDATING THE ARTS IN PUBLIC

PLACES ORDINANCE AND RELATED PROCESS AND PROCEDURES
Public art is an important community asset that promotes access to a variety of art, activates public spaces, supports the artist community, and increases civic pride. Public art is a community beautification tool and an important cornerstone of economic development and business attraction.

In 2005, the City Council enacted Chapter 3.21 of the Paso Robles Municipal Code which established the Visual Art in Public Places program. The program was intended to provide a process to include public art within most City capital projects and established a public art fund. The Parks and Recreation Advisory Committee was designated as the body to oversee the program and make related recommendations to the City Council. Since the Great Recession, the program has been paused and the public art fund does not have any meaningful accrued funds.

Over the past several years, City staff have been approached by local artists and organizations interested in placing art in public spaces. Staff have also discussed opportunities to utilize a public arts program to beautify certain City facilities and infrastructure. Because the program has been dormant for many years, staff is proposing to create an internal working group of City staff and local artists to review the program, update priorities and objectives, make suggestions to improve the program and present these recommendations to the City Council for consideration. This review will not require a supplemental budget allocation. The work is proposed to be undertaken in Fiscal Year 2024-

25. 2 . CONDUCT TOURISM IMPACT STUDY TO Q UANTIFY THE FISCAL BENEFITS AND SERVICE DEMAND IMPACTS ON

THE COMMUNITY
The City continues to experience significant growth and investment within the tourism sector. Transient occupancy tax (hotel tax) has shown year over year increases for 21 out of the past 22 fiscal years. The City’s per capita quarterly sales tax receipts trend significantly higher than countywide, regional, and statewide averages. Wine industry data shows sales growth over pre pandemic numbers, and the
hotel/restaurant sales tax category shows modest growth over the past two years. The region has received numerous awards, recognition and accolades for its tourism assets, wine, and visitor experience. Over the past several years, there have been multiple new hotel development projects come online, with several under construction. Downtown Paso Robles continues to be the hub of tourism activity, with new placemaking investments inducing visits, including the City Park holiday lighting and New Years Eve bonfire event.

The tourism and hospitality industries employ thousands of residents and support local government services through payment of property, sales, and transient occupancy taxes. It has been estimated that up to 55 DRAFT
to a variety of art, activates public spaces, supports the artist community, and increases civic pride. Public art is a community beautification tool and an important cornerstone of economic development and business attraction. 2005, the City Council enacted Chapter 3.21 of the Paso Robles Municipal Code which established the Visual Art in Public Places program. The program was intended to provide a process to include public art within most City d a public art fund. The Parks and Recreation Advisory Committee was designated as the body to oversee the program and make related recommendations to the City Council. Since the Great Recession, the program has been paused and the public art fund does not have any meaningful accrued funds. er the past several years, City staff have been approached by local artists and organizations interested in placing art in public spaces. Staff have also discussed opportunities to facilities and infrastructure. Because the program has been dormant for many years, staff is proposing to create an internal working group of City staff and local artists to review the program, update suggestions to improve the program and present these recommendations to the City Council for consideration. This review will not require a supplemental budget allocation. The work is proposed to be undertaken in Fiscal Year Attachment 1
40 percent of Measure J-20 and E-12 revenues are collected from visitors. These additional revenues allow the City to make investments in services and capital projects that otherwise may not be possible or take many more years to accomplish. The continued influx of visitors to the community also impacts the services the City provides and infrastructure the City maintains. Additional vehicle traffic, visitor population inflow and infrastructure utilization create unique demands on City services that other cities the size of Paso Robles do not experience.

Based on these factors, City staff proposes to retain a subject matter expert to conduct a tourism impact study. The purpose and objectives of the study are to quantify the benefits and impacts of tourism on the City, including, but not limited to:
• Visitor spending
• Direct, indirect, and induced tourism generated employment • Visitation data
• Tax revenue analysis
• Service and infrastructure impacts
3 . CONTINUE SPACEPORT LICENSING PROCESS INCLUDING EVALUATING SPACEPORT LICENSE PROJ ECT

MANAGEMENT VENDORS
The Paso Robles Space Innovation and
Technology Park will serve as a gateway
to connect Paso Robles with California
Polytechnic University, San Luis Obispo,
one of the leading aerospace
universities in the world, and the
Cuesta Community College North
Campus, a leader in services education,
through the creation of an enterprising
mixed-use community connected to an
FAA licensed Spaceport, capable of
operating horizontal access to deliver
small satellite systems to space on a
commercial platform. The Spaceport
license along with the existing Airport
license is a significant economic
opportunity for Paso Robles and the
surrounding communities.

For over three years, staff and partners have continued to evaluate and ultimately pursue a FAA approved launch and reentry license for the Paso Robles Airport. Initially, the City retained specialized professional services to conduct a preliminary technical review on the feasibility of developing a commercial spaceport operation at the Paso Robles Airport utilizing a horizontal launch platform. The findings of the preliminary technical review indicate there are no known fatal flaws that would make pursuing a spaceport designation at the Paso Robles Airport unattainable at this juncture.

Next, the City and Cal Poly Corporation (Cal Poly DxHub) entered into an agreement to advance the vision. This agreement includes three main scopes of work, including work to complete the FAA Spaceport License Application process, undertaking workforce development studies and analysis, and developing marketing materials to promote the visibility of the project to external stakeholders.

The submittal of an application is the first step in obtaining a spaceport license. Obtaining a license will require a significant number of technical studies, environmental studies, and general project management that is outside the capacity and expertise of City staff. Evaluating of these services is the next phase in providing the City Council with a comprehensive understanding of the steps, estimated costs and processes necessary to obtain a license. Over the course of the fiscal year, staff will be engaging vendors that provide these services and report findings to the City Council. No supplemental budget allocation is necessary to conduct this initial analysis. 56 DRAFT
license along with the existing Airport
license is a significant economic
opportunity for Paso Robles and the
For over three years, staff and partners have continued to evaluate and ultimately pursue a FAA approved launch and reentry license for the Paso Robles Airport. Initially, the City retained specialized professional services to conduct a preliminary technical review on the feasibility of developing a commercial spaceport operation at the Paso Robles Airport utilizing a horizontal launch platform. The findings of the preliminary technical review indicate there are no Attachment 1
4 . IMPLEMENT CITY COUNCIL-APPROVED NORTH COUNTY BROADBAND STRATEGI C PLAN TO INCREASE INTERNET

SERVICE PROVIDER OPTIONS AND SERVICE LEVELS TO ALL RESIDENTS AND BUSINESSES, INCLUDING THE AIRPORT -

AREA BY COMPLETING A CITY-WIDE MIDDLE MILE BROADBAND CONCEPTUAL PLAN In 2023, the City Council approved the North County Broadband Strategic Plan, a collaborative effort with the City of Atascadero to identify opportunities to increase access to affordable, reliable high -speed internet within the communities. This goal seeks to advance the recommendations within the Plan by issuing a request for proposal to a firm who in turn will provide the City with a conceptual middle mile layout, business analysis, and funding plan.

The estimated cost for this work is $75,000 and is pro posed to be funded by the Economic Vitality Fund (i.e., proceeds from Senate Bill 1090).

This goal activates a recommendation within the Plan whereby the City works toward establishing a light-form public-private partnership leading to the deployment of 1 gigabit down/up broadband infrastructure across the City.

Under this concept, the City hires a contractor for the deployment of the middle mile passive infrastructure (conduit and vaults) which is then leased to one or more ISP partners. The ISP(s) leverage the dark fiber network to extend their last-mile infrastructure and provide broadband service to end users across the cities. The ISP(s) charges end users for the service and pays fees to the City for the lease of dark fiber infrastructure. As part of the arrangement the ISP(s) may also provide high-speed internet access for the City’s inter nal network.

The deployment of additional high-speed fiber options across the City supports educational, business, tech, healthcare, eCommerce, public safety and many other aspects of our community. The introduction of new internet offerings is expected to create additional competition and choice within the market, expand economic devel opment opportunities, and improve overall quality of life. If constructed, this project will connect many areas of the community that do not currently have readily available high-speed internet access, such as the Airport and Tech Corridor area. The project is related, but distinct from the City’s Paso Robles Fiber Optic Connectivity Project. 5 . FUND THE CITY GENERAL FUND RESERVE AT POLICY LEVEL OF 30 PERCENT OF GENERAL FUND REVENUES TO

MITIGATE THE CITY FROM UNFORESEEN CIRCUMSTANCES, ECONOMIC DOWNTURNS, AND TO PROVIDE AN

INITIAL BUFFER AGAINST SERVICE IMPACTS
The City Council prioritizes fiscal health by, in part, adopting comprehensive fiscal policies, including a rainy-day reserve requirement. Fund reserves help mitigate unforeseen events and provide an initial buffer against significant or sudden revenue declines. The City’s Fiscal Policy states “the City shall maintain unrestricted reserves of no less than 30% of the 10 -year revenue trend.”
The unrestricted reserves of the General Fund as of June 30, 2023, were $20.0 million, or 42% of revenues, exceeding minimum reserves by approximately $5.7 million. Amounts that exceed the reserve policy level can be utilized for one-time capital projects. For example, during the current budget cycle, the City Council approved the use of excess reserve funds for one-time capital projects including State Route 46/Union Road overcrossing, South Vine Street Bridge and Realignment Project, library, recreation and parks capital needs.

As part of the Fiscal Year 2024-25 and 2025-26 proposed budget, staff will provide a General Fund reserve update and will continue to provide the City Council with the latest fiscal information to ensure reserve levels remain at or above the minimum threshold over the next two years.
6 . HOLD TWO RESIDENT ACADEMIES TO IMMERSE MEMBERS OF THE COMMUNITY INTO CITY OPERATIONS,

SERVICES, AND PROJECTS
As part of the City’s continued commitment to engage community members, staff is proposing to hold two resident academy events within the two-year budget cycle. A resident academy is a tool utilized by local governments to immerse a small cohort of individ uals into the day-to-day operations, the structure and function of City departments, the form of City government, opportunities to be involved in boards and commissions, and the City budget. The program is proposed to be held one day per week for approximately eight weeks. Sessions will include a combination of classroom meetings and on-site tours. There is no cost to patriciate in the program.

Staff is finalizing the application and other criteria for the program, with the intent to begin accepting applications prior to the start of the new fiscal year and holding the first academy shortly after the fiscal year begins. The Civic Engagement Division will oversee the program. No supplemental funding will be necessary to facilitate the academies.
57 DRAFTsupports educational, business, tech,
healthcare, eCommerce, public safety and many other aspects of our community. The introduction of new internet offerings is expected to create additional competition and choice within the market, expand economic devel opportunities, and improve overall quality of life. If constructed, this project will connect many areas of the speed internet access, such as the Airport and Tech
t is related, but distinct from the City’s Paso Robles Fiber Optic Connectivity Project.

FUND THE CITY GENERAL FUND RESERVE AT POLICY LEVEL OF 30 PERCENT OF GENERAL FUND REVENUES TO

CIRCUMSTANCES, ECONOMIC DOWNTURNS, AND TO PROVIDE AN
The City Council prioritizes fiscal health by, in part, adopting comprehensive fiscal policies, including a rainy reserve requirement. Fund reserves help mitigate unforeseen events and provide an initial buffer against significant lines. The City’s Fiscal Policy states “the City shall maintain unrestricted reserves of no less year revenue trend.”
The unrestricted reserves of the General Fund as of June 30, minimum reserves by approximately $5.7 million. Amounts that exceed the reserve policy level can be utilized for time capital projects. For example, during the current budget cycle, the City Council approved the use of excess time capital projects including State Route 46/Union Road overcrossing, South Vine Street Bridge and Realignment Project, library, recreation a
25 and 2025
and will continue to provide the City Council with the latest fiscal information to ensure reserve levels remain at or Attachment 1
7 . DEVELOP ORGANIZ ATIONAL VISION, MISSION, VALUE STATEMENTS TO CLEARLY COMMUNICATE CORE BELIEFS

OR THE ORGANIZ ATION THAT GUIDE OPERATIONAL DECISIONS, CUSTOMER-CENTRIC SERVICE, AND FISCAL

STEWARDSHIP
The City does not have an adopted Vision, Mission or Core Values statements. Staff is proposing the City Council in collaboration with staff and the public work to develop Vision, Mission, and Core Value statements. These
statements are best practice elements of high-performing organizations. The Vision and Mission statements
collectively drive the development of goals and objectives, with the core values guiding the actions of the organization.

Developing and adopting these elements will enable the
public, staff, and other stakeholders to fully understand what the organization will accomplish and how it will be accomplished. No supplemental budget request is
necessary to accomplish this goal.
8 . ENGAGE WITH REGIONAL, STATE, AND FEDERAL
REPRESENTATIVES TO IDENTIFY COLLABORATIVE OPPORTUNITIES TO ADVANCE KEY PROJ ECTS OF THE CITY; UPDATE CITY’ S LEGISLATIVE PLATFORM; AND ISSUE REQ UEST FOR PROPOSAL FOR LEGISLATIVE ADVOCACY

RESOURCES
The City has prioritized active legislative engagement at the local, state, and federal levels to protect and enhance the interests of its residents, businesses, and visitors. The City Council and City staff undertake these activities through direct meetings with legislators and through participation with the League of California Cities and the National League of Cities. For the upcoming budget cycle, staff proposes to continue to advance these objectives, including continuing to partner with the National League of Cities and California League of Cities through membership. These costs are included in the baseline budget within the City Council budget. No supplemental allocations are necessary.

The City also adopts a Legislative Platform. The platform is a tool for the City to promote and preserve the City’s interests at the local, state, and federal levels. The document outlines the City’s position on priority issues and other topics affecting the City’s short-, mid- and long-term objectives. This Legislative Platform streamlines the City’s advocacy process and allows staff to respond, and take immediate action, on pressing legislation issues more effectively. This platform supplements the existing City Council adopted goals and policies in various documents including the City’s General Plan, approved resolutions, and various policy directives. The document is intended to be updated as necessary, but no less frequently than every two years. The adopted legislative platform is coming up on its two-year anniversary. Staff will be working to update this platform, in consultation with each City Councilmember in the coming months. There is no direct cost associated with developing the legislative platform.

Finally, the City utilizes the services of a
legislative advocacy firm to assist the City in
achieving its legislative engagement
objectives. The City has an existing agreement
with Townsend Public Affairs (TPA). TPA
assists the City by providing regular legislative
and policy updates from Sacramento and
Washington DC, tracks key legislation,
provides timely updates to staff on these
matters, and helps coordinate and facilitate
meetings with key stakeholders, including
elected and appointed officials. The City’s
agreement with TPA expires on J une 30, 2024.

Because the term of the agreement was for a
maximum of two years, staff is recommending
issuance of a Request for Proposal for these
services for Fiscal Year 2025 and 2026. Funding for these services are proposed to be included within the City Manager’s Office baseline budget and no supplemental funding is necessary to fund these services. 58 DRAFT
REPRESENTATIVES TO IDENTIFY COLLABORATIVE OPPORTUNITIES TO ADVANCE KEY PROJ ECTS OF THE CITY; UPDATE CITY’ S LEGISLATIVE PLATFORM; AND ISSUE REQ UEST FOR PROPOSAL FOR LEGISLATIVE ADVOCACY has prioritized active legislative engagement at the local, state, and federal levels to protect and enhance the interests of its residents, businesses, and visitors. The City Council and City staff undertake these activities through direct meetings with legislators and through participation with the League of California Cities and the National League of Cities. For the upcoming budget cycle, staff proposes to continue to advance these objectives, including continuing to partner with the National League of Cities and California League of Cities through membership. These costs are included in the baseline budget within the City Council budget. No supplemental The City also adopts a Legislative Platform. The platform is a tool for the City to promote and preserve the City’s interests at the local, state, and federal levels. The document outlines the City’s position on priority issues and other , mid- and long-term objectives. This Legislative Platform streamlines the City’s advocacy process and allows staff to respond, and take immediate action, on pressing legislation issues more effectively. This platform supplements the existing City Council adopted goals and policies in various documents including the City’s General Plan, approved resolutions, and various policy directives. The document is intended to be updated as necessary, but no less frequently than every two years. The ad year anniversary. Staff will be working to update this platform, in consultation with each City Councilmember in the coming months. There is no direct cost associated with developing the legislative platfo Attachment 1

9. RECOGNIZE HIGH PERFORMING INDIVIDUALS AND TEAMS BY ESTABLISHING A FORMAL, CITYWIDE EMPLOYEE

RECOGNITION PROGRAM
An employee recognition program is designed to distinguish City employees who perform acts that exceed the expectations of the City in regards to conduct and service. The City of Paso Robles does not have a formal, structured citywide employee recognition program. Although individual departments may periodically recognize employees for a job well done, there is no citywide program that collectively recognizes high performing employees and teams.

Additionally, it is common for public and private sector to recognize employees for years of service to the organization. The City does not have a formal years of service program.

In FY 2024-25, staff proposes to implement an employee recognition program including a years of service recognition component. A supplemental budget allocation of $10,000 will be necessary to fund the program. Funding will allow staff to recognize and reward staff through three distinct recognition areas: Annual Recognition Awards (e.g., individual awards, team awards, City Manager’s Public Service Excellence Award ), Instant Recognition Awards (peer to peer), Years of Service Program.

In addition, since 1985 Public Service Recognition Week is celebrated the first week of May. The week is dedicated to honoring public servants across all levels of government. The employee recognition programwill include a recognition event for all city employees during this week, in the form of a breakfast or other type of similar event.

The funds will be used to provide incentive awards for award winners and to support the public servicerecognition employee event. The City Manager’s Office, in close coordination with the Administrative Services Department will implement the policy and manage the program.

DEPARTMENT FINANCIAL OVERVIEW
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
Ecomonic Vitality Fund 92,716 94,160 - 120,000 -
General Fund 1,975,883 2,570,992 2,601,685 2,818,700 2,752,100 -

0.5 1.0

1.5 2.0

2.5 3.0

3.5 MILLIONS

BUDGET APPROPRIATIONS BY FUNDING SOURCE
59 DRAFT
The funds will be used to provide incentive awards for award winners and to support the public service employee event. The City Manager’s Office, in close coordination with the Administrative

BUDGET APPROPRIATIONS BY FUNDING SOURCE
Attachment 1
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
Capital Outlay - 11,640 78,360 - -
Debt Service - - - - -
Operating Expenses 1,025,675 1,318,038 1,045,118 1,419,600 1,215,200 Personnel Services 1,042,924 1,335,474 1,478,207 1,519,100 1,536,900 -

0.5 1.0

1.5 2.0

2.5 3.0

3.5 MILLIONS

BUDGET APPROPRIATIONS BY CATEGORY
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
Economic Development 606,581 870,537 789,148 666,700 549,800 City Clerk 395,314 401,858 307,353 363,500 259,100
Civic Engagement 106,452 166,305 208,379 263,000 265,700 City Council 166,617 204,329 265,740 285,000 287,100
City Manager's Office 793,635 1,022,123 1,031,065 1,360,500 1,390,400 -

0.5 1.0

1.5 2.0

2.5 3.0

3.5 MILLIONS

BUDGET APPROPRIATIONS BY DIVISION/PROGRAM
60 DRAFTAdopted
-
1,045,118 1,419,600
1,478,207 1,519,100

2.0 BUDGET APPROPRIATIONS BY DIVISION/PROGRAM
Attachment 1

DEPARTMENT OF

ADMINISTRATIVE SERVICES

DEPARTMENT OVERVIEW
POSITIONS FY 21-22
Actual
FY 22-23
Actual
FY 23-24
Projected
FY 24-25
Adopted
FY 25-26
Adopted
Administrative Services Director 1.00 1.00 1.00 1.00 1.00 Finance Division
Finance Manager 1.00 1.00 1.00 1.00 1.00
Senior Accountant 1.00 1.00 1.00 1.00 1.00
Finance Specialist 2.00 2.00 2.00 2.00 2.00
Human Resources/Risk Management
Human Resources/Risk Manager 1.00 1.00 1.00 1.00 1.00
Senior Human Resources Specialist - - - 1.00 1.00
Human Resources Specialist 2.00 3.00 3.00 3.00 3.00
Payroll/Risk Coordinator 1.00 1.00 1.00 1.00 1.00
Information Technology
Information Technology Manager 1.00 1.00 1.00 1.00 1.00 Information Technology Technician 3.00 3.00 3.00 3.00 3.00 GIS Analyst 1.00 1.00 1.00 1.00 1.00
Total Positions 14.00 15.00 15.00 16.00 16.00
The Administrative Services Department provides administrative services—finance, human resources, risk management, and information technology services—to each city department. The Department overall has a total annual budget of approximately $7.0-$7.2 million per year and is currently home to 16 full-time employees.

The Finance Division is responsible for leading the development of the City’s biennial budget process and budget monitoring throughout the fiscal year as well as coordinates the annual municipal audit and compiles year-end financial records into the City’s Annual Comprehensive Financial Report (ACFR). Both the Budget Report and the ACFR have won the award for Outstanding Financial Reporting for several years. Additionally, the Finance division is Administrative
Services Director
Finance Manager
Senior
Accountant
Finance
Specialists
Human
Resources/Risk
Manager
Human
Resources
Specialists
Payroll/Risk
Managemement
Coordinator
Information
Technology
Manager
Geographic
Informations
System Analyst
IT Technicians
61 DRAFT FY 21-22
Actual
FY 22
Administrative Services Director 1.00

1.00 1.00
Human Resources/Risk Management
Senior
Accountant
Finance
Specialists
Attachment 1
also responsible for providing services
such as accounts payable, accounts
receivable, business license, transient
occupancy tax, and a variety of other
items.

The Human Resources Division works as
a strategic partner with all City
departments to hire, compensate,
support, and create a workforce
dedicated to delivering high-quality
services. The role and functions of
human resources include benefit
administration, employee and labor
relations, employee development and
training, recruitment and selection, and
classification and compensation. The
second function of the division, Risk Management, focuses on minimizing risk exposure in the areas of both General Liability and Workers Compensation. The risk management function manages tort and other claims filed against the City and oversees subrogation claims pursued by the City against responsible third parties for damage to City resources. This division also administers, and monitors workers’ compensation claims, with the goal of providing cost-effective quality medical care to injured employees to facilitate their recovery to pre-injury status and return to work as soon as reasonably possible.

The Information Technology (IT) division designs and provides computer and telecommunication system support to all City departments and facilities including Police/Fire 9-1-1 emergency communications and dispatch. The IT division oversees security of the City’s electronic systems and information protecting from cyber-attacks and disasters. In addition to supporting over 240 desktop and mobile computers, 170 phones and 25 servers, and multiple websites, the IT division has a robust Geographic Information System (GIS) program that informs and enhances many city services with mapping and data base management functions.

DEPARTMENT STRATEGIC PRIORITIES

1. COMPLETE, ADOPT, AND IMPLEMENT THE RESULTS OF THE CLASSIFICATION AND COMPENSATION STUDY In 2023, the City entered into a professional services agreement with Baker Tilly US, LLP to conduct a Classification and Compensation Study. A classification and compensation system—which defines the types of jobs in an organization and how much those types of jobs will pay—is the framework organizations set up to make sure job classifications and employees’ compensation is fair, strategic, and competitive within a given market. This project is currently underway and anticipate the results to be presented to City Council at the end of 2024.

Following completion of the analysis, it will be prudent to implement its recommendations since people are one of the most important pieces of making government work since the City is a service-oriented organization. The classification and compensation system should be simple and strategic, include clear job descriptions and career paths, provide for internal pay fairness across similar types of jobs and experience levels, and be competitive within relevant markets. If it’s working, it contributes to the City’s ability to attract and retain talented, dedicated employees who can deliver the level of service City constituents deserve.

Milestones:
• Complete Study: End of 2024
• City Council Adopt Compensation Philosophy: Summer/Fall 2024 • Prioritize Equity Adjustments: Beginning of 2025 and include in Mid-Year Budget Update • Labor Negotiations: Beginning in Summer 2025

HIGHLIGHTED PROJ ECT
In FY 23, the City was recognized
for its excellence in financial
reporting by the Government
Finance Officers Association,
earning both the Achievement for
Excellence in Financial Reporting
Program and the Distinguished
Budget Presentation Awards for
our Annual Comprehensive
Financial Report (FY 2021-22) and
the Adopted Budget Report (FY’s
2022-23 and 2023-24).
62 DRAFT
manages tort and other claims filed against the City and oversees subrogation claims pursued by the City against responsible third parties for ers, and monitors
workers’ compensation claims, with the goal of providing cost effective quality medical care to injured employees to facilitate their recovery to injury status and return to work as soon as reasonably possible.

The Information Technology (IT) division designs and provides computer support to all City departments and
1 emergency communications and
division oversees security of the City’s electronic systems attacks and disasters. In addition to
supporting over 240 desktop and mobile computers, 170 phones servers, and multiple websites, the IT division has a robust Geographic program that informs and enhances many city
services with mapping and data base management functions.

DEPARTMENT STRATEGIC PRIORITIES

RESOURCES, TOOLS, POLICIES, AND PROGRAMS
People are one of the most important pieces of making government work since the City is a service-oriented organization. As such, being able to recruit vacant and budgeted positions will more effectively enhance the services the city provides to the community. In 2023, the Human Resources Division hired or promoted 104 individuals, yet approximately 50 positions remain vacant. Not only does the City need to focus on recruitment, but retention is also just as important since high turnover rates can affect the City’s long-term success and growth, and developing an effective retention strategy can help highlight internal opportunities, improve employee satisfaction, and decrease turnover. Employees who feel their employers are invested in their career and professional development are often more likely to be loyal to their organization.

A. Senior Human Resources Specialist – In order
to improve the timeliness of recruitment, adding
additional resources to the division is necessary.

Human Resources plays a key role in developing,
reinforcing, and changing the culture of an
organization; it makes it more challenging when
resources in the division are spread thin. The
Division currently employs one manager, three
specialists, and a payroll/risk coordinator. It is
the staff’s recommendation to create a new
Human Resources position for the division. This
newly created position will focus on the day-today operations and provide direct oversight and direction to the specialists. The HR Manager will then be able to focus more strategically on hiring strategies, streamlining processes, reviewing benefit plans, handling legal concerns, etc. Fully loaded cost of this position, including salary, benefits and taxes is approximately $159,800.

B. Hiring Incentive Policy – In addition to adding personnel resources to improve the pace of recruitment, it is the goal of staff to establish a list of guidelines and parameters that management can implement when a key position becomes vacant. Similar to the Layoff Prevention Plan—the list of protocols the City will implement during times of economic adversity—but in reverse, this policy will be preapproved by City Council and the labor groups and could include protocols such as, but not limited to, pausing all other recruitments, hiring a recruiting firm, offering hiring incentives, retention incentives, moving allowances, etc. as well when it is appropriate to over hire (i.e., to allow for cross-training of positions). The purpose of this task is to reduce the time between when a key position leaves and when the position is onboarded by implementing these protocols without the need for preapproval.

C. Review and expand the City’ Education Reimbursement Policy – Currently, the City has an education reimbursement policy that allows employees to be reimbursed for continuing education they undertake themselves (as long as there is a direct city/department benefit). However, the policy hasn’t been reviewed and updated for over ten years, including the maximum reimbursement amount, when in fact actual education costs have increased considerably over the same period. Furthermore, there are stringent requirements on which classes are eligible for reimbursement (i.e., must be from an accredited college) when, for example, the fire industry does not follow traditional education process. This limits the ability of certain employees to not be eligible for this program.

D. Training Effective Leaders – Studies have shown that if employees have a bad experience or don’t feel like they’re receiving clear, supportive, or effective guidance, they’re more likely to leave. As a result, staff recommends implementing a more formal employee development program such as contracting with the Centre for Organizational Effectiveness (or like agency) to provide bi-annual professional development training including, but not limited to, 365 Evaluations, Strengths-Finder, DISC Assessments, etc. Again, focus on training management with an emphasis on skills in leadership, communication and teamwork will improve the working environment and relationships with staff. 63 DRAFT
Division currently employs one manager, three
specialists, and a payroll/risk coordinator. It is
the staff’s recommendation to create a new
Human Resources position for the division. This
newly created position wi
day operations and provide direct oversight and
direction to the specialists. The HR Manager will then be able to focus more strategically on hiring strategies, streamlining processes, reviewing benefit plans, handling legal concerns, etc. Fully loaded cost of this position, including salary, benefits and taxes is approximately $159,800. n addition to adding personnel resources to improve the pace of recruitment, it is the goal of staff to establish a list of guidelines and parameters that management can implement when a key position becomes vacant. Similar to the Layoff Prevention Plan—the list of protocols the City will implement during times of but in reverse, this policy will be preapproved by City Council and the labor groups and could include protocols such as, but not limited to, pausing all other recruitments, hiring a recruiting firm, offering hiring incentives, retention incentives, moving allowances, etc. as well when it is appropriate to over hire (i.e., to allow for training of positions). The purpose of this task is to red when the position is onboarded by implementing these protocols without the need for preapproval. . Review and expand the City’ Education Reimbursement Policy reimbursement policy that allows employees to be reimbursed for continuing education they undertake themselves (as long as there is a direct city/department benefit). However, the policy hasn’t been reviewed and upda over ten years, including the maximum reimbursement amount, when in fact actual education costs have increased Attachment 1
E. Update the Personnel Rules and Regulations – The last time the City formally updated its Personnel Rules and Regulations was almost 40 years ago. Needless to say, the labor and human relations and laws are considerably different than they were then. A well-drafted set of personnel rules and regula tions ensures that the City rules, standards, values, culture and benefits are clearly outlined. In reality, updating personnel rules and regulations is an endless task since laws are constantly changing, especially more predominately in recent years, due to the significant changes to and the growth of City operations. The responsibility of ensuring that all personnel rules are up to date and reflect both the legal requirements and the operational requirements istime-consuming and daunting. However, updating personnel rules is one of the most valuable ways for agencies to avoid liability by increasing compliance, improving internal processes, helping navigate incidents and crises, and enabling consistent processes.

F. Review and update of the City’s Organizational Structure– No matter what the City does, even if all of the above protocols and goals mentioned above are in place, there will still be employee turnover; it is inevitable. That being said, the City can be prepared for this to occur. Specifically, reviewing the City’s organizational structure with an emphasis on providing support around key positions so that, if a key position does leave, there already is an existing employee who is trained, educated, and ready to move into a new role.

DEPARTMENT FINANCIAL OVERVIEW
FY 2021-22 Actual FY 2022-23 Actual FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
Risk Mgmt CSF 1,879,600 1,817,805 2,093,815 2,237,400 2,244,100 IT CSF 1,544,358 1,766,156 1,660,215 1,921,900 1,939,300 General Fund 2,307,735 2,307,735 2,560,694 2,979,600 2,979,600 -
1 2
3 4
5 6
7 8

MILLIONS

BUDGET APPROPRIATIONS BY FUNDING SOURCE
64 DRAFT

BUDGET APPROPRIATIONS BY FUNDING SOURCE
Attachment 1
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
Capital Outlay - - 30,000 - -
Debt Service - - - - -
Operating Expenses 3,473,378 3,512,342 3,838,549 4,219,500 4,251,300 Personnel Services 2,060,791 2,379,354 2,446,175 2,808,600 2,911,700 -
1 2
3 4
5 6
7 8

MILLIONS

BUDGET APPROPRIATIONS BY CATEGORY
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
Information Technology 1,544,358 1,766,156 1,660,215 1,921,900 1,939,300 Risk Management 1,879,600 1,817,805 2,093,815 2,237,400 2,244,100 Human Resources 909,741 1,071,106 1,198,491 1,549,900 1,616,300 Accounting & Finance 766,621 780,485 859,543 820,100 851,700 Department Administration 433,849 456,144 502,660 498,800 511,600 -
1 2
3 4
5 6
7 8

MILLIONS

BUDGET APPROPRIATIONS BY DIVISION/PROGRAM
65 DRAFTAdopted
-
3,838,549 4,219,500
2,446,175 2,808,600
5 6

BUDGET APPROPRIATIONS BY DIVISION/PROGRAM
Attachment 1

POLICE DEPARTMENT

DEPARTMENT OVERVIEW
POSITIONS FY 21-22
Actual
FY 22-23
Actual
FY 23-24
Projected
FY 24-25
Adopted
FY 25-26
Adopted
Police Chief 1.00 1.00 1.00 1.00 1.00
Deputy Police Chief 0.00 0.00 0.00 1.00 1.00
Commander 2.00 3.00 3.00 3.00 3.00
Support Services Manager 1.00 1.00 1.00 1.00 1.00
Sergeant 7.00 8.00 9.00 9.00 9.00
Officer 36.00 43.00 49.00 49.00 49.00
Parking Coordinator 1.00 1.00 1.00 0.00 0.00
Community Services Officer 4.88 4.94 5.00 4.00 4.00
Dispatch Supervisor 1.00 1.00 1.00 1.00 1.00
Dispatcher 8.00 10.00 10.00 10.00 10.00
Records Supervisor 0.00 0.00 1.00 1.00 1.00
Records Clerk 4.47 3.47 3.47 3.47 3.47
Administrative Assistant 0.00 1.00 1.00 1.00 1.00
Crime Analyst 1.00 1.00 1.00 1.00 1.00
Training Coordinator 0.47 0.47 0.47 1.00 1.00
Total Positions 67.82 78.88 86.94 86.47 86.47
The department is committed to maintaining high ethical standards through integrity, accountability, humility, and professionalism. The men and women of the Paso Robles Police Department strive “ To be the safest city and most trusted Police Department anywhere! ”
In accomplishing their mission, members will recognize that: 1) the power to fulfill their function and duties is dependent on public approval of their existence, actions, and behavior, and on their ability to secure and maintain public respect; 2) to secure and maintain the respect and approval of the public means also obtaining the willing cooperation of the public in the observance of the laws; 3) the extent to which the cooperation of the public can be secured diminishes proportionately due to the necessity of using physical force and compulsion for achieving objectives; and 4) officers will seek and preserve public favor, not by pandering to public opinion, but by constantly demonstrating absolutely impartial service to law, by readily offering of individual service to the public without Police Chief
Operations
Commander
Patrol
Parking
Community
Services
Dedectives
Commander
Investigations
Special
Enforecement
Team
Community
Action Team
Support Services
Commander
School
Resources
Crime Analyst
Training
Support Services
Manager
Dispatch
Records
Administrative
Assistant
66 DRAFT FY 21-22
Actual
FY 22-23
Actual

1.00 1.00

0.00 0.00

2.00 1.00

7.00 36.00

1.00 Community Services Officer
Community
Services
Enforecement
Team
Community
Action Team
Attachment 1
regard to their wealth, social standing, race, religion, or national origin; by ready exercise of courtesy and good humor, and by ready offering of individual sacrifice in protecting and preserving life.

DEPARTMENT STRATEGIC PRIORITIES

1. ENSURE PUBLIC SAFETY, PROTECT THE ENVIRONMENT, ENFORCE ILLEGAL CONDUCT, AND BETTER MANAGE

Q UALITY OF LIFE ISSUES ASSOCIATED WITH INDIVIDUALS ACTIVELY IGNORING PUBLIC HEALTH AND SAFETY IN

PUBLIC SPACES BY UPDATING THE CITY MUNICIPAL CODE TO ALIGN LOCAL REGULATIONS WITH J UDICIAL, STATE,

AND FEDERAL RULINGS
The City updates the municipal code to ensure the
safety and wellbeing of unhoused individuals through
a comprehensive approach that considers various
factors such as camping in public spaces, fire hazard
areas, and waterways.

The City Council is committed to protecting the life,
health, and safety of all people in the city and finds
that certain public lands within the geographical
boundaries of the city pose significant health and
safety hazards to the people who make shelter or stay
overnight in these areas. Additionally, the Council
finds that some of these public lands are
environmentally sensitive and may be significantly
damaged by unregulated human activity.

The City is committed to protecting the rights of individuals related to their personal property and to treating such property with respect and consideration. It is the purpose of these municipal codes to set standards for the preservation and protection of human life, health, and safety, to further the preservation and protection of sensitive public lands to prevent destruction of these assets, and to establish a process for the collection, storage, disposal, recycling, or reuse of personal property found in encampments on public property.

Updating the City Municipal Code will allow the City to be responsive to a variety of public health and safety concerns created by unregulated human use of public property and growing encampments. It also allows the City to address health and safety concerns for people sheltering on City property, including the risk of disease and wildfire. Updating the City’s municipal code to align with local regulations and state, and federal rulings, remains a high priority to the City.
2 . EFFECTIVELY RESPOND TO EMERGENCIES AND MITIGATE RISK ACROSS THE COMMUNITY BY CONDUCTING A

COMPREHENSIVE COMMUNITY RISK ASSESSMENT AND STANDARDS OF COVER STUDY TO DETERMINE

APPROPRIATE ALLOCATION OF RESOURCES, PERSONNEL, EQ UIPMENT, AND FUNDING The Police Department is seeking an objective, unbiased, and data driven analysis of Fire and Police Staffing and Response Capabilities. This comprehensive analysis marries an evidence-based approach with an understanding of the public safety department’s current service delivery methods in anticipation of future service demands.

This analysis will provide the Public Safety Chiefs with a comprehensive Community Risk Assessment (CRA) and Standards of Cover (SOC). The fire department completed both studies in 2021 and this evaluation will include an update to the 2021 fire department plans. The police
department does not have similar documents and has not
previously conducted an in-depth analysis of services to this level.

The assessment will consider best practices of other
municipalities and like organizations; outline implementation in accordance with city council and department goals as they relate to vision, mission, and values; provide recommended improvements to the departmental organizational structure, and the roles and functions within it in the context of the City’s budget and existing resources; include observations and 67 DRAFT
The City is committed to protecting the rights of individuals related to their personal property and to property with respect and consideration. It is the purpose of these municipal codes to set preservation and protection of human life, health, and safety, to further the public lands to prevent destruction of these assets, and to establish a process for the collection, storage, disposal, recycling, or reuse of personal property found in encampments on public property.

Updating the City Municipal Code will allow the City to be responsive to a variety of public health and created by unregulated human use of public property and growing encampments. It also health and safety concerns for people sheltering on City property, including the the City’s municipal code to align with local regulations and state, and federal rulings, remains

EFFECTIVELY RESPOND TO EMERGENCIES AND MITIGATE RISK ACROSS THE COMMUNITY BY CONDUCTING A

COMPREHENSIVE COMMUNITY RISK ASSESSMENT AND STANDARDS OF COVER STUDY

APPROPRIATE ALLOCATION OF RESOURCES, PERSONNEL, EQ UIPMENT, AND FUNDING Attachment 1
recommendations around governance, policies, administration, services, use/capabilities of technology; strategies around what changes are required to meet future needs within the departments; provide recommendations for how the departments may optimize resources to operate at greater efficiency and effectiveness; conduct an analysis of the existing fire station and police station locations to maximize deployment and provide effective response force to mitigate emergencies; managing calls for service, call classification, prioritization, and call diversion; crime analysis; and service delivery expectations.

The cost to conduct a comprehensive assessment of the police department and update the fire department SOC and CRA is approximately $150,000. The assessment is proposed to be funded by Measure J-20 in FY 24-25. 3 . ELEVATE RECRUITMENT EFFORTS TO ATTRACT AND RETAIN HIGHLY Q UALIFIED SWORN POLICE CANDIDATES BY

RETAINING A MARKETING FIRM TO REACH PROSPECTIVE NEW RECRUITS AND LATERALS The Department, like most agencies throughout the state, is struggling to fill vacant police officer positions. As of February 23, 2024, the department has 18 sworn vacancies. All agencies are competing for a very small number of qualified applicants. To stay ahead in this competitive landscape, this goal seeks to partner with a marketing firm to elevate recruitment efforts to attract and retain highly qualified sworn police candidates.

In an era dominated by digital interaction,
collaboration with a marketing firm offers a
powerful avenue to bolster recruitment
efforts. By leveraging the expertise of
marketing professionals, we can tap into
innovative strategies to enhance our social
media and digital presence empowering us to
craft authentic narratives, cultivate diverse
candidate pools, and adapt recruitment
strategies to evolving societal trends. A robust
online presence not only amplifies the visibility
of the department but also facilitates direct
engagement with potential recruits, fostering
a sense of community and trust.

Through strategic content creation, targeted advertising, and data-driven analytics, this partnership can effectively communicate the values and opportunities within our department. Compelling storytelling through various digital platforms can humanize the profession, dispelling misconceptions and attracting individuals who align with our mission and ethos. Moreover, harnessing the power of social media platforms enables real-time interaction, enabling the department to address inquiries, showcase initiatives, and provide valuable insights into the recruitment process. The estimated cost for these services is $70,000, and funded with Measure J-20. 4 . SEEK TO MEET THE STATE OF CALIFORNIA TRAINING REQ UIREMENTS, ADDRESS THE EVOLVING CHANGES IN

USE OF FORCE, DEFENSIVE TATICS, FIRE, RESCUE, EMERGENCY MEDICAL REPSONSE, AND STRENGTHEN ISO RATING BY COMPLETING THE PUBLIC SAFETY TRAINING CENTER BY 2 0 2 6 The Public Safety Training Center will serve as an essential resource for training and preparing our emergency responders, law enforcement personnel, and other public safety professionals to effectively handle a wide range of critical situations. A dedicated training center will provide a controlled environment for public safety personnel to simulate real-life emergency scenarios and respond to critical incidents effectively.

The training center will serve as a hub for collaboration and coordination among different public safety agencies. By bringing together various departments for joint exercises and training programs, the center will promote communication and coordination during actual emergency situations, leading to improved overall response effectiveness. The public safety training center will offer specialized courses, workshops, and certifications to help professionals stay updated on the latest techniques, technologies, and best practices in public safety.

The Public Safety Training Center is a vital investment and will enhance the communities Insurance Service Office (ISO) rating while enabling our emergency response crews to meet California “ live fire” and P.O.S.T Perishable Skills training requirements.
68 DRAFT
engagement with potential recruits, fostering
Through strategic content creation, targeted advertising, and data communicate the values and opportunities within our department. Compelling storytelling platforms can humanize the profession, dispelling misconceptions and attracting mission and ethos. Moreover, harnessing the power of social media enabling the department to address inquiries, showcase
recruitment process. The estimated cost for these
4 . SEEK TO MEET THE STATE OF CALIFORNIA TRAINING REQ UIREMENTS, ADDRESS THE EVOLVING CHANGES IN

USE OF FORCE, DEFENSIVE TATICS, FIRE, RESCUE, EMERGENCY MEDICAL REPSONSE, AND STRENGTHEN ISO Attachment 1
The training center is identified as Phase 2 of 3 at the Fire Station #3 site. The training center is part of the approved staff report presented to City Council for the purchase of 2930 Union Road on October 1, 2019. Construction of a Training Center is recommended in both the departments Strategic Plan and Community Risk Assessment/Standards of Cover documents that was presented to City Council on April 5, 2022. Furthermore, not having a Training Center one was of the largest deficiencies (0 points out of 35) noted in the 2020 Insurance Services Office (ISO) review presented to City Council on September 1, 2020. The cost to construct the training center is approximately $4 million and is proposed to be funded by Measure J-20.

DEPARTMENT FINANCIAL OVERVIEW
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
Supp. Law Enforce. Services Fund 267,720 618,505 359,392 340,000 - Downtown Parking Fund 377,164 619,101 545,419 - -
Supplemental Sales Tax Fund 420,287 978,091 3,027,153 5,517,900 5,567,600 General Fund 10,866,705 11,688,868 12,679,470 13,392,800 13,917,200 -
2 4
6 8
10 12
14 16
18 20
22 MILLIONS

BUDGET APPROPRIATIONS BY FUNDING SOURCE
69 6DRAFT
8 10
Attachment 1
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
Capital Outlay 239,623 709,445 435,102 340,000 -
Debt Service 9,571 18,745 - - -
Operating Expenses 1,646,174 1,534,106 1,935,146 2,063,900 1,850,900 Personnel Services 10,036,508 11,642,269 14,241,186 16,846,800 17,633,900 -
2 4
6 8
10 12
14 16
18 20
22 MILLIONS

BUDGET APPROPRIATIONS BY CATEGORY
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
Parking 377,164 619,101 545,419 - -
Communcations/Dispatch 1,294,873 1,436,134 1,534,476 1,873,500 1,947,500 Records 394,502 306,052 438,783 521,400 543,300
Community Services 362,838 382,121 374,459 532,500 547,800 Special Weapons and Tatics - 23,366 24,314 45,800 47,500 School Resources 274,945 329,563 411,179 441,300 452,600 Community Action Team 640,662 739,915 839,438 655,900 676,200 Investigations 755,898 951,422 1,448,866 1,618,100 1,678,700 Patrol 6,777,991 7,982,031 8,822,098 10,868,900 10,960,900 Department Administration 1,053,003 1,134,860 2,172,402 2,693,300 2,630,300 -
2 4
6 8
10 12
14 16
18 20
22 MILLIONS

BUDGET APPROPRIATIONS BY DIVISION/PROGRAM
70 DRAFT340,000
1,935,146 2,063,900
14,241,186 16,846,800
6 8
10 BUDGET APPROPRIATIONS BY DIVISION/PROGRAM
Attachment 1

FIRE AND EMERGENCY SERVICES

DEPARTMENT OVERVIEW
POSITIONS FY 21-22
Actual
FY 22-23
Actual
FY 23-24
Projected
FY 24-25
Adopted
FY 25-26
Adopted
Fire Chief 1.00 1.00 1.00 1.00 1.00
Deputy Fire Chief 0.00 1.00 1.00 1.00 1.00
Emergency Services Coordinator 1.00 1.00 1.00 1.00 2.00 Battalion Chief 3.00 3.00 3.00 3.00 3.00
Fire Captain 9.00 9.00 9.00 9.00 9.00
Fire Engineer 9.00 9.00 9.00 9.00 12.00
Firefighter 15.00 15.00 15.00 15.00 18.00
Fire Marshal 1.00 1.00 1.00 1.00 1.00
Administrative Captain 1.00 1.00 1.00 1.00 1.00
Training Officer 0.00 0.00 0.00 1.00 1.00
Fire Prevention Specialist 1.00 2.00 2.00 2.00 2.00
Total Positions 41.00 43.00 43.00 44.00 51.00
The Paso Robles Fire and Emergency Services (PRFES) Department is an all-hazard fire department that provides a variety of response services, including structural and wildland fire suppression, advanced life support, paramedic level emergency medical care, and entrapment extrication. The department also provides technical rescue services including high-angle, trench, swift-water, and confined space as well as providing fully capable hazardous materials emergency response in conjunction with the San Luis Obispo County Regional Hazardous Materials Team. The department provides automatic and mutual aid to other fire agencies within San Luis Obispo County.

The Department also provides non-response services through its Community Risk Reduction Division. This includes public safety education, disaster preparedness, fire and life safety inspections, and new building planning and construction review and permitting.

To accomplish these services, 36 of the department’s 43 personnel are assigned to work 24-hour shifts. Each day there is a minimum of one Battalion Chief, three Fire Captains, three Fire Engineers and up to six Firefighters rendered from three fire stations. The PRFES is dedicated to protecting your quality of life through exceptional public service and interactive community engagement.

Fire Chief
Fire Marshal
Administrative
Captain
Training Officer
Fire Prevention
Specialist
Battalion Chief
Fire Captain
Fire Engineer
Firefighter
Emergency
Services
Coordinator
Deputy Fire
Chief
71 DRAFT FY 21-22
Actual
FY 22-23
Actual

1.00 1.00

0.00 1.00

1.00 3.00

9.00 9.00

15.00 Attachment 1

DEPARTMENT STRATEGIC PRIORITIES

1. ENSURE PUBLIC SAFETY, PROTECT THE ENVIRONMENT, ENFORCE ILLEGAL CONDUCT, AND BETTER MANAGE

Q UALITY OF LIFE ISSUES ASSOCIATED WITH INDIVIDUALS ACTIVELY IGNORING PUBLIC HEALTH AND SAFETY IN

PUBLIC SPACES BY UPDATING THE CITY MUNICIPAL CODE TO ALIGN LOCAL REGULATIONS WITH J UDICIAL, STATE,

AND FEDERAL RULINGS
The City updates the municipal code to ensure the safety and wellbeing of unhoused individuals through a comprehensive approach that considers various factors such as camping in public spaces, fire hazard areas, and waterways.

The City Council is committed to protecting the life, health, and safety of all people in the city and finds that certain public lands within the geographical boundaries of the city pose significant health and safety hazards to the people who make shelter or stay overnight in these areas. Additionally, the Council finds that some of these public lands are environmentally sensitive and may be significantly damaged by unregulated human activity.

2. RESPOND TO ALL EMERGENCIES IN 4-MINUTES OR LESS, 9 0 % OF THE TIME BY IMPLEMENTING A PARAMEDIC

SQ UAD TO ENHANCE DISTRIBUTION OF ADVANCED LIFE SUPPORT SERVICES In 2017, the PRFES Department hosted a City
Council and Community workshop that presented
deficiencies within the Department. In response,
City Council requested PRFES to return with an
updated fiscal forecast and funding plan as well as
developing an implementation plan and budget
amendments, with full costs and timing, for
phasing in changes to the Department.

Shortly thereafter, City Council pursued a funding
option and voters successfully passed Measure J20. After the passage of Measure J -20, PRFES presented and City Council supported a 10-year
staffing analysis that included cost, timing, and
phased improvements. Since the passage of
Measure J -20, City Council continues to implement those items outlined in the 10-year staffing analysis.

The next phase of the 10-Year Staffing Plan is reimplementing the paramedic squad in FY 2025-26. Reimplementation of the paramedic squad is also supported by the departments Strategic Plan and Community Risk Assessment/Standards of Cover documents that was presented to City Council on April 5, 2022. The cost to reimplement the paramedic squad is approximately $1.1 million and is proposed to be funded by Measure J-20 in FY 2025-26.
72 DRAFT
The City is committed to protecting the rights of individuals related to their personal property and to treating such property with respect and consideration. It is the purpose of these municipal codes to set standards for the preservation and protection of human life, health, and safety, to further the preservation and protection of sensitive public lands to prevent destruction of these assets, and to establish a process for the collection, storage, disposal, recycling, or reuse of Updating the City Municipal Code will allow the City to be responsive to a variety of public health and safety concerns created by unregulated human use of public property and growing encampments. It also allows the City to address health and safety concerns for people sheltering on City property, including the risk of disease and wildfire. Updating the City’s municipal code to align with local regulations and state, and federal rulings, remains a high priority to the RESPOND TO ALL EMERGENCIES IN 4-MINUTES OR LESS, 9 0 % OF THE TIME BY IMPLEMENTING A PARAMEDIC

SQ UAD TO ENHANCE DISTRIBUTION OF ADVANCED LIFE SUPPORT SERVICES Attachment 1

3. REDUCE AMBULANCE RESPONSE TIMES BY 10 % AND LEVERAGE FEDERAL REIMBURSEMENTS TO PROVIDE

EQ UITABLE PREHOSPITAL EMERGENCY MEDICAL SERVICES BY WORKING COLLABORATIVELY WITH SLO COUNTY, 7 -CITIES, AND DISTRICTS
Availability of emergency medical transport services is critical for countless individuals in their greatest time of need.

Yet too often, delays and inefficiencies in our current system impact residents and visitors throughout the County.

To address this concern, we must work together and commit to a strategy aimed at improving transport services and seek federal funding opportunities to reduce the contributive factors that are impacting the prehospital emergency medical services system.

Several opportunities exist to improve emergency medical transport services. By supporting a collaborative approach, we can create a more robust, transparent, accountable, sustainable, and equitable medical transport system that reinvests funding for additional EMS-centric programs.

Service level enhancement should
include increasing the number of
ambulances available in the emergency
response system, allocating ambulances
separate from the 911 system to
interfacility transfers, mental health
services, and adding a community
paramedic or mobile integrated
healthcare program to service high
frequency and low acuity system users.

This is a high priority goal of the Fire
Department, community, and City
Council. The cost associated with
evaluation and legal assistance is
estimated to not exceed $50,000 and is
proposed to be funded by Measure J-20.

4. SEEK TO MEET THE STATE OF CALIFORNIA TRAINING REQ UIREMENTS, ADDRESS THE EVOLVING CHANGES IN

The training center is identified as Phase 2 of 3 at the Fire Station # 3 site. The training center is part of the approved staff report presented to City Council for the purchase of 2930 Union Road on October 1, 2019. Construction of a Training Center is recommended in both the departments Strategic Plan and Community Risk Assessment/Standards of Cover documents that was presented to City Council on April 5, 2022. Furthermore, not having a Training Center one was of the largest deficiencies (0 points out of 35) noted in the 2020 Insurance Services Office (ISO) review presented to City Council on September 1, 2020. The cost to construct the training center is approximately $4 million and is proposed to be funded by Measure J-20.
73 DRAFT

SEEK TO MEET THE STATE OF CALIFORNIA TRAINING REQ UIREMENTS, ADDRESS THE EVOLVING CHANGES IN

USE OF FORCE, DEFENSIVE TATICS, FIRE, RESCUE, EMERGENCY MEDICAL REP RATING BY COMPLETING THE PUBLIC SAFETY TRAINING CENTER BY 2 0 2 6 The Public Safety Training Center will serve as an essential resource for training and preparing our emergency responders, law enforcement personnel, and other public safety professionals to effectively handle a wide range of critical situations. A dedicated training center will provide a controlled environment for public safety personnel to life emergency scenarios and respond to critical incidents effectively.

The training center will serve as a hub for collaboration and coordination among different public safety agencies. By bringing together various departments for joint exercises and training programs, the center will promote Attachment 1
5 . STRENGTHEN OVERALL COMMUNITY PREPAREDNESS, AWARENESS, AND RESILIENCE AND CONDUCT TWO EOC

TRAINING DRILLS FOR CITY STAFF TO INCREASE EOC POSITION PROFICIENCY WITHIN THE NEXT TWO YEARS AND

UPDATE EMERGENCY RESPONSE PLANS
Disasters can strike at any moment and the key to minimizing their impact lies in our disaster preparedness and awareness. Updating the City’s Emergency Operations Plan and accompanying hazard specific annexes accomplishes the following:
• Establishes an incident management organization for Paso Robles which will coordinate and support onscene responses including maintenance of situational awareness, facilitation of effective communication between operations centers at various levels of government, maintain continuity of government, and interaction with public information sources.
• Establishes the overall operational concepts associated with the management of incidents, emergencies, crises, disasters, and catastrophes in the City of Paso Robles. • Provides a flexible platform for planning and response to all hazards, incidents, events, and emergencies specific to Paso Robles. It is applicable to a wide variety of anticipated incident events including earthquake, hazardous materials incidents, mass casualty incidents, civil disturbance, terrorist events, wildland fires, adverse weather, utility disruptions, and public health issues.

The Emergency Operations Plan ensures the City’s compliance with the Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), the Incident Command System (ICS), the National Response Framework (NRF), and the National Preparedness Guidelines.

The Emergency Operations Plan serves as the legal and conceptual framework for incident management to be utilized by the City of Paso Robles and its various departments within municipal government. There are a number of separately published annexes that support the Emergency Operations Plan. These supporting annexes further describe the operational or functional response to particular threats and hazards and the basic considerations, actions, and responsibilities of specific emergency response and management disciplines or functions.

Staff training and updating the Emergency Response Plan is a state mandate and without this plan, the City will not be eligible for FEMA reimbursements from costs incurred because of a disaster. The cost to conduct training and updating the Emergency Response Plan is $30,000 and is proposed to be funded by the Measure J-20 Fund. 6 . ENSURE LIFE SAFETY AND ENHANCE FIREFIGHTING CAPABILITIES BY CONDUCTING AND RECORDING INSPECTIONS OF ALL PUBLIC AND PRIVATE FIRE AND LIFE SAFETY SYSTEMS AS REQ UIRED BY CCR TITLE 19 AND THE CALIFORNIA FIRE CODE BY J UNE 3 0 , 2 0 26
Fire and life safety inspections play a critical role in safeguarding our community, first responders, and preventing disasters. Annual fire inspections help identify potential fire hazards such as faulty wiring, combustible materials, or blocked exits.

By addressing these issues proactively, inspections reduce the likelihood of a fire starting and reduce injuries if a fire does occur.

Ensuring buildings have compliant fire and life safety systems means occupants have a better chance of safely escaping in the event of a fire. Inspections verify the presence and functionality of fire alarms, sprinkler systems, fire hydrants, fire extinguishers, and emergency lighting; all of which are essential for early detection, evacuation, and suppression.

Title 19 refers to a section of the California Health and Safety Code that mandates fire protection measures and inspections. Inspections also provide an opportunity to educate building owners and occupants about fire safety practices. Fire department personnel often offer guidance on fire prevention measures, evacuation procedures, and the proper use of firefighting equipment. Educating building owners and occupants allows them to take steps to protect themselves during an emergency.

Overall, fire department fire and life safety inspections are essential for preventing fires, protecting lives and property, ensuring legal compliance, fostering community resilience, and promoting the importance of safety and preparedness.
74 DRAFT
System (SEMS), the National Incident Management System (NIMS), the Incident Command System (ICS), the National he Emergency Operations Plan serves as the legal and conceptual framework for incident management to be utilized by the City of Paso Robles and its various departments within municipal government. There are a number of separately published annexes that support the Emergency Operations Plan. These supporting annexes further describe the operational or functional response to particular threats and hazards and the basic considerations, actions, and responsibilities of specific emergency response and management disciplines or functions. taff training and updating the Emergency Response Plan is a state mandate and without this plan, the City will not be eligible for FEMA reimbursements from costs incurred because of a disaster. The cost to conduct training and updating the Emergency Response Plan is $30,000 and is proposed to be funded by the

LIFE SAFETY AND ENHANCE FIREFIGHTING CAPABILITIES BY CONDUCTING AND RECORDING INSPECTIONS OF ALL PUBLIC AND PRIVATE FIRE AND LIFE SAFETY SYSTEMS AS REQ UIRED BY CCR TITLE 19 AND THE CALIFORNIA FIRE CODE BY J UNE 3 0 , 2 0 26
Fire and life safety inspections play a critical role in safeguarding our community, first responders, and preventing disasters. Annual fire inspections help identify potential fire hazards such as faulty wiring, combustible materials, or blocked exits.

By addressing these issues proactively, inspections reduce the likelihood of a fire starting and reduce injuries if a fire does occur.
nsuring buildings have compliant fire and life safety systems means occupants have Attachment 1

7. INCREASE OVERALL PROFICIENCY AND CONSISTENCY OF DEPARTMENT PERSONNEL BY IMPLEMENTING TARGETED EMERGENCY RESPONSE TRAINING AND EDUCATION PROGRAM, RESULING IN 10 0 % COMPLIANCE OF

TRAINING MANDATES AND LOCAL AND STATE REPORTING REQ UIREMENTS WITHIN THE NEXT TWO YEARS Oversight, management, and coordination
of training requirements are shared
responsibilities between all management
staff. Staff capacity is limiting the
department’s ability to optimize training
specific requirements, meet state and
federal mandates, and adhere to legal
requirements.

The training officer will provide consistent
training across three-shifts and nine-engine
companies to assist in identifying the
training requirements of the department.

The Training Officer will be responsible for
designing, implementing, executing, and
evaluating a variety of training and
educational programs to include the recruit academy, Health and Wellness Program, company and department-wide rescue training, special operations, hazardous materials response, disaster preparedness and response, fire suppression, and firefighter safety and survival training.

The Training Officer will assemble and maintain fire department training curriculum, formulate annual training budgets, compile, and complete training records for reporting to the state, data collection, and assist in developing plans and training programs for emergency and disaster preparedness and response. This position will also partner with Cuesta College, local support agencies and coordinate resources needed to meet organizational needs and goals.

The Training Officer is identified in the 10-Year Staffing Plan to be implemented in FY 2024-25 and recommended in both the departments Strategic Plan and Community Risk Assessment/Standards of Cover documents that was presented to City Council on April 5, 2022. The cost to implement the Training Officer is approximately $215,218 and is proposed to be funded by Measure J-20.

8. EFFECTIVELY RESPOND TO EMERGENCIES AND MITIGATE RISK ACROSS THE COMMUNITY BY CONDUCTING A

COMPREHENSIVE COMMUNITY RISK ASSESSMENT AND STANDARDS OF COVER STUDY TO DETERMINE

APPROPRIATE ALLOCATION OF RESOURCES, PERSONNEL, EQ UIPMENT, AND FUNDING The Fire Department is seeking an objective, unbiased, and data driven analysis of Fire and Police Staffing and Response Capabilities. This comprehensive analysis marries an evidence-based approach with an understanding of the public safety department’s current service delivery methods in anticipation of future service demands.

This analysis will provide the Public Safety
Chiefs with a comprehensive Community
Risk Assessment (CRA) and Standards of
Cover (SOC). The fire department completed
both studies in 2021 and this evaluation will
include an update to the 2021 fire
department plans. The police department
does not have similar documents and has not
previously conducted an in-depth analysis of
services to this level.

The assessment will consider best practices
of other municipalities and like
organizations; outline implementation in
accordance with city council and department
goals as they relate to vision, mission, and
values; provide recommended improvements to the departmental organizational structure, and the roles and functions within it in the context of the City’s budget and existing resources; include observations and 75 DRAFTvaluating a variety of training and
educational programs to include the recruit academy, Health and Wellness Program, company and department rescue training, special operations, hazardous materials response, disaster preparedness and response, fire The Training Officer will assemble and maintain fire department training curriculum, formulate annual training budgets, compile, and complete training records for reporting to the state, data collection, and assist in developing for emergency and disaster preparedness and response. This position will also partner with Cuesta College, local support agencies and coordinate resources needed to meet organizational needs and goals.

Year Staffing Plan to be implemented in FY
both the departments Strategic Plan and Community Risk Assessment/Standards of Cover documents that was presented to City Council on April 5, 2022. The cost to implement the Training Officer is approximately $215,218 and d to be funded by Measure J-20.

EFFECTIVELY RESPOND TO EMERGENCIES AND MITIGATE RISK ACROSS THE COMMUNITY BY CONDUCTING A

COMPREHENSIVE COMMUNITY RISK ASSESSMENT AND STANDARDS OF COVER STUDY TO DETERMINE

APPROPRIATE ALLOCATION OF RESOURCES, PERSONNEL, EQ UIPMENT, AND FUNDING The Fire Department is seeking an objective, unbiased, and data driven analysis of Fire and Police Staffing and Response Capabilities. This comprehensive analysis marries an evidence the public safety department’s current service delivery methods in anticipation of future service demands.

This analysis will provide the Public Safety
Attachment 1
recommendations around governance, policies, administration, services, use/capabilities of technology; strategies around what changes are required to meet future needs within the departments; provide recommendations for how the departments may optimize resources to operate at greater efficiency and effectiveness; conduct an analysis of the existing fire station and police station locations to maximize deployment and provide effective response force to mitigate emergencies; managing calls for service, call classification, prioritization, and call diversion; crime analysis; and service delivery expectations.

DEPARTMENT FINANCIAL OVERVIEW
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
Supplemental Sales Tax Fund 713,085 2,004,870 2,535,313 3,276,400 4,489,900 General Fund 7,560,698 7,198,020 8,257,810 8,047,400 8,278,800 -
2 4
6 8
10 12
14 MILLIONS

BUDGET APPROPRIATIONS BY FUNDING SOURCE
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
Capital Outlay 174,334 152,344 600,068 26,000 22,000
Debt Service - - - - -
Operating Expenses 402,114 687,170 688,179 863,900 772,100 Personnel Services 7,697,335 8,363,376 9,504,876 10,433,900 11,974,600 -
2 4
6 8
10 12
14 MILLIONS

BUDGET APPROPRIATIONS BY CATEGORY
76 DRAFT FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
713,085 2,004,870
7,560,698 7,198,020

BUDGET APPROPRIATIONS BY CATEGORY
Attachment 1
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
State OES Response 398,935 232,922 545,395 432,100 432,100 Emergency Response 6,812,968 7,274,404 7,837,660 8,520,400 9,850,300 Emergency Operations Center 6,101 217,718 130,486 6,400 8,600 Fire Prevention 566,784 734,155 1,404,276 1,137,400 1,150,600 Department Administration 488,995 743,691 875,306 1,227,500 1,327,100 -
2 4
6 8
10 12
14 MILLIONS

BUDGET APPROPRIATIONS BY DIVISION/PROGRAM
77 DRAFT FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
398,935 232,922
6,812,968 7,274,404
Emergency Operations Center 6,101 217,718
566,784 734,155
Department Administration 488,995
Attachment 1

DEPARTMENT OF PUBLIC WORKS
P

DEPARTMENT OVERVIEW
POSITIONS FY 21-22
Actual
FY 22-23
Actual
FY 23-24
Projected
FY 24-25
Adopted
FY 25-26
Adopted
Public Works Director 1.00 1.00 1.00 1.00 1.00
Management Analyst 0.00 0.00 0.00 1.00 1.00
Administrative Assistant 2.00 2.00 2.00 2.00 2.00
Airport Operations
Airport Manager 1.00 1.00 1.00 1.00 1.00
Airport Operations Technician 0.00 0.00 0.00 0.00 1.00
Airport Maintenance Specialist 1.00 1.00 2.00 3.00 3.00 Capital Projects
Capital Projects Engineer 1.00 1.00 1.00 1.00 1.00
Assistant Capital Projects Manager 0.00 1.00 1.00 1.00 1.00 Staff Engineer 1.00 0.00 0.00 0.00 0.00
Street and Stormwater Maintenance
Public Works Operations Managers 0.00 1.00 1.00 1.00 1.00 Stormwater Manager 1.00 1.00 1.00 1.00 1.00
Stormwater Inspector 1.00 1.00 1.00 1.00 1.00
Street Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00
Street Maintenance Specialist 6.00 6.00 6.00 9.00 9.00
Landscape, Property & Equipment Maintenance
Maintenance Superintendent 1.00 1.00 1.00 1.00 1.00
Landscape Supervisor 0.00 1.00 1.00 1.00 1.00
Landscape Maintenance Specialist 3.00 6.00 6.00 6.00 6.00 Facilities Supervisor 1.00 1.00 1.00 1.00 1.00
Facilities Maintenance Specialist 5.00 5.00 6.00 6.00 6.00 Fleet Supervisor 1.00 1.00 1.00 1.00 1.00
Mechanic 2.00 2.00 2.00 2.00 2.00
Total Positions 29.00 34.00 36.00 41.00 42.00
Public Works
Director
Airport Manager
Airport
Operations
Technician
Airport
Maintenance
Specialists
Capital Projects
Engineer
Assistant Capital
Project Manager
Public Works
Operations
Manager
Stormwater
Manager
Stormwater
Inspector
Street
Maintenance
Supervisor
Street
Maintenace
Spcecialists
Maintenance
Superintendent
Facilities
Supervisor
Facilities
Maintenance
Specialists
Fleet Supervisor
Mechanics
Landscape
Supervisor
Landscape
Maintenance
Specialists
Adminstrative
Assistant
Administratice
Assistant
Management
Analyst
78 DRAFT FY 21-22
Actual
FY 22-23
Actual

1.00 1.00

0.00 2.00

1.00 Airport Operations Technician 0.00
Airport Maintenance Specialist
Facilities
Supervisor
Facilities
Maintenance
Specialists
Attachment 1
The Public Works (PW) Department is responsible for the construction and maintenance of the City streets, traffic signals, medians, parkways, public parking lots, stormwater facilities, Municipal Airport and City owned buildings.

Additionally, the PW department manages most of the City’s capital improvement projects and is responsible for maintaining the City’s fleet of rolling stock.

The Department is organized into eight major functions:

A d m in is tration : Administration provides overall direction and leadership for the Department as well as providing oversight to the Airport, Capital Projects, Stormwater Program, Streets Maintenance, Facilities Maintenance, Fleet Maintenance and Landscape Maintenance functional areas. Significant focus areas include budget, personnel matters, Council items, and future planning.

C ap ital P roj ects E n g in eerin g : Capital Projects Engineering manages the design, funding, and construction of capital projects for all City departments, with the
primary focus being
transportation/streets projects, including
the replacement of sewer, water, and
stormwater pipes. Capital Projects
Engineering is the lead coordinator and
reporter on projects involving Measure E12 Supplemental Sales Tax, Senate Bill 1, Gas Tax, and capital projects involving
Measure J-20 funds. Additionally, Capital
Projects Engineering monitors, applies for,
and manages projects using
Transportation Grants and coordinates
with the San Luis Obispo Council of
Governments.

P as o R ob les Mu n icip al A irp ort: The 1,300-acre Paso Robles Municipal Airport site serves the general aviation community as well as the California Department of Forestry Air Attack Base; California Highway Patrol Air Operations Division; military, air charter, air ambulance and other flying services. Sections of the property have been developed as an industrial park with utilities and infrastructure improvements. J ust under 500,000 square feet of industrial building space is operational at the Airport housing nearly 40 individual businesses and providing hundreds of jobs in the community. Almost 200 aircraft are based at the Airport. The Airport is owned and operated by the City with technical advice and review provided by an appointed Airport Commission with policy decisions made by the City Council. The Airport is one of only five percent of airports in the United States that are self-sustaining (meaning it is not subsidized by the General Fund).

S torm w ater P rog ram : The City is enrolled in the Phase II Municipal Stormwater Program as required by the State of California Water Resources Control Board. The program requires the City to develop and implement a Stormwater Management Plan in order to reduce or eliminate pollutants in stormwater runoff and non-stormwater discharges.

To that end, the Division manages programs that address construction site stormwater runoff control, illicit discharge detection and elimination, pollution
prevention, postconstruction stormwater
runoff management and public education
and participation.

S treets Main ten an ce: The Streets
Maintenance Division maintains more
than 150 lane miles or 33 million square
feet of pavement and sidewalks.

Maintenance and repair activities are
focused on degraded road edges, crack
sealing, potholes, curb painting,
streetlights, signage, sidewalk repair and
traffic signals. The Division also supports
emergency services and City special events
with traffic control and road closures.
79 DRAFT acre Paso Robles Municipal Airport site serves the general aviation community as well as the California Department of Forestry Air Attack Base; California Highway Patrol Air Operations Division; military, air charter, air ambulance and other flying services. Sections of the property have been developed as an industrial park with utilities and infrastructure improvements. J ust under 500,000 square feet of industrial building space is operational at the Airport housing nearly 40 individual businesses and providing hundreds of jobs in the community. Almost 200 aircraft are based at the Airport. The Airport is owned and operated by the City with technical advice and review provided by an appointed Airport Commission with Council. The Airport is one of only five percent of airports in the United States that are self not subsidized by the General Fund).

The City is enrolled in the Phase II Municipal Stormwater Program as required by the State of California Water Resources Control Board. The program requires the City to develop and implement a Stormwater Attachment 1
F acilities Main ten an ce: Facilities Maintenance staff service, maintain and repair approximately 180,000 square feet of City facilities including City Hall, Public Safety Center, Centennial Park, Senior Center, Veterans Center and Municipal Pool. Additionally, they respond to all calls for service from both the public and City staff. A 6-person volunteer Graffiti abatement crew addresses all reports of graffiti within City limits.

F leet Main ten an ce: Fleet Maintenance procures and maintains a rolling stock of over 250 pieces of equipment and vehicles, ranging from weed eaters and mowers to fire engines to large loaders and backhoes. The majority of service is done in-house. Compliance with all emission mandates and inspection requirements is also Fleet’s responsibility.

L an d s cap e Main ten an ce: Landscape Maintenance staff are responsible for the health and maintenance of more than 15,000 City trees, close to 200 acres of Landscape & Lighting District property, more than 165 acres of open space weed abatement and all City-owned medians and parkways. Staff responds to all calls for service from the public and City staff.

DEPARTMENT STRATEGIC PRIORITIES

1. COMPLETE THE PREVIOUSLY APPROVED STREET MAINTENANCE PLAN PROJ ECTS FUNDED BY MEASURE E-12 WHICH EXPIRES ON MARCH 3 1, 2 0 2 5
Measure E-12, a half-cent supplemental sales tax, was passed by Paso Robles voters in November 2012 with effective dates of April 1, 2013 through March 31, 2025. The purpose of E-12 is to fund the City’s street maintenance and repair program. 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, E-12 has provided funding for over 35 different road maintenance projects totaling over $47.8 million, with an additional $28.6 million committed towards uncompleted projects. Annually, E-12 funds between $6 million and $7 million in road repair. The intent of this goal is to complete previously approved street maintenance plan projects funded by Measure E-12. The following 27 projects have been completed using E-12 funds:

Professional Studies Vine Street (1st to 36th)
21st Street Green Update Various Slurry/Chip Seals
13th Street Bridge Improvements 13th Street Pedestrian Improvements Spring Street (16th to 24th) Eastside Street Light Rehabilitation Country Club/Rolling Hills/So. River/Airport Rd Union Road (along BSP) Walnut/J ackson/Shannon Hill Ramada Drive/Vendels Circle 12th Street (Spring to Fresno) Spring Street (24th to 36th) Union Rd/K leck/Montebello Park, 6th St, 9th St, 10th Streets 80 DRAFT

DEPARTMENT STRATEGIC PRIORITIES

THE PREVIOUSLY APPROVED STREET MAINTENANCE PLAN PROJ ECTS FUNDED BY MEASURE E WHICH EXPIRES ON MARCH 3 1, 2 0 2 5
Attachment 1
Scott St (Creston to Airport) J ardine Road
Creston/Golden Hill/Oak Meadows Olive, 16th, 17th, 18th, 19th,20th Streets Union Road (Golden Hill/Hwy 46E) Dry Creek Road
Spring Street (1st to 15th) Rambouillet/Nicklaus-area
Sherwood/Creston/Linne Melody Dr/Patricia Ln
Country Club-area
The following 15 projects are currently underway using Measure E-12 fund:

Creston Road 24th Street Bridge Rehabilitation
Appaloosa Drive Rolling Hills Estates
17th Street (Spring to Chestnut) Riverside (17th to 24th) Sherwood/Sierra Bonita/Turtle Creek Sunset/Panorama-neighborhood Oak St, 2nd St, 3rd St, 26th St El Ct/Capitol Hill/Palm Ct Golden Hill Road (Rolling Hills to Creston) Merry Hill/15th St/Terrace Hill Serenade/Holstein/Brahama
Projects remain to be initiated and funds committed: 13 th Street and Niblick Bridge Deck Resurfacing, Melody Drive (east neighborhood), Dallons Drive, Tractor Road, Arciero Court and Mesa Road.

With the expiration of Measure E-12 supplemental sales tax measure on March 31, 2025, there is no other dedicated funding source for street maintenance and repair. Measure J-20, a one-cent supplemental sales tax measure passed by the voters in November 2020, and beginning on April 1, 2021, has three Council adopted priorities: fire and emergency services, police services, and street repair and maintenance. Measure J-20 sunsets on March 31, 2033. A total of $12.2 million of Measure J-20 funds have been appropriated for City road maintenance projects.

P av em en t Condition Idex
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. The City, prior to the dedicated expenditure of Measure E-12 proceeds on road repair and maintenance, averaged a PCI of under 50 citywide. Since inception, 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. 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.

It is important to note that repaired streets should be maintained by crack sealing, slurry seal or other appropriate light maintenance every five to 10 years in order to prevent deterioration and maintain PCI. Streets receiving major repair with E-12 funds between 2013 and 2019 have not been maintained and it is likely that the PCI average has decreased. 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.

It is estimad tha m ore than $350 milon of road repai work with asocited utily replacmnts remains t h r o u g h o u t t h e Ci t y .

Moving Forward
Timely decisions must be made in the near term to plan for the expiration or potential continuation of Measure E12. • Spring 2024 – Council discussion of various options with regard to placement of measure on November 2024 ballot
• J une 2024 – Deadline for submission of a Council adopted Resolution and related documents authorizing the placement of a measure renewing Measure E -12 on the November 2024 ballot • November 5, 2024 – Consolidated General Election
81 DRAFT
Arciero Court and Mesa Road.
plemental sales tax measure on March 31, 2025,
a one-cent supplemental sales tax measure passed
by the voters in November 2020, and beginning on April 1, 2021, has three Council adopted priorities emergency services, police services, and street repair and maintenance. Measure J-20 sun unds have been appropriated for City road maintenance projects. avement 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. The City, prior to the dedicated expenditure of eeds on road repair and maintenance, averaged a PCI of under 50 average has increased to 55 with westside streets averaging 47 and eastside streets averaging 61. 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. 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 and Airport Road in 2016 increased the average PCI from 43 to 100. s important to note that repaired streets should be maintained by crack sealing, slurry seal or other appropriate light maintenance every five to 10 years in order to prevent deterioration and maintain PCI. unds between 2013 and 2019 have not been maintained and it is likely that the PCI average has decreased. Additionally, the City’s PCI index is impacted by a variety of factors. In particular, many streets througho the City require full reconstruction due to deferred maintenance and poor conditions. This is the most expensive Attachment 1
Potential Funding Models and Asumptions
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
available in the first five years 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
Continuing with the pay-as-you-collect models
allows 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 bonding
and the ability to fast track repairs with $118
million available in the first five years for repair
projects and 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.

2. IMPROVE TRAFFIC CIRCULATION AND FACILITATE DEVELOPMENT OF GATEWAY PROJECT BY COMPLETING THE

DESIGN AND FUNDING PLAN FOR VINE STREET ROAD REALIGNMENT AND BRIDGE CONSTRUCTION A development agreement executed in 2016 obligates the City to realign Vine Street and construct a bridge over Highway 46 West in support of the Gateway Project by Quorum Realty Fund IV. The 170-acre plus project includes a 5-star resort, commercial center, workforce apartment units, single -family residential resort units and close to 100 acres of agriculture and open space areas. Construction of the road realignment and bridge are critical to the viability of the project.

This goal is intended to finalize the design and funding plan for the Vine Street road realignment and bridge construction in FY 2024 -25.

Critical path milestones for the achievement of this goal are as follows:
82 DRAFT
leverage funding for fast
12 renewed and increased to 1 cent with no sunset date
Cons
With an estimated $24 million spent on road repair
projects in the first five years, the proportionate
costs of engineering consultants
increase; requires City to incur debt.
12 is not placed on the ballot or is not renewed by voters Not placing the measure on the ballot or voters not
approving the renewal of the measure means that
Attachment 1

1. Caltrans approval of final environmental studies and issue an Encroachment Permit is expected in May of 2024. Without the Encroachment Permit the project cannot progress.

2. City staff must work with Quorum to resolve responsibility for the funding and construction of a waterline under Highway 46.

3. The cost sharing agreement between the City and Quorum for construction of the road realignment project needs to be finalized.

4. Plans, specifications and estimates for the project must be finalized and approved.

5. The City must identify the construction funding for the South Vine Street Bridge, after which bids for construction can be advertised.

Progress on the Gateway Project is a major step in the development of the southwest quadrant of the City bringing a new demographic of visitor and tourism to the area.
3 . IMPROVE SAFETY, GOODS MOVEMENT, AND SPUR REGIONAL ECONOMIC DEVELOPMENT BY SUBMITTING A TRADER CORRIDOR ENHANCEMENT PROGRAM CYCLE 4 GRANT APPLICATION TO FUND RIGHT OF WAY AND CONSTRUCTION COSTS FOR THE STATE ROUTE 4 6 / UNION ROAD OVERCROSSING PROJ ECT The State Route 46/Union Road Overcrossing Project is
a critical element in the future for Paso Robles.

Development of the design and efforts to progress the
project have been ongoing since 1999. The State Route
46/Union Road Overcrossing Project is key to the safety and viability of a transit corridor that serves residents, visitors, and freight. It is the route utilized when
Interstate 5 is closed and is an essential emergency
access route for public safety and military personnel.

The Overcrossing will open the northeast side of the
City to development and allow the vision of a
Technology Corridor and Spaceport to become a reality.

Significant progress on overcrossing design has been made in the past two years and major milestones developed to ensure a shovel-ready project eligible for TCEP grant monies. Moreover, the City is working with Caltrans and SLOCOG to sponsor the project, increasing the chances for a grant award.

Critical Milestones:

Item Responsible Party Due
Final Environment Documents Approved and Signed Caltrans District 5 April 2024 Plans, Specifications and Estimates Begins City of Paso Robles August 2024 TCEP Grant Application Submitted City of Paso Robles Fall 2024 Right of Way Acquisition Begins City of Paso Robles 2025 Plans, Specifications and Estimates Complete City of Paso Robles 2027 Construction Begins City of Paso Robles 2028
The intent of this goal is to ensure the skilled preparation of the TCEP grant application by retaining a consulting firm with a proven track record of success. Staff will solicit proposals and contract with a firm in the next month. That firm will be tasked with coordinating all City technical specialists to produce the most quality grant submittal. The cost of grant preparation services estimated at $75,000 is proposed to be funded from a SLOCOG Urban SHA Grant.

Available grant funds total $360,000.
4 . GUIDE THE ORDERLY AND TIMELY DEVELOPMENT OF THE AIRPORT TO MEET CURRENT AND FUTURE FACILITY

NEEDS BY COMPLETING THE AIRPORT MASTER PLAN
In J uly 2022, Airport staff met with FAA officials and were informed that the City was out of compliance with master plan update requirements which require the 20-year planning document be updated ideally every seven to 10 years.

The current plan was updated in 2004 and does not reflect current goals for the future of the Airport. In addition, a full master plan update is required by the Federal Aviation Administration (FAA) to move forward with a Spaceport application. Additional components of the master plan update are an environmental study and Spaceport-specific chapter, both sections not eligible for FAA grant funding. 83 DRAFT
Development of the design and efforts to progress the
project have been ongoing since 1999. The State Route
46/Union Road Overcrossing Project is key to
and viability of a transit corridor that serves residents, visitors, and freight. It is the route utilized when
Interstate 5 is closed and is an essential emergency
access route for public safety and military personnel.

The Overcrossing will op
City to development and allow the vision of a
Technology Corridor and Spaceport to become a reality.

Significant progress on overcrossing design has been made in the past two years and major milestones developed ready project eligible for TCEP grant monies. Moreover, the City is working with Caltrans and ncreasing the chances for a grant
Documents Approved and Signed
Plans, Specifications and Estimates Begins
TCEP Grant Application Submitted
Right of Way Acquisition Begins
Plans, Specifications and Estimates Complete
Attachment 1
The estimated cost for the total work scope is $639,687. A FAA grant will fund up to 90% of the $579,567 master plan update cost, or $521,610; Caltrans will fund an additional 5%, or $28,978. The City is responsible for remainder of scope costs: $28,978 for the master plan update, $50,000 for environmental studies, and $10,000 for the Spaceport chapter. The City liability of $88,978 is planned to be allocated from Airport Enterprise Fund Reserves.

Both an environmental planning consultant and engineering consultant are required to update the Airport master plan. Directly Following notification from the FAA that the City was out of compliance with master plan update requirements, staff issued a request for proposals for aviation environmental planning consulting services. After purchasing protocols were completed, Coffman Associates was selected as the most appropriate firm to complete the environmental scope of work. As required, the FAA must accept the professional services agreement with the environmental consulting firm, which they did. Tartaglia Engineering is the contractual aviation engineer, accepted by the FAA following purchasing protocols in 2022, is confirmed for the master plan scope of work.

The steps to receive FAA grant funding the master plan update are extensive:

Timeline Item Deliverables
Apr 2023 Full Master Plan Update Added to Airport Capital Improvement Plan
Project now eligible for FAA
grant funding
Sep 2023 Pre-application for Master Plan Update submitted to FAA
$600,000 request
Sep 2023 Draft Master Plan scope of work submitted to FAA for comments
Multiple revisions needed to
address FAA comments
Dec 2023 Final Master Plan scope of work approved by FAA Jan 2024
Airport contracts with an estimator to perform an
independent fee estimate to determine the cost of
the work
FAA requirement
Feb 2024 Negotiate final costs with environmental and
planning consultants
Feb 2024 Submit record of negotiations and final grant
application to FAA
Q3 2024 FAA releases grant funds
The cost estimate for the environmental planning work must be within 10% of what the independent estimator determines. Currently staff is negotiating that cost with Coffman Associates to meet the FAA 10% requirement. The negotiated cost is estimated at $590,000.

City Council will be asked to accept the grant offer and prefund the project using Airport Reserves. The FAA is not expected to release grant monies until the 3rd quarter of 2024, dependent on Congressional authorizations, and delaying start of the update will have an impact on the City’s Spaceport application.

The full Airport Master Plan update is expected to take 15 to 18 months to complete and is a concurrent effort to the Spaceport application efforts.

Submitting a successful Spaceport
application is another multistep, multi-year
effort, well on its way in collaboration with
the Cal Poly work. Retaining a professional
Spaceport project management firm will
drive the application in a proven manner to
increase the chances of a successful
application.

All efforts in this regard will further the
Council goal to develop a technology
corridor and pursue a Spaceport benefitting
City-wide economic development.
84 DRAFT
Draft Master Plan scope of work submitted to FAA Multiple revisions needed to address FAA comments
Final Master Plan scope of work approved by FAA
estimator to perform an
independent fee estimate to determine the cost of
Negotiate final costs with environmental and
planning consultants
Submit record of negotiations and final grant
application to FAA
FAA releases grant funds
The cost estimate for the environmental planning work must be within 10% of what the independent estimator determines. Currently staff is negotiating that cost with Coffman Associates to meet the FAA 10% requirement. The negotiated cost is estimated at $590,000.

City Council will be asked to accept the grant offer and prefund the project using Airport Reserves. The FAA is not expected to release grant monies until the 3rd quarter of 2024, dependent on Congressional authorizations, and will have an impact on the City’s Spaceport application.

Attachment 1
5 . REDUCE COST TO TAXPAYERS AND IMPROVE SAFETY WITHIN THE CITY BY COMPLETING A STREET LIGHT MASTER PLAN STUDY TO: 1) IDENTIFY LIGHTING DEFICIENCY AREAS; 2 ) DETERMINE FEASIBILITY OF CITY OWNERSHIP OF STREET LIGHTS; AND 3 ) IDENTIFY OPTIMAL FIXTURE TYPES The importance of adequate and aesthetically pleasing street lighting is highlighted in the adopted Uptown/Town Centre Specific Plan: S treet lig h ts are a v ery im p ortan t elem en t of an y u rb an s treets cap e, af f ectin g its d ay tim e ap p earan ce an d its n ig h ttim e ch aracter an d s af ety . I n th e s am e w ay th at v ariety is recom m en d ed f or s treet f u rn itu re, it is recom m en d ed th at th e s iz e, s p acin g , an d d es ig n of s treetlig h ts b e v aried th rou g h ou t th e P lan A rea. E ach of th e s treets in th e P lan A rea s h ou ld h av e a con s is ten t ty p e of f ix tu re. F ix tu res m ou n ted on p oles les s th an 3 5 f eet in h eig h t s h ou ld b e s p aced ap p rox im ately 7 0 to 1 0 0 f eet ap art. T h is s ort of f ix tu re creates a rh y th m an d s cale–an d lig h t–th at is in s cale w ith an d p leas an t f or th e p ed es trian , h elp in g to d ef in e th e s p ace of th e s treet rath er th an j u s t f lood in g it w ith lig h t.

To achieve the intent of the Plan, Public Works issued a Request for Proposals and ultimately contracted with Tanko Streetlighting, Inc. to develop a Downtown Street Lighting Master Plan to provide adequate and aesthetically pleasing streetlights to preserve the historic ambience of its Downtown District. As part of that study, which is now underway, Tanko conducted a billing analysis for all City-owned streetlights. Based on that analysis, it appears PG&E may have billed the City incorrectly for some streetlights. Staff has formally reached out to PG&E to begin the process to review these charges. The outcome of the review is to be determined, however there is the possibility that the City will recoup some or all of the overcharges. Other elements of the study include an evaluation of existing street light fixtures, identifying light deficient areas in the Downtown area, and an evaluation of purchasing the streetlight system from PG&E.

Purchasing the streetlight system from PG&E would allow the City to determine the City aesthetic, control the quality and timing of installation and maintenance and ultimately save taxpayer money.

The intent of this goal is to continue and augment the Tanko study by adding an evaluation of the feasibility of City ownership of streetlights to the current contracted scope of identifying lighting deficient areas and identifying optimal fixture types.
6 . REDUCE INSTANCES OF VANDALISM AND TO ENSURE THE PUBLIC CAN CONDUCT BUSINESS IN A SAFE AND

PRODUCTIVE ENVIRONMENT BY IMPLEMENTING SAFETY AND SECURITY MEASURES AT CITY FACILITIES Fiscal year 2022-2024 included budget allocations for a security study at the City Hall/Library to identify risks and recommend appropriate measures to increase safety. That study identified 74 recommendations for the facility – a change in procedures, safety equipment including cameras and electronic keying as well as physical changes to the facility such as moving the Community Development
counter toward the elevator to remove the blind spot,
were prioritized. The report was prepared by Lowery &
Associates, a firm that specializes in evaluating security risks and recommending remediation measures.

Currently, a Request for Proposals is soliciting
proposals from architects to not only maximize
available working spaces in City Hall, but to implement some of the physical changes recommended by the
Lowery report including electronic keying and Building
Department counter relocation.

This goal seeks to further that effort by expanding the safety and security focus to the Library, implementing
select Lowery recommendations, and conducting new
security studies at the Airport, Centennial Park, and
City Hall Annex.

The City Hall/Library security study identified 21
measures to improve Library security alone. Moving
forward with prioritized recommendations including
cameras and minor physical alterations is estimated to
cost $56,000. The Airport security study moves the
85 DRAFTudy include an evaluation of existing street
light fixtures, identifying light deficient areas in the Downtown area, and an evaluation of purchasing the streetlight Purchasing the streetlight system from PG&E would allow the City to determine the City aesthetic, control the quality and timing of installation and maintenance and ultimately save taxpayer money.

The intent of this goal is to continue and augment the Tanko study by adding an evaluation of the feasibility of City streetlights to the current contracted scope of identifying lighting deficient areas and identifying

REDUCE INSTANCES OF VANDALISM AND TO ENSURE THE PUBLIC CAN CONDUCT BUSINESS IN A SAFE AND

PRODUCTIVE ENVIRONMENT BY IMPLEMENTING SAFETY AND SECURIT 2024 included budget allocations for a security study at the City Hall/Library to identify risks and recommend appropriate measures to increase safety. That study identified 74 recommendations for the facility ety equipment including cameras and electronic keying as well as physical changes to the Attachment 1
Council approved Airport Assessment recommendations for increased security forward, is estimated at $35,000, and will be funded by the Airport Enterprise Fund. Security studies for Centennial Park and City Hall Annex are expected to cost a total of $45,000. Reports for these facilities will review each and every exit in the facility being considered, include extensive interviews with facility users, and result in a report that lists risks and prioritizes the implementation of safety measures.

Unfortunately, due to limited resources, implementation of the recommended measures are deferred for more than three years and additional budget allocations will be requested at that time. 7 . EXTEND THE USEFUL LIFE AND/ OR REPLACE CITY FACILITIES AND EQ UIPMENT BY CONDUCTING A FACILITY

INVENTORY AND IMPLEMENTING ASSET MANAGEMENT SYSTEM TO COMPLETE A COMPREHENSIVE FACILITIES PLAN
Council goals for fiscal years 2022 through 2024 detailed the importance of maintaining existing infrastructure, in part, by developing a plan to maintain City facilities and developing a replacement plan for facilities nearing end of useful life. Major City facilities including the Public Safety Center, City Hall and Centennial Park were built between 21 and 35 years ago and continue to stretch City resources in repair and replacement costs.

To that end, the City contracted with OpenGov for their Cartegraph asset management system. This goal seeks to advance the previously approved goal by fully implementing Cartegraph into daily operations and in doing so developing a comprehensive facilities master plan that recommends strategic investments to extend the useful life or replace facilities and equipment. A Request for Proposals will be issued to solicit interest from engineering consultants skilled in inventory and assessment of City facilities to include exterior and interior assets as well as mechanical equipment. The selected consultant will collect the data and coordinate the integration into the Cartegraph system. City staff will add to the Cartegraph database by utilizing program features to schedule and generate work orders addressing reoccurring, deferred and immediate maintenance needs. All data collected ultimately results in a comprehensive facilities master plan that identifies strategic investments to extend the life of City infrastructure as well as recommendations for capital improvement projects.

Funding for the Cartegraph system and engineering consultant have already been allocated and no further action is required.

K ey to the successful implementation and use of Cartegraph is the addition of a Public Works Management Analyst position. The Management Analyst, among other Public Works duties, will be responsible for the management and implementation of Cartegraph, and oversight of data collection by both consultants and staff. Moreover, the Analyst will evaluate all data against funding realities and recommend investments in infrastructure repair and replacement.

The Management Analyst position is estimated to have a fully loaded annual salary and benefits of $128,158, to be allocated out of General Fund Reserves.
8 . ENCOURAGE CREATIVITY, COLLABORATION AND CONNECTION AMONG CITY STAFF AND THE PUBLIC BY

RESOLVING SPACE NEEDS AND CREATING WELCOMING, FUNCTIONAL WORKSPACES AT CITY HALL/ LIBRARY,

CENTENNIAL PARK, AND THE CORPORATION YARD
Currently authorized staff positions across all City departments total 295.38. City Hall/Library and Centennial Park facilities are in largely the same configuration with the same available workspace and amenities as when they were constructed more than 30 years ago. This goal seeks to reevaluate and revitalize these City facilities as well as making the most of the construction of a new Corporation Yard to engage and retain employees with spaces that foster creativity and encourage collaboration.

On J anuary 18, 2024, staff issued an invitation to submit proposals to provide design services for a City Hall remodel.

The scope of the project includes: (1) new office cubicles that standardize space allocations and increase the number of available workspaces; (2) one additional conference area in a public access area; (3) security upgrades; (4) new wall coverings and paint; and (5) new carpet and resilient flooring. Already allocated funds for this project total $1.35 million. Additionally, the Library requires aesthetic updates including carpet, wall coverings, paint, and signage. The design and installation of this work is estimated at $233,500.

A new Corporation Yard at the corner of Union and Ardmore Road is in the design and planning process. The project includes offices and common areas that facilitate staff interaction and promote collaborative work. 86 DRAFT
advance the previously approved goal by fully implementing Cartegraph into daily operations and in doing so master plan that recommends strategic investments to extend the useful life Request for Proposals will be issued to solicit interest from engineering to include exterior and interior assets as well as
mechanical equipment. The selected consultant will collect the data and coordinate the integration into the Cartegraph system. City staff will add to the Cartegraph database by utilizing program features to schedule and generate work orders addressing reoccurring, deferred and immediate maintenance needs. All data collected ultimately results in a comprehensive facilities master plan that identifies strategic investments to extend the life of ucture as well as recommendations for capital
Funding for the Cartegraph system and engineering consultant have already been allocated and no further action is required.

K ey to the successful implementation and use of Cartegraph is the addition of a Public Works Analyst, among other Public Works duties, will be responsible for the management and implementation of Cartegraph, and oversight of data collection by both consultants and staff. Moreover, the Analyst will evaluate all data against funding realities and recommend investments in infrastructure repair and replacement.

Analyst position is estimated to have a fu
allocated out of General Fund Reserves.

ENCOURAGE CREATIVITY, COLLABORATION AND CONNECTION AMONG CITY STAFF AND THE PUBLIC BY

RESOLVING SPACE NEEDS AND CREATING WELCOMING, FUNCTIONAL WORKSPACES AT CITY HALL/ LIBRARY, Attachment 1
Unfortunately, city funds are limited, and certain items of this overall goal are being deferred to future years.

Specifically, the Centennial Park facility— which is older than City Hall/Library—was constructed in the late 1980’s.

Changing community needs require a robust programming and design process to determine the most appropriate configuration, use and upgrade of each space. Design costs for this scope of work are preliminarily estimated at $200,000. Again, this portion is currently being deferred. 9 . REDUCE TRAFFIC CONGESTION BY EVALUATING AND OPTIMIZ ING TRAFFIC SIGNAL OPERATIONS CITYWIDE WITH A FOCUS ON CRESTON, NIBLICK, 13TH AND 2 4TH STREETS The 2021 Local Roadway Safety Master Plan (LRSP) identified multiple intersections that experience increased traffic collisions and traffic congestion. Included are intersections on Creston, Niblick, 13th and 24th Streets.

The main goal areas for 2022-2024 included preparing for community growth by identifying a preferred control system for an Adaptive Signal Control Program. In a first step, the City contracted with Bear Electric Solutions to optimize and upgrade eight separate intersections along the Niblick Road corridor. Upgrades included installing new signal controller, upgrading the controller software, installing new retroreflective backplates and increasing the LED signal bulbs from 8-inch to 12-inch. Moreover, new signal timing sheets were produced for each intersection with the goal to optimize traffic signs, reduce congestion, and coordinate/synchronize corridor traffic signals. The City continues to fine tune the signal timing on Niblick.

The aim of this FY 2025-26 goal is to acknowledge the impacts of development and address traffic congestion on major roadways. Staff proposes to develop a Citywide Traffic Signal Master Plan that would, at a minimum, establish goals (i.e., safety, congestion reduction), inventory critical hardware and software needs and align various City plans (Specific Plans, Development Plans, Bike Master Plan). The intent is to determine a level of service for each traffic area and what is required to improve those areas and develop a synchronized traffic signal timing scheme, all to improve travel time throughout the City.

The estimated cost for this work is $300,000 and is proposed to be allocated from the LRSP set aside funds. Staff will also pursue grant funding specific to roadway safety and traffic signal optimization. 10 . ENHANCE RESIDENT AND VISITOR EXPERIENCE BY CONSTRUCTING BEAUTIFICATION PROJ ECTS AT CITY GATEWAYS WITH A FOCUS ON 1ST AND SPRING, 3 6TH AND SPRING, 2 4TH AND SPRING, WING WAY, AIRPORT, AND

THE TRAIN STATION
The gateways to Paso Robles serve as
the first and lasting impression for both
residents and visitors. Not only do they
signal the City’s commitment to
investing in public spaces but create a
welcoming atmosphere and instill civic
pride.

Six locations are identified as City
gateways: 1st and Spring, 36th and
Spring, 24th and Spring, Wing Way, the
Paso Robles Municipal Airport, and the
Train Station. Aging exteriors and
landscape along with insufficient
signage and/or monument signs
prevent these locations from having
the positive impact necessary to spur
economic development. This goal seeks to construct beautification projects in each of these locations in the amount of $530,000.

If these projects are authorized, Council’s goal to maintain and enhance existing infrastructure with a benefit to both residents and visitors will be advanced. Moreover, these improvements signal a commitment to the look, feel and appeal of the City, making Paso Robles an even more attractive location for business investment. 87 DRAFT
26 goal is to acknowledge the impacts of development and address traffic congestion on major roadways. Staff proposes to develop a Citywide Traffic Signal Master Plan that would, at a minimum, establish on reduction), inventory critical hardware and software needs and align various City plans (Specific Plans, Development Plans, Bike Master Plan). The intent is to determine a level of service for each traffic s and develop a synchronized traffic signal timing scheme, all to The estimated cost for this work is $300,000 and is proposed to be allocated from also pursue grant funding specific to roadway safety and traffic signal optimization. 10 . ENHANCE RESIDENT AND VISITOR EXPERIENCE BY CONSTRUCTING BEAUTIFICATION PROJ ECTS AT CITY AND SPRING, 3 6TH AND SPRING, 2 4
The gateways to Paso Robles serve as
the first and lasting impression for both
residents and visitors. Not only do they
signal the City’s commitment to
investing in public spaces but create a
welcoming atmosphere and instill civic
are identified as City
Attachment 1
Unfortunately, due to limited resources, the City cannot construct all of these beautification projectsas proposed.

The budget does include beautification enhancements at Wing Way and the Paso Robles Airport, in the amount of $325,000; however, the remaining $205,000 has been deferred to future years.

11. PROTECT CITY INFRASTRUCTURE AND UNDERTAKE STORM EVENT MITIGATION WORK BY REVISING AND

UPDATING THE STORM DRAINAGE MASTER PLAN AND ADDRESSING RISKS ON SOUTH AND NORTH RIVER ROAD Over the last 17 years, the City has experienced an increase in population of approximately 15%. Housing development has ramped up. State and Federal Stormwater regulations have changed as have climate and rainfall intensity. The last Stormwater Drainage Master Plan was prepared in 2007. An update is imperative to better optimize long-term planning scenarios to protect and improve the City infrastructure allowing City staff to respond adequately to storm events.

The intent of this goal is to update the Plan to address and improve drainage and drainage maintenance throughout the City by including a discussion of current regulations that dictate stormwater management, update hydrologic modeling to better understand optimal areas for storm water mitigation and capital infrastructure improvements such as South and North River Road slope protection and consider operational protocols that will enhance staff’s response to significant storm events.

The estimated cost for this work is estimated at $200,000 and was included in the wastewater rate study report in 2021. In addition, staff will pursue grant funds specific to the prevention of localized flooding and public health and safety.
12 . IMPROVE CITY SERVICE CAPACITY AND RESPONSIVENESS BY CONSTRUCTING A NEW CORPORATION TO

INCLUDE UTILITIES DEPARTMENT OFFICES AND LANDSCAPE, FACILITIES, AND FLEET MAINTENANCE SHOPS The City corporation yard on Riverside Avenue was sold in 2018 and leased back to the City since. The sale necessitates the relocation of landscape, facilities, and fleet maintenance operations. Additionally, the addition of needed staff to departments housed at City Hall has exceeded the available workspace, making relocation of Utilities Department staff desirable.

The construction of Fire Station 3 at the corner of Union and Ardmore Roads and the imminent construction of public safety training grounds on the same site leaves approximately three acres available for the design and construction of a new corporation yard and Utilities offices addressing both space dilemmas. In July 2022, the City contracted with Omni Design Incorporated to design a new corporation yard and Utilities Department office on the available Ardmore property. Following an extensive programming and schematic design process soliciting the needs of maintenance and utilities staff and coordinating with the plans for the Public Safety Training Grounds, Omni made the appropriate submittals to the Community Development Department to secure entitlements. In February 2024, plan check corrections were returned to Omni to fu rther the process.

Next steps include preparation of design development drawings and then construction documents, estimated to be a 13-month process. It is anticipated that a construction bid will be awarded in May 2025 and construction started in July 2025.

Preliminary cost estimates for construction of the new corporation yard are in excess of $10 million with several funding sources proposed to be utilized – General Governmental Development Fees, General Fund Reserves, Water Fund and Wastewater Fund – the allocation to each based on the preliminary proportionate share of personnel from each fund/function. As such, Water and Wastewater Funds may be utilized toward the construction of the facility and final allocations updated once the design is complete.

The new Corporation Yard and Utilities Department building will provide the facilities, equipment and technology to bolter service capability. The Ardmore location is central to both the west and growing east side of the City allowing for improved response ability. Both aspects have the ultimate effect of better service to both the public and City staff, improving confidence in government and quality of life. 88 DRAFT
was included in the wastewater rate study report in
pursue grant funds specific to the prevention of localized flooding and public health and

IMPROVE CITY SERVICE CAPACITY AND RESPONSIVENESS BY CONSTRUCTING A NEW CORPORATION

DEPARTMENT OFFICES AND LANDSCAPE, FACILITIES, AND FLEET MAINTENANCE SHOPS The City corporation yard on Riverside Avenue was sold in 2018 and leased back to the City since. The sale and fleet maintenance operations. Additionally, the addition of needed staff to departments housed at City Hall has exceeded the available workspace, The construction of Fire Station 3 at the corner of Union and Ardmore Roads and the imminent construction of public safety training grounds on the same site leaves approximately three acres available for the design and construction d and Utilities offices addressing both space dilemmas. In July 2022, the City contracted with Omni Design Incorporated to design a new corporation yard and Utilities Department office on the available Ardmore property. Following an extensive programming a
tilities staff and coordinating with the plans for the Public Safety Training Grounds, Omni made the appropriate submittals to the Community Development Department to secure entitlements. In February 2024, plan check corrections were returned to Omni to fu
Next steps include preparation of design development drawings and then construction documents, estimated to be month process. It is anticipated that a construction bid will be awarded in May 2025 and construction started Attachment 1
13 . MITIGATE SAFETY CONCERNS AND ENCOURAGE COMMUNITY RECREATIONAL USE OF THE SALINAS

RIVERWALK TRAIL BY DESIGNING AND INSTALLING NEW TRAIL LIGHTING IN PARTNERSHIP WITH THE REC

FOUNDATION
In February 2013, the City opened the Salinas
Riverwalk Trail extending from Union and
North River to Larry Moore Park. The trail
featured both ground level and bollard
lighting designed to illuminate the path for
the enjoyment of both residents and visitors.

Immediately after opening the trail, it became
apparent that the lighting was not
appropriate for trail conditions. Maintenance
and replacement efforts over the past 11
years have not been successful. This goal will
design and install new trail lighting that is
appropriate for the conditions in order to
mitigate safety concerns and encourage
community recreational use. The estimated
cost for this work is $460,000 and is proposed to be funded by the General Fund in collaboration with REC Foundation and their Mary Studer/Schwartz Fund for the River Walkway. The fund balance is currently $350,000.

The Salinas Riverwalk Trail is one of the first sections of a planned 30-mile river trail extending from Santa Margarita in the south to San Miguel in the north. The current trail section can be accessed at several points including Union Road and North River, the Navajo and Riverbank neighborhoods and Larry Moore Park. If lighting is improved, the trail will be a viable connector to future trail segments, create an attractive recreational opportunity, support public safety and improve community quality of life.
89 DRAFT
13 . MITIGATE SAFETY CONCERNS AND ENCOURAGE COMMUNITY RECREATIONAL USE OF THE SALINAS

RIVERWALK TRAIL BY DESIGNING AND INSTALLING NEW TRAIL LIGHTING IN PARTNERSHIP WITH THE REC Attachment 1

DEPARTMENT FINANCIAL OVERVIEW
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
Airport Fund 535,077 767,598 689,728 995,600 1,137,500
L&L District Fund 2,121,021 1,886,350 2,170,997 2,364,500 2,482,100 Fleet CSF 1,024,380 1,157,999 1,321,383 1,347,600 1,371,200 SST Fund 153,191 118,752 165,577 416,100 439,000
General Fund 3,825,098 5,022,942 7,584,727 7,874,900 8,427,900 -
2 4
6 8
10 12
14 16

MILLIONS

BUDGET APPROPRIATIONS BY FUNDING SOURCE
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
Capital Outlay - 10,864 471,200 25,000 -
Debt Service 186,443 186,443 259,668 255,000 255,000
Operating Expenses 5,024,467 5,164,701 6,652,365 7,184,700 7,670,900 Personnel Services 2,447,857 3,591,633 4,549,179 5,534,000 5,931,800 -
2 4
6 8
10 12
14 16

MILLIONS

BUDGET APPROPRIATIONS BY CATEGORY
90 DRAFTFY 2023-24
Projected
FY 2024-25
Adopted
767,598 689,728
1,886,350 2,170,997
1,157,999 1,321,383
118,752 165,577
5,022,942 7,584,727

BUDGET APPROPRIATIONS BY CATEGORY
Attachment 1
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
Landscape Maintenance 2,560,597 2,704,252 3,284,849 3,673,600 3,851,300 Fleet Maintenance 1,024,380 1,157,999 1,321,383 1,347,600 1,371,200 Facility Maintenance 1,775,880 1,839,746 2,545,079 2,756,400 2,884,100 Street Maintenance 1,225,103 1,200,894 1,916,336 1,987,400 2,294,700 Drainage Maintenance 136,139 432,794 671,865 767,900 805,900 CIP Operating 177,461 345,477 545,341 520,300 540,800
Airport Operations 535,077 767,598 689,728 995,600 1,137,500 Community Events 33,222 167,388 464,065 378,500 368,500 Department Administration 190,908 337,493 493,766 571,400 603,700 -
2 4
6 8
10 12
14 16

MILLIONS

BUDGET APPROPRIATIONS BY DIVISION/PROGRAM
91 DRAFT FY 2022-23
Actual
FY 2023-24
Projected
2,560,597 2,704,252
1,024,380 1,157,999
1,775,880 1,839,746
1,225,103 1,200,894
Drainage Maintenance 136,139
177,461
535,077
33,222
190,908
Attachment 1

DEPARTMENT OF COMMUNITY

SERVICES
P

DEPARTMENT OVERVIEW
POSITIONS FY 21-22
Actual
FY 22-23
Actual
FY 23-24
Projected
FY 24-25
Adopted
FY 25-26
Adopted
Community Services Director 1.00 1.00 1.00 1.00 1.00
Library Services
City Librarian 1.00 1.00 1.00 1.00 1.00
Librarian 2.00 3.00 4.00 4.00 4.00
Volunteer Coordinator 1.00 1.00 1.00 1.00 1.00
Administrative Assistant 1.00 2.00 2.00 2.00 2.00
Part-time (PT) Staff Assistant 5.28 5.28 5.28 5.28 5.28 Recreation Services
Recreation Manager 1.00 1.00 1.00 1.00 1.00
Program Coordinator 1.00 2.00 2.00 3.00 3.00
Administrative Assistant 3.00 3.00 3.00 3.00 3.00
PT Staff Assistant 1.88 2.82 3.29 3.29 3.29
Aquatics Pool Coordinator 0.43 0.43 1.00 1.00 1.00
Aquatics Assistant Pool Manager 0.68 0.68 0.68 0.68 0.68 Lifeguard/Swin Instructor 2.47 2.47 2.47 2.47 2.47
Aquatics Office Assistant 0.39 0.39 0.39 0.39 0.39
Homeless Services
Homeless Services Manager 0.00 0.00 0.00 1.00 1.00
Park and Trail Maintenance
Park Maintenace Supervisor 1.00 1.00 1.00 1.00 1.00
Landscape Maintenance Specialist 5.00 6.00 7.00 7.00 7.00 Total Positions 28.13 33.07 36.11 38.11 38.11
Community
Services Director
City Librarian
Librarians
Volunteer
Coordinator
Administrative/
Staff Assistants
Recreation
Services
Manager
Program
Coordinators
Marketing
Coordinator
Aquatics
Coordinator
Administrative/
Staff Assistants
Park and Trail
Maintenance
Supervisor
Landscape
Maintenance
Specialists
Homeless
Services
Manager
P
92 DRAFT FY 21-22
Actual
Director 1.00
Volunteer
Coordinator
Administrative/
Staff Assistants
Aquatics
Coordinator
Attachment 1
The Community Services Department consists of Library, Recreation, and Parks Maintenance services as well as the newly established Homeless Services Division. The Department provides an array of quality of life, educational, and recreational programs at facilities throughout the community.

The Ci t y Li b r a r y Di v i s i o n is the only city-run library in San Luis Obispo County. A variety of books, audio-visual
materials, magazines, and digital resources are available in addition to online databases that may be accessed remotely by library cardholders. Library staff offer educational opportunities such as lectures, book discussions, and early literacy story times to meet varying patron needs. Over 50 library volunteers work one 3-hour shift per week in support of the services provided to the community. The City Library is open 57 hours per week.

The Library Study Center at 3600 Oak Street provides
programs for children after school Monday through Friday and serves as a satellite circulating children’s library for residents of the north end of Paso Robles. The Library Study Center is open 10 hours per week.

The Paso Robles City Library is a member of the Black Gold Cooperative Library System, enabling additional resource sharing among Central Coast area public libraries. This includes access to over 500,000 physical items and 400,000 titles in the consortium’s OverDrive eBook, audiobook, and magazine collection.

The Re c r e a t i o n Di v i s i o n offers a unique array of classes, camps, and leagues for all ages. Recreation staff provide a variety of services, including overseeing drop-in basketball sessions, processing class registrations, handling facility reservations, and managing memorial trees and bench
requests. The team creates and hosts community events
designed to draw individuals together to enjoy meaningful recreational or educational experiences. Recreation staff coordinate the use of seven major parks, featuring sports fields, playgrounds, tennis, pickleball and basketball courts and BBQ pavilions.

The seasonal Aquatics staff provide swim lessons and public swim opportunities at two public swimming pools.

Contract instructors provide an average of 300 programs per month at Centennial Park and the Municipal Pool, using the facilities of Centennial Park 73 hours per week.

Recreation Services also oversees the contracts to provide administrative services at the Senior Center, after-school care at Centennial Park, and concession services at Barney Schwartz Park and Sherwood Park.

The Pa r k s a n d Tr a i l s Di v i s i o n was more recently formed as part of a city-wide reorganization plan. The Parks and Trails Division will utilize eight employees to manage and maintain more than 120 acres of parks and trails for community
members to enjoy. Parks and Trails staff collaborate with local sports groups and volunteers in keeping playing fields properly groomed for youth and adult play. Picnic areas and other outdoor amenities are also kept maintained by this hard-working team.

The Ho m e l e s s Se r v i c e s Di v i s i o n is the newest division of the department. In 2023, the City Council adopted the Paso
Robles Strategic Plan to Address Homelessness after a 6-month planning period. The completed plan includes six focus areas, with accompanying goals and action items, to guiding efforts to better manage the complex issues related to homelessness. Recognizing a lack of capacity, diversity in areas of responsibility, and the profound impacts within the community, a key element of the plan is the development of this Homeless Services Division. 93 DRAFT
The Paso Robles City Library is a member of the Black Gold Cooperative Library System, enabling additional resource sharing among Central Coast area public libraries. This includes access to over 500,000 physical items and 400,000 s OverDrive eBook, audiobook, and magazine collection.

Re c r e a t i o n Di v i s i o n offers a unique array of classes, camps, and leagues for all ages. Recreation staff provide a variety of services, including overseeing drop
sessions, processing class registrations, handling facility reservations, and managing memorial
requests. The team creates and hosts community events
designed to draw individuals together to enjoy meaningful recreational or educational experiences. Recreation staff coordinate the use of seven major parks, featuring sports fields, playgrounds, tennis, pickleball and basketball courts and BBQ pavilions.

The seasonal Aquatics staff provide swim lessons and public swim opportunities at two public swimming pools.

Contract instructors provide an average of 300 programs per month at Centennial Park and the Municipal Pool, using the facilities of Centennial Park 73 hours per week.

Recreation Services also oversees the contracts to provide administrative services at the Senior Center, after care at Centennial Park, and concession services at Barney Schwartz Park and Sherwood Park.

Attachment 1

DEPARTMENT STRATEGIC PRIORITIES

1. CONTINUE TO IMPLEMENT THE COUNCIL-APPROVED LIBRARY

STRATEGIC PLAN BY ESTABLISHING BOOKMOBILE SERVICE AND

STRENGTHENING SERVICES FOR TEENS
On February 15, 2022, City Council endorsed the 2022-2026 Library Strategic Plan. The plan was developed through an extensive 6- month process which included several virtual and in-person community surveys and public and stakeholder workshops to garner input regarding the future of Library Services. The Paso Robles Library Strategic Plan was formally endorsed by the Library Board of Trustees, the Paso Robles Library Foundation, and the Friends of the Paso Robles Library.

With City Council’s support, the Library has been successfully implementing the plan over the last two years. This includes establishing a library outreach program to better serve nontraditional library users, enhancing collections, and better utilizing technology and data for informed decision making.

The action items scheduled for implementation during the next budget cycle totals $161,000; unfortunately, not all of the action items can be funded.

Initiative # 1: Increase access to library resources and remove barriers to service by establishing bookmobile service throughout the community in FY 24-25.

During the strategic planning process, there was a strong desire to provide library services in neighborhoods throughout the City. Specifically, the east side of town, near senior serving facilities, schools and other youth serving facilities. It was determined that the size of our community did not reflect the need for a branch library and alternative methods were requested for meeting this need. Working with community partners, the City Librarian and Outreach Services Librarian have been using a temporary outreach vehicle to establish service and determine best practices for meeting the needs of youth and homebound seniors throughout the City. They have determined that a dedicated and stocked bookmobile will save considerable staff time and allow for more robust service.

Currently, the Library does not have a permanent outreach vehicle in its fleet. The Library Foundation has committed to donating a sprinter van, outfitting it to serve as a book mobile, and funding the opening day collection for a total cost of approximately $100,000. They are requesting the City accept the vehicle into its fleet, add it to the vehicle replacement schedule, provide fuel and maintenance to support services, and fund ongoing programmatic costs.

The estimated cost to the City for implementation is $17,180 annually.

Initiative # 2: Strengthen services and opportunities for teens through volunteerism, collection development and programming by developing a Teen Services Librarian position in FY 25-26.

During the strategic planning process, public input was received regarding the lack of services for teens in the City.

Currently, the Library has a small collection of materials for teens and limited programmatic opportunities provided by the Youth Services Librarian who specializes in services for pre-k youth and grade school children. A dedicated Teen Services Librarian can provide targeted programming at the library and throughout the community in partnership with schools, the Teen Center located at Centennial Park, and the Youth Commission. In addition, library space and collections can be curated to be more welcoming and relevant for teens. Providing positive enrichment opportunities for teens was also identified as a need in the Paso Robles Strategic Plan to Address Homelessness. The estimated costs of implementing this action item include $138,200 in staff salary and benefits and $6,000 for programs and collections. As mentioned above, the City has finite resources and the Department has placed priority on updating and refreshing the Library (e.g., carpet, signage) ahead of the Teen Services Librarian position. See Public Works Capital Projects for further detail.
94 DRAFT
not all of the action
Initiative # 1: Increase access to library resources and remove barriers to service by establishing bookmobile service During the strategic planning process, there was a strong desire to provide library services in neighborhoods throughout the City. Specifically, the east side of town, near senior serving facilities, schools and other youth serving mined that the size of our community did not reflect the need for a branch library and alternative methods were requested for meeting this need. Working with community partners, the City Librarian and Outreach Services Librarian have been using a temporary best practices for meeting the needs of youth and homebound seniors throughout the City. They have determined that a dedicated and stocked bookmobile will save considerable staff time and allow for more Currently, the Library does not have a permanent outreach vehicle in its fleet. The Library Foundation has committed to donating a sprinter van, outfitting it to serve as a book mobile, and funding the opening day collection for a total ly $100,000. They are requesting the City accept the vehicle into its fleet, add it to the vehicle replacement schedule, provide fuel and maintenance to support services, and fund ongoing programmatic costs.

The estimated cost to the City for implementatio
Attachment 1
2 . CONTINUE TO IMPLEMENT THE CITY COUNCIL-APPROVED

RECREATION SERVICES STRATEGIC PLAN BY AUGMENTING TEEN

SERVICES AT CENTENNIAL PARK, RE-ESTABLISHING MOBILE

RECREATION SERVICES, SUPPORTING AND PROVIDING CULTURALLY

DIVERSE EVENTS, AND EXPANDING VOLUNTEER OPPORTUNITIES
On February 15, 2022, City Council endorsed the 2022-2026 Recreation Services Strategic Plan. The plan was developed through an extensive 6-month process which included several virtual and in-person public and stakeholder workshops to garner input regarding the future of Recreation Services. The Paso Robles Recreation Services Strategic Plan was formally endorsed by the Parks and Recreation Advisory Committee, the Senior Citizen Advisory Committee, and the REC Foundation.

With City Council’s support, Recreation Services has been successfully implementing the plan, over the last two years. This includes opening a Teen Center at Centennial Park and introducing a Park Ambassador program to facilitate user group and park reservation experiences.

The action items listed below are scheduled for implementation during the next budget cycle for a total cost of $178,300 and is proposed to be funded through the General Fund.

Initiative # 1: Add a Recreation Program Coordinator position in FY 2024-25 to expand Teen Center services and access to recreational activities throughout the community through a mobile recreation program.

During the strategic planning process and through Youth Commissioner interviews, it was identified that services for teens were lacking in the City. As a result, Recreation Services opened the Teen Center at Centennial Park. The Teen Center has proven to be more popular than expected with over 90 teens a day visiting the center after school Monday-Thursday. This requires more staffing than anticipated and the program is unable to grow to provide enrichment opportunities as initially intended. Providing positive enrichment opportunities for teens was also identified as a need in the Paso Robles Strategic Plan to Address Homelessness.

Additional feedback received during the strategic planning process was the desire to provide access to recreational activities throughout the community at local parks, the Paso Robles Housing Authority, and in partnership with public serving organizations like ECHO. Recreation Services already has a van in its fleet that can be used to provide some mobile services. In addition, they are discussing opportunities to partner with the library to provide joint service at key locations. The expected costs to implement this action item include $138,200 in salary and benefits to add a Program Coordinator position and $4,000 for the programmatic elements.

Initiative # 2: Support and provide culturally diverse events by partnering with community non-profit groups and other City departments in FY 2025-26 by adding a part-time staff assistant to work with community partners to host and support events.

During the strategic planning process, community members provided strong feedback regarding the need for increased culturally diverse public events in the community. Community groups already hosting events (MLK , J uneteenth, and Day of the Child) were identified and new opportunities were recommended (Culturally representative music concerts). With additional staff support, Recreation Services can begin engaging groups to provide staff support and Recreation Services presence at events and to begin developing new opportunities. The estimated cost for implementation is $33,100 in staff salary and benefits.

Unfortunately, due to limited financial resources, this position is being deferred to outer years.

Initiative # 3: Expand Recreation Services volunteer opportunities in alignment with the Recreation Services Strategic Plan in FY 24-26 by developing a year-round program and establishing volunteer agreements with Cal Poly and Cuesta College.
95 DRAFT
and is proposed to
tiative # 1: Add a Recreation Program Coordinator position in FY 2024-25 to expand Teen Center services and access to recreational activities throughout the community through a mobile recreation program. ng the strategic planning process and through Youth Commissioner interviews, it was identified that services for As a result, Recreation Services opened the Teen Center at Centennial Park.

Center has proven to be more popular than expected with over 90 teens a day visiting the center after school This requires more staffing than anticipated and the program is unable to grow to provide enrichment opportunities as initially intended. Providing positive enrichment opportunities for teens was also identified as a need in the Paso Robles Strategic Plan to Address Homelessness. tional feedback received during the strategic planning process was the desire to provide access to recreational activities throughout the community at local parks, the Paso Robles Housing Authority, and in partnership with public serving organizations like ECHO. Recreation Services already has a van in its fleet that can be used to provide some In addition, they are discussing opportunities to partner with the library to provide joint service at The expected costs to implement this
Program Coordinator position and $4,000 for the programmatic elements.

Attachment 1
During the strategic planning process, a gap in Recreation Services volunteer opportunities and user group support was identified. In FY 2022-23, Recreation Services introduced a Volunteer Coordinator position that has begun recruiting volunteers for special events and the Teen Center and providing support for user groups made up of volunteers. The next steps in growing the program include developing additional ongoing volunteer opportunities to enhance park and recreation experiences through meaningful community engagement. Implementing this action goal includes funding the program with $1,000 in FY 2024-25 and increasing that amount to $3,000 in FY 2025-26. 3 . INITIATE IMPLEMENTATION OF THE CITY COUNCIL-APPROVED STRATEGIC PLAN TO ADDRESS HOMELESSNESS BY HIRING A CITY HOMELESS SERVICES MANAGER IN FY 2 4-2 5 On December 5, 2023, City Council adopted the Paso Robles Strategic Plan to Address Homelessness after a 6-month
planning period. As part of the planning process, the City hosted two public meetings and opened an online feedback form to collect public input. In addition, a working group was formed comprised of key City staff, several members of the former Unhoused Futures Study Task force, members of the Paso Robles community with “ lived” homeless experience and representatives from key stakeholder agencies and
organizations.

The completed plan includes six focus areas, with
accompanying goals and action items, to guiding efforts to better manage the complex issues related to homelessness.

Recognizing a lack of capacity, diversity in areas of
responsibility, and the profound impacts within the
community, a key element of the plan is the development of a City Homeless Services Manger position to align efforts and initiate implementation the plan. Without this key position, the City does not have the capacity to implement key elements of the plan.

The following list includes some of the key goals that will be prioritized by the Homeless Services Manager in the first two years of implementation. The Homeless Services Manager will review the plan to develop a concrete timeline and full budget for presentation to Council.
• Conduct a financial needs assessment to determine funding needs and potential funding options needed to complete plan objectives and develop a budget that supports priorities of the plan. • Implement a communication plan to share the Paso Robles Strategic Plan to Address Homelessness with the community.
• Work with the County and North County neighboring jurisdictions to establish North County Homelessness Collaborative.
• In collaboration with the County and other service providers, increase capacity for low barrier mental health services, detox, and substance abuse services.
• Develop partnerships with key stakeholders to identify and fill current gaps in housing continuum.

DEPARTMENT FINANCIAL OVERVIEW
FY 2021-22 Actual FY 2022-23 Actual FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
ARPA Fund - - 444,000 - -
General Fund 5,101,083 4,825,774 5,220,436 6,275,800 6,626,400 -
2 4
6 8

MILLIONS

BUDGET APPROPRIATIONS BY FUNDING SOURCE
96 DRAFT
Recognizing a lack of capacity, diversity in areas of
responsibility, and the profound impacts within the
community, a key element of the plan is the development of a City Homeless Services Manger position to align efforts and initiate implementation the plan. Without this key position, the City does not have the capacity to implement key elements of the plan. includes some of the key goals that will be prioritized by the Homeless Services Manager in the first two years of implementation. The Homeless Services Manager will review the plan to develop a concrete timeline and full budget for presentation to Council.

Conduct a financial needs assessment to determine funding needs and poten complete plan objectives and develop a budget that supports priori communication plan to share the Paso Robles Strategic Plan to Address Homelessness with the community.

Work with the County and North County neighboring jurisdi with the County and other service providers, increase capacity for low barrier mental health Attachment 1
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
Capital Outlay 50,392 18,811 84,860 10,500 11,000
Debt Service 68,491 68,536 - - -
Operating Expenses 2,176,527 1,963,983 2,018,278 2,106,400 2,206,100 Personnel Services 2,805,673 2,774,444 3,561,298 4,158,900 4,409,300 -
2 4
6 8

MILLIONS

BUDGET APPROPRIATIONS BY CATEGORY
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
Park and Trail Maintenance 2,625,703 2,109,899 2,053,493 2,250,400 2,359,000 Homeless Services 26,000 169,870 305,813 429,800 438,900 Recreation Services 1,181,042 1,351,775 1,663,600 1,793,500 1,970,500 Library Services 1,268,338 1,194,230 1,641,530 1,802,100 1,858,000 -
2 4
6 8

MILLIONS

BUDGET APPROPRIATIONS BY DIVISION/PROGRAM
97 DRAFTAdopted
10,500
-
2,018,278 2,106,400
3,561,298 4,158,900

BUDGET APPROPRIATIONS BY DIVISION/PROGRAM
Attachment 1

DEPARTMENT OF

COMMUNITY DEVELOPMENT

DEPARTMENT OVERVIEW
POSITIONS FY 21-22
Actual
FY 22-23
Actual
FY 23-24
Projected
FY 24-25
Adopted
FY 25-26
Adopted
Community Development Director 1.00 1.00 1.00 1.00 1.00 City Engineer 1.00 1.00 1.00 1.00 1.00
Development Review Engineer 1.00 1.00 1.00 1.00 1.00
Engineering Inspector 1.00 2.00 2.00 3.00 3.00
Engineering Technician 0.00 0.00 0.00 1.00 1.00
City Planner 1.00 1.00 1.00 1.00 1.00
Associate Planner 1.00 2.00 2.00 2.00 2.00
Assistant Planner 2.00 2.00 2.00 2.00 2.00
Planning Technician 0.00 0.00 1.00 1.00 1.00
Chief Building Official 1.00 1.00 1.00 1.00 1.00
Deputy Building Official 1.00 2.00 1.00 1.00 1.00
Building Inspector 2.00 2.00 4.00 4.00 4.00
Development Services Manager 0.00 1.00 1.00 1.00 1.00
Development Services Technician 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 3.00 3.00 3.00 3.00 3.00
Community Development Internship 0.43 0.86 0.86 0.86 0.86 Total Positions 16.43 20.86 22.86 24.86 24.86
Community
Development
Director
Chief Building
Official
Administrative
Assistant
Deputy Building
Official
Building
Inspectors
Development
Services
Manager
Development
Services
Technician
City Engineer
Administrative
Assistant
Development
Review
Engineer
Engineer
Inspectors
Engineering
Technicnan
Engineer
Internship
City Planner
Administrative
Assistant
Associate
Planners
Assistant
Planners
Planning
Technician
Planning
Internship
98 DRAFT

OVERVIEW
Assistant
Deputy Building
Official
Building
Inspectors
Development
Attachment 1
The Community Development Department staffs the City’s one-stop permit counter and responds to requests for all development and planning related issues with an emphasis on customer service and efficiency as well as providing technical analysis, staff support, recommendations and public meeting assistance to the Planning Commission and City Council on all land use issues upon which they must act. The staff also organizes and facilitates a variety of public outreach and community participation processes related to planning and development activities.

The Pl an n i n g Di v i s i o n , in conjunction with the Planning Commission, develops and implements
long-range plans and standards to provided
balanced growth, housing for all incomes, and
economic development while preserving Paso
Robles’ quality-of-life and small-town character.

The Bu i l d i n g Di v i s i o n provides plan check, fee collection and construction inspection services to
ensure the public’s health and safety within the
built environment.

The En g i n e e r i n g Di v i s i o n is responsible for maintaining engineering standards, public
improvements in the right- of-way, subdivision
map processes, grading and drainage plans,
circulation plans, traffic safety operations, Storm Water Management Plan (SWMP) implementation and coordination with Public Works functions.

DEPARTMENT STRATEGIC PRIORITIES

1. IMPROVE BICYCLE AND PEDESTRIAN SAFETY AND MOBILITY BY ADVANCING DESIGN OF THE SALINAS RIVER

TRAIL CONNECTION PLAN TO FULLY CONNET THE SALINAS TRAIL TO THE CENTENNIAL TRAIL, NIBLICK ROAD,

STONEY CREEK TRAIL, RAMBOUILLET

TRAIL, PASO ROBLES STREET, AND THE

DOWNTOWN
Follow the River–Follow the Dream was
articulated as the vision for the Salinas
River decades ago and resulted in the
construction of the River Trail from 13th
Street to Navajo Avenue in 2011. In
2014, SLOCOG adopted the Salinas
River Trail Master Plan with the goal of
building a trail that connected Santa
Margarita to San Miguel along the
Historic DeAnza National Trail.

Unfortunately, since 2011, no trail
improvements have been built along
the Salinas River.

The City should consider taking a leadership role and make additional investments in the Salinas River Trail vision.

The 2011 River Trail provides an excellent backbone facility but lacks connections to many nearby meaningful destinations. The next step should be a public process to develop preliminary trail engineering plan (30% plans) that would connect the River Trail to the following existing trails and destinations: Downtown, Paso Robles Street, Centennial Trail, Niblick Road, Stoney Creek Trail, Rambouillet Trail, Charolais Road Trail.

These preliminary plans and cost estimates would provide a solid foundation for Active Transportation Grant funding application and other private partnership opportunities. The proposed steps to achieve this initiative are to issue a request for proposal and fund 30% preliminary engineering plans and estimates for Salinas River Trail Gaps to be completed by 2026. The estimated cost for this work is $750,000. Unfortunately, due to fiscal constraints, this goal is currently unfunded and deferred until additional funding sources can be identified. 99 DRAFTEn g i n e e r i n g Di v i s i o n
maintaining engineering standards, public
improvements in the right
map processes, grading and drainage plans,
circulation plans, traffic safety operations, Storm Water Management Plan (SWMP) implementation and

DEPARTMENT STRATEGIC PRIORITIES

IMPROVE BICYCLE AND PEDESTRIAN SAFETY AND MOBILITY BY ADVANCING DESIGN OF THE SALINAS RIVER

TRAIL CONNECTION PLAN TO FULLY CONNET THE SALINAS TRAIL TO THE CENTENNIAL TRAIL, NIBLICK ROAD,

RAMBOUILLET

TRAIL, PASO ROBLES STREET, AND THE
Follow the Dream was
articulated as the vision for the Salinas
River decades ago and resulted in the
construction of the River Trail from 13th
Street to Navajo Avenue in 2011. In
2014, SLOCOG adopted the Salinas
River Trail Master Plan with the goal of
Attachment 1
2 . INCREASE PEDESTRIAN SAFETY AND VISABILITY BY IMPLEMENTING THE 13 TH STREET AND RAILROAD STREET

PEDESTRIAN CROSSING ENHANCEMENTS WITH RAILROAD STREET STREETSCAPE ELEMENTS Downtown continues to thrive as a destination
for tourists and locals. This success has pushed
pedestrian activity well beyond the City Park
core, and now 13th Street and Railroad Street are
hotspots for pedestrian activity especially in the
evenings. In 2019, the City improved the
intersections at 13th Street at Park Street and
13th Street and Pine Street. to enhance
pedestrian safety, lighting, and streetscape.

With the success of California Coast Brewery,
The Backyard, and the pending 1122 Railroad
food court project, there is a need to upgrade
the 13th Street at Railroad Street intersection to
enhance pedestrian safety and ADA deficiencies.

The Planning Commission has approved a streetscape plan for Railroad St. that could be implemented as part of intersection enhancement project. This initiative proposes to issue requests for proposals for environmental and design work, prior to bidding on the project for construction in 2026. The budget estimate for the pre-construction work and the construction of the improvements is $1 million. Again, and unfortunately, due to fiscal constraints, this goal is currently unfunded and deferred until additional funding sources can be identified. 3 . MILL ROAD PARALLEL ROUTE INFASTRUCTURE PLAN
The 2022-24 Budget funded a Mill Road annexation area feasibility study. That effort resulted in a preliminary infrastructure plan and cost estimate along with environmental technical studies. Development of the area will require a road and Huer Huero Creek bridge connection between Union Road and Mill Road with a Class 1 bikeway.

The area will also require a sewer main, water main and recycled water main. The estimated cost of this infrastructure is in excess of $20 million. In order for the annexation and development of this area to move forward, a financing plan needs to be developed by the City and agreed to by all the benefiting property owners. Multiple property owners are interested in developing RV parks for tourist lodging, which would require an amendment to the City Airport Land Use Plan.

Goal/Metric
• Complete infrastructure financing plan, Airport Land Use Plan amendment, and property owner Memorandums of Agreement by Q1 2025.
• Issue RFP’s for annexation, Master Development Plan and EIR Q2 2025. 100
DRAFT
e proposes to issue requests for proposals for environmental and design work, prior to bidding on the project for construction in 2026. The budget estimate for the pre Again, and unfortunately, due to fiscal constraints, this goal is currently unfunded and deferred until additional funding sources can be identified. 24 Budget funded a Mill Road annexation area feasibility study. That effort resulted in a preliminary infrastructure plan and cost estimate along with environmental technical studies. Development of the area will require a road and Huer Huero Creek bridge connection between Union Road and Mill Road with a Class 1 bikeway.

Issue RFP’s for annexation, Master Development Plan and EIR Q2 2025.

Attachment 1

4. MEET 208 REGIONAL HOUSING NEEDS ALLOCATION CYCLE TARGETS, INCREASE HOUSING SUPPLY AND

AFFORDABILITY BY ENGAGING OWNERS OF VACANT OR UNDERUTILIZED PROPERTIES TO EDUCATE AND ASSIST IN

FACILITIATING THE ENTITLEMENT OF MULTI-FAMILY HOUSING
The Housing Element, Regional Housing Needs Allocation, San Luis Obispo County Economic Forecast, and upcoming Economic Development Strategic Plan all identify the need for an increased supply of rental housing. The City’s Housing Constraints and Opportunities Committee has identified a number of potential sites for additional rental housing / apartment projects. Many of these sites would require general plan amendments and rezones to be feasible apartment projects site.

Goal/Metric
• The City will entitle 100 rental apartment units annually through the end of the 2028 Regional Housing Needs Allocation cycle.

DEPARTMENT FINANCIAL OVERVIEW
FY 2021-22 Actual FY 2022-23 Actual FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
General Fund 3,163,193 3,470,298 3,803,529 5,379,800 5,544,300 -
2 4
6 MILLIONS

BUDGET APPROPRIATIONS BY FUNDING SOURCE
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
Capital Outlay - - - 40,000 5,000
Debt Service - - - - -
Operating Expenses 736,118 757,687 917,555 1,302,000 1,351,600 Personnel Services 2,427,075 2,712,611 2,885,974 4,037,800 4,187,700 -
2 4
6 MILLIONS

BUDGET APPROPRIATIONS BY CATEGORY
FY 2021-22 Actual FY 2022-23 Actual FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
Building 1,180,990 1,299,867 1,376,559 1,988,300 2,078,800 Engineering 679,206 824,606 854,127 1,482,100 1,501,400 Planning 1,302,997 1,345,825 1,572,843 1,909,400 1,964,100 -
2 4
6 MILLIONS

BUDGET APPROPRIATIONS BY DIVISION/PROGRAM
101
DRAFT
FY 2022-23 Actual FY 2023-24
Projected
FY 2024-25
3,470,298 3,803,529

BUDGET APPROPRIATIONS BY FUNDING SOURCE
FY 2021-22
Actual
FY 2022-23
-

BUDGET APPROPRIATIONS BY CATEGORY
Attachment 1

DEPARTMENT OF UTILITIES
P

DEPARTMENT OVERVIEW
POSITIONS FY 21-22
Actual
FY 22-23
Actual
FY 23-24
Projected
FY 24-25
Adopted
FY 25-26
Adopted
Utilities Director 0.00 1.00 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Planning and Engineering Manager 0.00 1.00 1.00 1.00 1.00 Utilities Engineer 0.00 1.00 1.00 1.00 1.00
Recycled Water Manager 0.00 1.00 1.00 1.00 1.00
Solid Waste Manager 0.00 1.00 1.00 1.00 1.00
Utility Billing
Utility Billing Supervisor 1.00 1.00 1.00 1.00 1.00
Utility Billing Specialist 3.00 3.00 3.00 3.00 3.00
Wastewater
Wastewater (WW) Manager 1.00 1.00 1.00 1.00 1.00
Industrial Waste Manager 1.00 1.00 1.00 1.00 1.00
WW Treatment Plant Chief Operator 1.00 1.00 1.00 1.00 1.00 WW Treatment Plant Operator 8.00 8.00 8.00 8.00 8.00
Laboratory Supervisor 1.00 1.00 1.00 1.00 1.00
Laboratory Technician 2.00 2.00 2.00 2.00 2.00
WW Collections Supervisor 1.00 1.00 1.00 1.00 1.00
WW Maintenance Specialist 8.00 6.00 6.00 6.00 6.00
Water Resources
Water Resources Manager 1.00 1.00 1.00 1.00 1.00
Water Conservation Manager 1.00 0.00 0.00 0.00 0.00
Water Treatment Plant Chief Op. 1.00 1.00 1.00 1.00 1.00 Water Treatment Plant Operator 2.00 2.00 2.00 2.00 2.00 Water Quality Supervisor 1.00 1.00 1.00 1.00 1.00
Water Quality Technician 1.00 1.00 1.00 1.00 1.00
Water Distribution Supervisor 1.00 1.00 1.00 1.00 1.00
Water Distribution Chief Operator 0.00 0.00 1.00 1.00 1.00 Water Maintenance Specialist 10.00 10.00 9.00 9.00 11.00 Total Positions 46.00 48.00 48.00 48.00 50.00
Utilities Director
Administration
Planning &
Engineering
Manager
Utilities Engineer
Recycled Water
Manager
Solid Waste
Manager
Utility Billing
Supervisor
Utility Billing
Specialists
Wastewater
Manager
Chief Treatment
Plant Operator
Wastewater
Treatment Plant
Operators
Maintenance
Specialist
Industrial Waste
Manager
Laboratory
Supervisor
Laboratory
Technicians
Collections
Supervisor
Wastewater
Maintenance
Specialists
Water Resources
Manager
Water
Distribution
Supervisor
Water
Treatment
Operator
Water
Distribution
Chief Operator
Water
Maintenance
Specialst
Chief Treatment
Plant Operator
Water
Treatement
Operator
Water Quality
Supervisor
Water Quality
Technician
Administratice
Assistant
DRAFT FY 21-22
Actual
FY 22-23
Actual

0.00 1.00

1.00 1.00

0.00 1.00

0.00 0.00

0.00 1.00
Chief Operator
Water
Maintenance
Specialst
Attachment 1
The Utilities Department was created in 2022 after recognizing the significant regulatory and operational impacts facing City-operated utilities that require comprehensive, specialized management and focused staffing efforts. The department is comprised of five main divisions that include Recycled Water, Solid Waste, Wastewater, Potable Water, and Planning and Engineering. The department is dedicated to maintaining and enhancing the City’s critical infrastructure to provide robust and reliable services in the areas of potable water, wastewater, recycled water, and solid waste. The department seeks to promote water conservation, harness the potential of recycled water, and minimize solid waste generation through innovative solutions and community education. The department’s commitment is to maintain the highest standards of service, transparency, and integrity while meeting the evolving needs of our residents, businesses, and visitors in a cost-effective and environmentally responsible manner.

The Utilities Department also seeks to support economic development by collaborating with businesses, industry, and the development community. We work closely with stakeholders to ensure that our utility infrastructure aligns with the needs of the existing community and the future of Paso Robles. By fostering a business-friendly environment and offering highly reliable services, we aim to attract and retain businesses, create job opportunities, and promote economic prosperity. Together, we are building a healthy, vibrant, and sustainable future for Paso Robles.

DEPARTMENT STRATEGIC PRIORITIES

1. COMPLETE ANNEXATION OF CITY-OWNED PROPERTY AT LANDFILL AND SOLICIT PROPOSALS FOR THE

DEVELOPMENT OF A REGIONAL RENEWABLE ENGERGY PARK FOCUSED ON THE REDUCTION OF GREENHOUSE GAS EMISSIONS AND THE DESTRUCTION OF PFAS “FOREVER CHEMICALS” In February 2024, City Council approved the necessary first steps to annex the 133 acres of City-owned property adjacent to the City’s Landfill. Council agreed that the City would benefit from the annexation of this land for various purposes, primarily for possible future development and the elimination of tax payments to the County (historical contributions exceeding $100,000).

One possible use for the City-owned property is the development of a Regional Renewable Energy Park (RREP). This park would incorporate technological solutions for several overlapping environmental challenges and fulfill objectives identified in the City’s Climate Action Plan and Hazardous Mitigation Plan, most notably to reduce exposure to man-made risks such as Per-and polyfluoroalkyl substances (PFAS) and to reduce greenhouse gas emissions. This proposal stems from a conceptual plan proposed by the Utilities Department, outlining the need for such a development.

DRAFT
after recognizing the significant regulatory and operational impacts operated utilities that require comprehensive, specialized management and focused staffing efforts. The department is comprised of five main divisions that include Recycled Water, Solid Waste, Wastewater, Potable Water, and Planning and Engineering. The department is dedicated to maintaining and enhancing the City’s critical infrastructure to provide robust and reliable services in the areas of potable water, wastewater, recycled water, and solid waste. The department seeks to promote water conservation, harness the potential of recycled water, and minimize solid waste generation through innovative solutions and community education. The department’s e highest standards of service, transparency, and integrity while meeting the evolving needs of our residents, businesses, and visitors in a cost-effective and environmentally responsible manner. seeks to support economic development by collaborating with businesses, industry, and the development community. We work closely with stakeholders to ensure that our utility infrastructure aligns with the needs of the existing community and the future of Paso Robles. By fostering a business environment and offering highly reliable services, we aim to attract and retain businesses, create job opportunities, and promote economic prosperity. Together, we are building a healthy, vibrant, and sustainable future for Paso

DEPARTMENT STRATEGIC PRIORITIES
Attachment 1
City Staff will be exploring grant
opportunities to help fund the initiative,
and where additional funding may be
necessary will look to develop a Request
for Proposals to deliver the project
through a public-private partnership,
allowing any remaining financing to be
delivered by a private entity.

The City will aim to deliver the RREP
through a design-build-operate-finance
structure to ensure that it does not
adversely impact ratepayers.

Additionally, the City anticipates that the
development of this facility will be an
economic win, contributing additional
funding for other programs.

The conceptual plan has been well
received throughout the County,
including the signing of a 16-member Memorandum of Understanding, dedicating each jurisdiction's biosolids to this project once developed. Additionally, numerous non-profits and private entities alike have shown interest in supporting or helping to develop a RREP.

When constructed the RREP will be the leading facility for mitigating PFAS in the region, establishing the City as a leader in the protection of the environment. Additionally, the development of the RREP will help advance a renewable fuel corridor through the heart of California connecting the Coast to the Valley.

DEPARTMENT FINANCIAL OVERVIEW
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
Recycled Water Fund - 75,232 209,058 229,200 244,400
Solid Waste Fund - 434,828 416,875 771,000 643,700
Wastewater Fund 9,117,792 8,742,052 9,204,807 9,827,300 9,658,200 Water Fund 11,618,245 11,370,445 12,605,499 14,966,200 15,643,200 General Fund 469,564 - - - -
-
2 4
6 8
10 12
14 16
18 20
22 24
26 28

MILLIONS

BUDGET APPROPRIATIONS BY FUNDING SOURCE DRAFT
member Memorandum of Understanding, dedicating each jurisdiction's biosolids to this profits and private entities alike have shown interest in When constructed the RREP will be the leading facility for mitigating PFAS in the region, establishing the City as a leader in the protection of the environment. Additionally, the development of the RREP will help advance a the heart of California connecting the Coast to the Valley.

DEPARTMENT FINANCIAL OVERVIEW

BUDGET APPROPRIATIONS BY FUNDING SOURCE
Attachment 1
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
Capital Outlay 42,044 18,585 379,000 86,200 86,200
Debt Service 4,287,631 4,298,446 4,294,131 4,300,300 4,298,100 Nacimiento Operations 5,496,958 5,326,194 5,793,235 6,880,600 7,167,000 Operating Expenses 6,118,343 5,369,115 5,791,544 7,183,800 6,783,600 Personnel Services 5,260,625 5,610,217 6,412,222 7,342,800 7,854,600 -
2 4
6 8
10 12
14 16
18 20
22 24
26 28

MILLIONS

BUDGET APPROPRIATIONS BY CATEGORY
FY 2021-22 Actual FY 2022-23 Actual FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
Water 11,217,299 10,942,224 12,146,491 14,478,900 15,122,800 Wastewater 8,724,252 8,397,300 8,964,383 9,543,200 9,370,200 Utility Billing 794,486 848,205 908,490 1,000,600 1,052,800 Solid Waste 469,564 434,828 650,768 771,000 643,700
-
2 4
6 8
10 12
14 16
18 20
22 24
26 28

MILLIONS
BUDGET APPROPRIATIONS BY DIVISION/PROGRAM DRAFTProjected Adopted 379,000 86,200
4,294,131 4,300,300
5,793,235 6,880,600
5,791,544 7,183,800
5,610,217 6,412,222

BUDGET APPROPRIATIONS BY DIVISION/PROGRAM
Attachment 1

THIS PAGE IS INTENTIONALLY LEFT BLANK
106
DRAFT
Attachment 1
Ca pital Outla y
DRAFT
Attachment 1
DRAFT
Attachment 1

CITY OF EL PASO DE ROBLES

CAPITAL OUTLAY
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
The Capital Improvement Program (CIP) is a capital investment plan that supports the City’s “ Quality of Life” amenities by providing for the design, construction, and renovation of major capital projects that benefit a broad segment of the community. The program is designed to protect, preserve, and enhance the City’s infrastructure, extend useful life of public facilities, and improve and enhance the delivery of City services.

The CIP projects are presented as a revolving five-year program that acts as a guide for identifying current and future fiscal requirements. The current year acts as the City’s annual capital budget. The CIP does not address all of the capital expenditures for the City, but rather provides for larger scale infrastructure projects or projects that take several years to complete.

For purposes of the City’s budget, a capital outlay expenditure is defined as: the purchase of equipment, furnishings, vehicles, computer hardware and software, property, building, improvements, construction, etc.; having a useful life of more than two years; and a cost of $5,000 or more. Capital outlay expenditures costing less than $25,000 , that is intended to be purchased and completed in one fiscal year—except for the capital outlays identified on a replacement schedule— are budgeted as a capital outlay expense in the applicable operating fund. All capital outlays that do not meet this definition are budgeted in the CIP and funded via capital fund transfers.

Capital fund transfers is the funding mechanism that moves money for specific capital outlay, current or planned, by recording a “transfer out” of the operating fund and a “transfer in” to a capital improvement program fund. By this method, capital outlay budget appropriations—regardless of when they are actually spent—are not included in the fund reserve calculation. This is most important when constructing multi-million-dollar projects taking multiple years to complete.

Projects included in the CIP typically include:
• Improvements that are debt-financed or financed by a Federal, State and/or Local grant; • Acquisition of land;
• Construction of new buildings, parks, improvements or facilities including engineering, design, and other preconstruction costs; • Capital outlay exceeding $25,000 or costs that are anticipated to be completed over multiple fiscal years ; • Major equipment or furnishings required for new buildings.

Preparation of the CIP is a coordinated process that includes working with City staff and commissions to compile and prioritize a list of discretionary projects, develop associated cost estimates, and identify potential funding sources.

A number of criteria and/or considerations are applied in determining the appropriateness of each CIP project, including:
• Consistency with the City’s General Plan, Water and Wastewater Master Plans, and/or applicable adopted and established City policies;
• Benefit to the broader public good and positive benefit to cost ratio; • Potential impact upon City operating expenditures;
• The need to meet Federal, State or other legal mandates and requirements; • The need to mitigate an identified health or safety problem; • Consideration of geographic equity in providing improvements and facilities throughout the City and; • The need to balance project design, management, and inspection with available CIP and City staffing. 107
DRAFT
vehicles, computer hardware and software, property, building, improvements, construction, etc.; having a useful life of apital outlay expenditures costing less than $25,000
except for the capital outlays identified on a replacement schedule budgeted as a capital outlay expense in the applicable operating fund. All capital outlays that do not meet this fund transfers.
moves money for specific capital outlay, current or planned, by operating fund and a “transfer in” to a capital improvement regardless of when they are actually spent
is most important when constructing multi-million
in the CIP typically include:
financed or financed by a Federal, State and/or Local grant Construction of new buildings, parks, improvements or facilities including engineering, design, and other pre Capital outlay exceeding $25,000 or costs that are anticipated to be completed over multiple fiscal years Major equipment or furnishings required for new buildings Preparation of the CIP is a coordinated process that includes working with City staff and commissions to compile and Attachment 1

CITY OF EL PASO DE ROBLES

CAPITAL OUTLAY
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29

FUNDING SOURCES
CIP projects are funded and financed through a variety of general purpose (unrestricted), grant and special purpose revenue sources. These include:

General Fund
The main operating and capital fund of the City. This fund gets most of its revenues from taxes (e.g., sales, property, and transient occupancy)—has no restrictions—and is typically expended on any project or improvement deemed appropriate and necessary by City Council.

Measure E-12/Measure J-20 Supplemental Sales Tax
In 2012, the voters of Paso Robles approved Measure E-12, a half-cent supplemental sales tax (SST) that generates approximately $6. 0-7 . 0 million per year. Measure E -12 is a general tax intended to fund the City’s street repair, maintenance, and rehabilitation projects.

In 2020, the voters of Paso Robles approved Measure J-20, a one-cent supplemental SST. Like Measure E -12, Measure J-20 is a general tax with the main priorities towards fire and emergency services, police services, and street repair and maintenance, as approved by City Council in Resolution 20-118.

City Facility Repair & Replacement Fund
Established in FY 2018-19, this fund was created as a general funded set aside account to help fund major repairs and/or replacements of City parks, facilities, and trail amenities.

Development Impact Fees
Development impact fees are assessed and collected which are used to construct public facilities due to the need for expanded services. Fees are collected for transportation, public safety facilities, general government facilities, parks and recreation facilities, library facilities, bridge development, storm drain development, bike and pedestrian pathways, and water and sewer connections and are restricted to the use of expanding said facilities.

Community Development Block Grant (CDBG)
This revenue source is provided by the annual appropriation of the CDBG program. Funds are required to be used within a broad range of functional area such as ADA improvements.

State Gas Tax
This revenue source is provided by the State of California gas tax apportioned under Streets and Highway Code Sections 2105, 2106, 2107, and 2107.5.

Road Maintenance and Rehabilitation (SB1)
Revenue source is a part of the newly taxation of fuel and vehicle registration as passed by State legislature through Senate Bill 1. This revenue source provides funding for roadway maintenance, repair, and reconstruction.

Sewer Fees
This revenue source is provided by users of the sewer system and is the portion related to future sewer infrastructure-related improvements.
108
DRAFT
12 is a general tax intended to fund the City’s
20, a one-cent supplemental SST. Like Measure E
he main priorities towards fire and emergency services, police services, and street repair and maintenance, as approved by City Council in Resolution 20-118.

City Facility Repair & Replacement Fund
19, this fund was created as a general funded set aside account to help fund major repairs and/or replacements of City parks, facilities, and trail amenities.

CITY OF EL PASO DE ROBLES

CAPITAL OUTLAY
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
Water Fees
This revenue source is provided by users of the water system and is the portion related to future water infrastructure-related improvements.

Federal, State, and Local Grants
Federal, State, and Local Grants: The City actively seeks grants to fund—at least in part—some of the more costly CIP projects. These grants include, but are not limited to, Trade Corridor Enhancement Program (TCEP), Highway Bridge Program (HBP), Urban State Highway Account (USHA), Regional State Highway Account (RSHA), and Highway Safety Improvement Program (HSIP).

Other Revenues
Other revenues received may come from various sources to pay for specific expenditures (i.e., the sale of plans and specifications to contractors which pay for the cost of reproduction). In addition, the City may receive a variety of donations from community members and groups to help finance a variety of City projects.

FISCAL STRATEGIES
The City is committed to maintaining long-term fiscal sustainability. The City has avoided the noticeable impacts and service level reductions experienced by most California cities through operating an effective, cost-efficient local government. Municipal services continue to address high priority needs. This CIP is designed to identify and develop projects using a long-term vision; to provide a realistic look forward over a five -year planning period and set priorities for each need identified. It should be noted that because this is a five-year outlook, needs and priorities may change. As such, the development of the CIP and budget allows the opportunity to review and revise the needs of the City.

Each project is presented below summarizes project name and number (if applicable); description, rationale, and location; and estimated costs, funding sources and prior expenditures. Project costs are escalated to indicate the impact of inflation on construction costs in future years, based upon a CPI rate of inflation, unless more specific information was available.

Cost escalation ensures that adequate funding is identified at the time the project is approved.

SUMMARY OF CAPITAL PROJECTS FOR FISCAL YEARS 2 0 2 4-2 5 THROUGH FY 20 8 -2 9 Project
Estimated
Budget C/O FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 1 . Road Maintec Projects
Rolling Hill Estates $ 7 89,424 $ - $ - $ - $ - $ -
17th Street (Spring to Chestnut) 1,046,093 - - - - -
Riverside Ave (17 th Street to 24th Street) 1,152,156 - - - - - Sunset/Panorama-neighborhood 2,57 9,064 - - - - -
Sherwood/Sierra Bonita/Turtle Creek-area 7 ,580,7 16 - - - - - Elm Ct/Capitol Hill/Palm Ct 3 66,042 200,000 - - - -
Merry Hill/15th Street/Terrace Hill 3 7 5,7 96 240,000 - - - - Golden Hill Road (Creston to Rolling Hills) 1,414,024 2,529,900 - - - - Serenade/Holstein-Brahma/St Andrews 1,7 7 1,501 7 48,100 - - - - 13th Street/Niblick Bridge Deck Resurfacing - 3 10,000 3 ,000,000 - - - Melody Drive (east neighborhood) - 4,000,000 1,200,000 - - - Arciero Ct/Mesa Rd - - 1,425,000 - - -
Dallons/Tractor-area - - 1,890,000 - - -
Total Road Maintenance Projects 17 ,07 4,816 8,028,000 7 ,515,000 - - - 2 . Transpoti Projects
Flamson School Pedestrian Improvements 560,000 - - - - - Niblick Road Signal Synchronization 80,000 - - - - -
Serenade Pedestrian improvements 50,000 - - - - -
109
DRAFT
Other revenues received may come from various sources to pay for specific expenditures (i.e., the sale of plans and specifications to contractors which pay for the cost of reproduction). In addition, the City may receive a ty members and groups to help finance a variety of City projects. term fiscal sustainability. The City has avoided the noticeable impacts and service level reductions experienced by most California cities through operating an effective, Municipal services continue to address high priority needs. This term vision; to provide a realistic look forward over a five noted that because this is a five-year outlook, needs and priorities may change. As such, and budget allows the opportunity to review and revise the needs of the City. summarizes project name and number
and estimated costs, funding sources and prior expenditures. on construction costs in future years, based upon a CPI rate of inflation Cost escalation ensures that adequate funding is identified at the time the project is approved.

SUMMARY OF CAPITAL PROJECTS FOR FISCAL YEARS
Attachment 1

CITY OF EL PASO DE ROBLES

CAPITAL OUTLAY
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
Project
Estimated
Budget C/O FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 Traffic Signal Enhancements 250,000 - - - - -
Creston Road – Phase I 10,105,3 81 - - - - -
South Vine Street Bridge and Realignment 7 ,53 2,500 13 ,000,000 5,57 7 ,000 - - - Downtown Parking Lot Resurfacing 505,03 6 800,000 - - - - North River Bike/Pedestrian Path 24,200 3 53 ,000 3,000,000 - - - Downtown Lighting Enhancements - 3 00,000 - 60,000 500,000 - Creston Road Median Improvements - - - 290,000 - -
Creston Road – Phase II 2,7 90,809 2,000,000 3 ,000,000 - - - Huer Huero Creek Bridge and Roundabout 1,855,926 3 ,97 0,000 15,200,000 14,000,000 - - Niblick Road Complete Streets 948,7 08 1,459,500 - 14,7 07 ,500 - - Union Road Overcrossing 7 ,990,7 52 3 ,100,000 - - 65,000,000 - 24th Street Bridge 1,919,3 23 800,000 - - - 20,000,000
US 101/Hwy 46 West Roundabouts - 2,3 00,000 - - - 12,000,000 Mill Road Parallel Route 43 8,142 500,000 - - - 20,000,000 Annual Local Roadway Safety Plan Set-aside 85,500 50,000 50,000 50,000 50,000 50,000 Annual ADA Transition Plan Set-aside 1,264,004 50,000 50,000 500,000 500,000 500,000 Total Transportation Projects 3 6,400,281 26,682,500 26,87 7 ,7 00 29,607 ,500 66,050,000 52,550,000 3 . Stormwae Projects
Montebello Basin 93 ,57 0 - - - - -
Navajo Basin 85,7 00 - - - - -
Sleepy Hollow Outlet 46,7 00 - - - - -
N. River Road Slope Improvement 80,7 00 - - - - -
Union Road Slope Improvement 84,7 00 - - - - -
Lubrizol Site Slope Improvement 98,599 17 5,000 - - - - 13th St/Riverside Drainage Improvement - 500,000 - - - - 23rd St/Vine St Drainage Improvement - - 3 0,000 3 00,000 - - Walnut/Vista Grande Drainage Improvement - - - 25,000 200,000 - 11th St/Park St Drainage Improvement - - - - 50,000 200,000 21st Street Green Street Repairs - - - - - 60,000
Oriole Basin Reconstruction - - - - - 100,000
Total Stormwater Projects 489,969 67 5,000 3 0,000 3 25,000 250,000 3 60,000 4 . Parks and Recration P r o j e c ts
Barney Schwartz Park Projects 7 5,000 140,000 - 229,000 - - Larry Moore Park Projects 7 3 ,021 - - - - -
Centennial Park/Pool Projects 157 ,7 3 0 181,000 6,000 23 5,000 - 891,000 City Park Projects - 10,000 15,000 - - 20,000
Sherwood Park Projects - 7 ,500 - - - -
Robbin’s Field Projects - 25,000 - 80,000 500,000 -
Municipal Pool Projects - - - 196,7 00 200,000 -
Riverwalk Lighting Project - - 460,000 - - -
Veteran’s/Senior Center Projects 13 7 ,282 83 ,500 201,000 20,000 - 10,500 Sherwood Park Pickleball Courts 946,591 - - - 8,690,000 - Larry Moore Park Redevelopment 851,190 - - - 7 ,500,000 - Total Parks and Recreation Projects 2,240,814 447 ,000 682,000 7 60,7 00 16,890,000 921,500 5 . City Facilty Projects
City Hall/Library Remodel & Security Upgrades 2,594,17 5 413 ,500 - 10,000 - 2,816,000 City Hall/Library Stucco Repairs 57 ,425 - 1,500,000 - - - Corporation Yard 10,7 59,529 5,196,400 - - - -
Public Safety Training Room and Tower 987 ,27 8 2,000,000 2,000,000 - - - Public Safety Center Roof Replacement 1,3 00,000 - - - - - Public Safety Center Deferred Maintenance - 27 5,000 - 218,000 3 0,000 - Library Deferred Maintenance - 7 ,500 - - - -
Centennial Park Security Enhancements - - - - - -
Transit Center Roof Replacement - - 22,000 - - -
PD Substation/Evidence Storage 2,3 24,980 - - 4,500,000 4,500,000 - Fire Station No. 3 – Phase 3 - - - 500,000 - 2,500,000
Total Facility Projects 18,023 ,3 87 7 ,892,400 3 ,522,000 5,228,000 4,530,000 5,316,000 110
DRAFT50,000
50,000 500,000
26,87 7 ,7 00 29,607 ,500
-
-
- -
- -
- -
17 5,000 -
500,000
- - 3 0,000
- -
- -
- -
-
489,969 67 5,000
7 5,000
7 3 ,021
157 ,7 3 0
Attachment 1

CITY OF EL PASO DE ROBLES

CAPITAL OUTLAY
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
Project
Estimated
Budget C/O FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29

6. Water Enterpis Projects
Annual Well Rehab Set-aside 7 04,3 55 425,000 425,000 425,000 425,000 425,000 Annual Water Line Replacement Set-aside - 800,000 800,000 800,000 800,000 800,000 Annual Water Main Replacement Set-aside 23 7 ,900 - 200,000 200,000 200,000 200,000 Annual SCADA System Set-aside - 65,000 65,000 65,000 65,000 65,000 Railroad Crossing Replacements 13 0,000 500,000 500,000 - - - Riverside Ave Water Line Replacement 50,000 1,000,000 500,000 - - - Sunset/Panorama Water Line Replacement - 1,050,000 - - - - Elm Ct/Capitol Hill/Palm Ct Water Line Replace. 50,000 - 500,000 - - - Water Yard Security Enhancements - 3 3 0,000 - - - -
Water Valve Replacements - 47 5,500 - - - -
Orchard Booster Station Upgrades - 240,000 - - - -
Total Water Enterprise Projects 1,17 2,255 4,885,500 2,990,000 1,490,000 1,490,000 1,490,000

7. Wastewr Enterpis Projects
Annual Sewer Line Replacement Set-aside 1,623 ,991 1,126,000 1,160,000 1,194,600 1,23 0,400 1,267 ,3 00 Creston Road Sewer Line Replacement 3 00,000 550,000 - - - - 24th Street Bridge Main Upgrade - 3 00,000 - - - -
Mill Road Sewer Extension & Lift Station 7 65,7 17 - 2,000,000 - - - Spring Street/2nd Street Sewer Line Replace. - 814,400 - - - - Navajo Ave Sewer Line Replacement - - 7 13 ,000 - - -
Stormwater Capture Conceptual Design - 3 25,500 - - - - Lift Station No. 2 Rehabilitation - - - - 2,7 15,600 -
Lift Station No. 1 Rehabilitation - - - 3 ,865,3 00 - - Lift Station Motor Control Replacement - - - 1,104,600 - - Airport Lift Station – Phase 3 - 80,000 - - - -
Franklin Creek Sewer Stabilization - 120,000 - - - -
Niblick Road Sewer Upgrade 3 40,000
Total Wastewater Enterprise Projects 2,689,7 08 3 ,3 15,900 4,213 ,000 6,164,500 3 ,946,000 1,267 ,3 00

8. Airpot Enterpis Projects
Master Plan Update - 640,000 - - - -
Gateway Beautification - 3 25,000 - - - -
Engine Testing Site Development - 120,000 - - - -
Terminal Interior Refresh - 100,000 - - - -
FAA Building Remodel (design only) - 3 0,000 - - - -
Pavement Maintenance Plan - 150,000 150,000 - - -
Parking Lot Resurface - - 3 00,000 - - -
Security Enhancements - - 3 5,000 - - -
Total Airport Enterprise Projects - 1,3 65,000 485,000 - - - 8 . Recyld Water Project
Recycled Water Distribution System - 12,7 61,400 13 ,23 0,000 - - - Total Recycled Water Project - 12,7 61,400 13 ,23 0,000 - - -

9. Solid Waste Project
Partial Landfill Closure – Phase I 21,400 1,017,500 940,000 - - - Partial Landfill Closure – Phase II - 7 60,000 7 64,000 - - - Groundwater Monitoring Wells - 7 5,000 - - - -
Flare/Blower System Replacement - 550,000 - - - -
Module 4A Excavation/Liner Design/Permit - 50,000 50,000 526,500 854,3 00 - Total Solid Waste Projects 21,400 2,452,500 1,7 54,000 526,500 854,3 00 - Total Capital Improvement Program $ 7 8,112,63 0 $ 69,600,000 $ 56,7 7 6,3 00 $ 44,102,200 $ 94,010,3 00 $ 61,904,800 111
DRAFT1,490,000
1,160,000 1,194,600
- -
- -
2,000,000 -
-
7 13 ,000
3 25,500 -
- -
- -
- -
80,000
- 120,000
2,689,7 08 3 ,3 15,900
- 640,000
- 3 25,000
-
-
-
Attachment 1

CITY OF EL PASO DE ROBLES

CAPITAL OUTLAY
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
SUMMARY OF APPROPRIATIONS BY FUNDING SOURCE FOR FISCAL YEARS 204 -25 THROUGH FY 208 -2 9 Project
Estimated
Budget C/O FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 Airport Fund $ - $ 7 54,000 $ 485,000 $ - $ - $ -
American Rescue Plan Act Fund 4,83 1,023 - - - - -
Bike/Pedestrian Path DIF Fund - - 7 2,000 - - -
CIP Fund Reserves 7 ,449,148 1,151,500 928,000 2,3 44,000 - - City Hall Development Fund 1,612,17 5 180,000 - - - -
Community Development Block Grant 206,593 - - - - -
Debt Proceeds - 23 ,7 61,400 10,57 7 ,7 00 14,000,000 - - Developer Contribution - 2,000,000 10,200,000 - - 20,000,000 Facility Replacement Fund 1,800,458 7 29,500 1,7 44,000 159,000 - 191,000 Gas Tax Fund 500,000 - - - - -
General Fund 1,913 ,147 2,43 8,400 80,000 2,004,7 00 1,980,000 1,7 90,500 General Government DIF Fund 4,989,400 5,196,400 - - - 47 5,000 Grants 8,454,603 6,162,000 17 ,3 3 0,000 11,7 66,000 7 7 ,690,000 29,500,000 Library DIF Fund - - - - - 2,141,000
Measure E-12 Supplemental Sales Tax 16,506,502 5,046,000 - - - - Measure J-20 Supplemental Sales Tax Fund 11,258,122 4,000,000 5,150,000 5,000,000 4,500,000 2,500,000 Parks and Recreation DIF Fund 3 50,918 - 3 60,000 - - - RMRA Fund (SB 1) 1,3 19,000 1,83 6,800 842,600 - - -
Solid Waste Fund 21,400 2,452,500 1,7 54,000 526,500 854,3 00 - Stormwater DIF Fund - 120,100 - - - -
Transportation DIF Fund 4,7 42,17 8 5,57 0,000 50,000 647 ,500 3 ,550,000 2,550,000 Transit Fund 3 ,500,000 - - - - -
Wastewater Fund 4,869,7 08 3 ,3 15,900 4,213 ,000 6,164,500 3 ,946,000 1,267 ,3 00 Water Fund 3 ,7 88,255 4,885,500 2,990,000 1,490,000 1,490,000 1,490,000 Total Capital Improvement Program $ 7 8,112,63 0 $ 69,600,000 $ 56,7 7 6,3 00 $ 44,102,200 $ 94,010,3 00 $ 61,904,800 112
DRAFT2,004,7 00
17 ,3 3 0,000 11,7 66,000
- -
- -
5,150,000 5,000,000
3 60,000
1,83 6,800 842,600
2,452,500 1,7 54,000 526,500
120,100 -
5,57 0,000 50,000
- -
3 ,3 15,900 4,213 ,000
3 ,7 88,255 4,885,500 2,990,000
7 8,112,63 0 $ 69,600,000 $ 56,7 7 6,3 00
Attachment 1
R oa d M aintena nce
Projects
DRAFT
Attachment 1
DRAFT
Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
Annual Road Maintenance Program
Activity-toDateEst. FY 23-24
Carryover FY 24-25 FY 25-26 Total
Funding Sources
Measure E-12 378,641 9,476,359 5,951,200 4,522,400 20,328,600 Measure J-20 31,236 6,683,564 - 150,000 6,864,800
SB 1 - 708,300 1,836,800 842,600 3,387,700
Grant - - 240,000 2,000,000 2,240,000
CDBG Fund - 206,593 - - 206,593
Total 409,877 17,074,816 8,028,000 7,515,000 33,027,693 Street Segment
Rolling Hill Estates 50,576 789,424 - - 840,000
17th St (Chestnut to Spring) 10,300 1,046,093 - - 1,056,393 Riverside Ave (17th to 24th) 47,844 1,152,156 - - 1,200,000 Sunset/Panorama 20,936 2,579,064 - - 2,600,000
In 2012, the voters of Paso Robles approved Measure E-12, a half-cent supplemental sales tax (SST) that generates approximately $6-7 million per year. Although Measure E-12 is a general tax (meaning it can legally be used for a general government purpose), the tax was intended to fund the City’s street repair, maintenance, and rehabilitation projects.

Since implemented, Measure E-12 has provided funding for over 35 different road segments totaling over $46.4 million, with an additional $16.8 million committed towards uncompleted projects. In addition to the Measure E-12 SST monies, the City also receives funding from the recently approved one-cent SST, Gas Tax, the State’s Road Maintenance and Rehabilitation Program (also known as SB 1), as well as federal/state grants and development impact fees (DIF). Taken together, the City contributes an average of over $6.0 million each year in street repair, maintenance, and rehabilitation projects. However, an analysis of the City’s streets and their pavement condition index (PCI) demonstrated that, to just maintain existing conditions, investment in street repair, maintenance, and rehabilitation should total more than $17 million per year.

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

In 2020, City Council approved the Updated Six-Year Street Maintenance and Repair Plan which outlines the specific street segments anticipated to be constructed over the remaining years of the Measure E-12 SST. Below is the maintenance and repair plan for the remaining funds through the automatic sunset. Staff will be developing a new set of street segments to be repaired should Measure E-12 get renewed and extended. (Note: the projects listed below only include active or anticipated projects; the list does not include completed road maintenance projects.) 113
DRAFT
their pavement condition index
rehabilitation
have increased significantly (consistent
the range of 40% since 2016.

Measure E-12 SST funds to
Measure J-20, the one cent SST
should Measure E-12 expire without
revenue. This means that either street quality
allowed to deteriorate—or there
safety services in order to continue funding street maintenance and repair. the Updated Six-Year Street Maintenance
to be constructed over the
for the remaining funds
should Measure
include active or anticipated projects; the list does not include completed road maintenance projects.) Attachment 1
Activity-toDate
Est. FY 23-24
Carryover FY 24-25 FY 25-26 Total
Sherwood/Sierra Bonita/Turtle Creek 114,284 7,580,716 - - 7,695,000 Elm Ct/Capitol Hill/Palm Ct 33,958 366,042 200,000 - 600,000 Merry Hill/15th St/Terrace Hill 24,204 375,796 240,000 - 640,000 Golden Hill Rd (Creston to Rolling Hills) 44,276 1,414,024 2,529,900 - 3,988,200 Serenade/Holstein-Brahma/St Andrews 63,499 1,771,501 748,100 - 2,583,100 13th St/Niblick Bridges Deck Resurfacing - - 310,000 3,000,000 3,310,000 Melody Drive (east neighborhood) - - 4,000,000 1,200,000 5,200,000 Arciero Ct/Mesa Rd - - - 1,425,000 1,425,000
Dallons/Tractor-area - - - 1,890,000 1,890,000
Total 409,877 17,074,816 8,028,000 7,515,000 33,027,693 In 2023, staff developed a Geographic Information System (GIS) layer which identifies each road segment in the City, what's it's current Pavement Condition Index (PCI) is, and timing of when the road was last maintenance as well as when the next treatment is anticipated. The map can be found at: www.prcity.com 114
DRAFT
Attachment 1
Tra nsportation Projects
DRAFT
Attachment 1
DRAFT
Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
C0059 - Creston Road Rehabilitation - Phase I (from South River Rd to Orchard Dr) Project Type: Transportation
Location: Creston Road
Project Manager: Ditas Esperanza
Project Phase: Under Construction
Estimated Completion Date: 2025-26
Funding Source: Various (see below)
Description or Justification:

Activity-to-Date
Est. FY 23-24
Carryover FY 24-25 FY 25-26 Total
Funding Sources
Measure E-12 2,379,369 6,947,881 - - 9,327,250
Measure J-20 - 1,262,300 - - 1,262,300
Gas Tax Fund - 500,000 - - 500,000
SB 1 Fund - 610,700 - - 610,700
SLOCOG Grant 185,000 184,500 - - 369,500
LPP Grant - 600,000 - - 600,000
Total Funding Sources 2,564,369 10,105,381 - - 12,669,750 Project Expenditures
Design 1,291,618 - - - 1,291,618
Construction 983,009 10,105,381 - - 11,088,390
Other Miscellaneous 289,742 - - - 289,742
Total Project Budget 2,564,369 10,105,381 - - 12,669,750 The proposed Creston Road conceptual plan was developed with significant input from the community through several different workshop events. The design premise is not only to repave and rehabilitate the pavement, sidewalks, curbs, and gutters on the entire Creston Road corridor, but to also install missing curbs, gutters, and sidewalks that would tie into the existing system. Additionally, the conceptual plan calls for 10-foot-wide striped median turn lanes, 5-foot bike lanes (on both sides of the road), 3-foot bike buffers (one both sides of the road), 7-foot parking lanes, widening of travel lanes, and a traffic signal at the intersection of Walnut/Bolen and Creston.

Because of funding constraints, the project has been broken into two phases. The first phase, currently underway, will cover from South River Road to Orchard Drive. Construction for Phase II is anticpated to occur at the conclusion of Phase I (Phase II is currently under design. See Project C0231 for further detail).

Project Type:

Location:

Project Manager:

Project Phase:

Estimated Completion Date:

Funding Source:
115
DRAFTFunding Source:
developed with significant input
design premise is not only to repave and rehabilitate the Creston Road corridor, but to also install missing
Additionally, the conceptual plan calls
road), 3-foot bike buffers (one
widening of travel lanes, and a traffic signal at the intersection of Walnut/Bolen and Creston. the project has been broken
to Orchard Drive. Construction for
Activity-to-Date
Phase I (Phase II is currently under design. See Project C0231 for further detail).

Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
X0006 - South Vine Street Bridge and Road Realignment (Phase II) Project Type: Transportation
Location: South Vine Street/Hwy 46W
Project Manager: Ditas Esperanza
Project Phase: CalTrans Permit
Estimated Completion Date: 2025-26
Funding Source: Various (see below)
Description or Justification:

Activity-to-Date
Est. FY 23-24
Carryover FY 24-25 FY 25-26 Total
Funding Sources
General Fund 1,333,100 - - - 1,333,100
Transit Funds - 2,000,000 - - 2,000,000
TIF 1,550,992 32,500 - - 1,583,492
ARPA Fund - 4,166,900 - - 4,166,900
Developer Contributions - - 2,000,000 2,000,000 4,000,000 Proceeds from Debt Issuance - - 11,000,000 3,577,700 14,577,700 Total Funding Sources 2,884,092 6,199,400 13,000,000 5,577,700 27,661,192 Project Expenditures
Project Approval & Environmental 217,216 - - - 217,216
Plans, Specifications, Estimates 929,875 110,200 - - 1,040,075 Construction Management - - - - -
Construction 394,920 7,422,300 13,000,000 5,577,700 26,394,920 Other Miscellaneous 8,981 - - - 8,981
Total Project Budget 1,550,992 7,532,500 13,000,000 5,577,700 27,661,192 The Paso Robles Gateway Annexation project is located northwest of the intersection of Highway 101 and Highway 46 West and includes the development of two hotels with 325 rooms, three commercial centers with approximately 75,600 square feet of space, a 30,000 square-foot conference center, 17 workforce residential units, and up to 80 resort residential units or a third hotel with 100 rooms. The City Council-approved Development Agreement (DA) requires the realignment South Vine Street with Theatre Drive, which involves not only construction of a new road, but also construction of a bridge in order to connect to Highway 46W. In accordance with the DA, the City is responsible to construct the bridge and approximately half of the cost to realign the road within 7-years of annexation, which occurred on December 20, 2021; the Developer is responsible for their portion of the road and undergrounding their utilities.
116
DRAFTEstimated Completion Date:

Funding Source:

Activity-to-Date
1,333,100
northwest of the intersection
with 325 rooms, three commercial
conference center, 17 workforce
100 rooms. The City Council-approved
with Theatre Drive, which involves
connect to Highway 46W. In
approximately half of the cost to
the Developer is responsible
Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
C0201 - Downtown Parking Lot Improvements
Project Type: Transportation
Location: Downtown
Project Manager: Ditas Esperanza
Project Phase: Design
Estimated Completion Date: 2025-26
Funding Source: General Fund
Description or Justification:

Activity-to-Date FY 24-25 Total
Project Expenditures
Plans, Specifications, Estimates 387,964 - 893,000
Construction - 800,000 800,000
Total Project Budget 387,964 505,036 800,000 1,693,000
-
In the previous fiscal year, the CIP budget included the rehabilitation of two City parking lots located in the Downtown core, one behind Marv's Pizza off of 12th Street and the other at 12th Street and Railroad Road. Due to the significant cost of the repairs needed, an additional $800,000 appropriation is anticipated to be needed to complete the project.

The project is currently out to bid, with completion anticiapted in FY 2024-25.

Est. FY 23-24
Carryover
505,036
117
DRAFT
Estimated Completion Date:

Funding Source:

Activity-to-Date
387,964

387,964
rehabilitation of two City parking
other at 12th Street and Railroad Road.
appropriation is anticipated
The project is currently out to bid, with completion anticiapted in FY 2024-25.

Est. FY 23-24
Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
C0211 - North River Road Bike and Pedestrain Path/Trail Project Type: Transportation
Location: North River Road
Project Manager: Ditas Esperanza
Project Phase: Design
Estimated Completion Date: 2025-26
Funding Source: Grant w/ GF Match
Description or Justification:

Activity-to-Date
Est. FY 23-24
Carryover FY 24-25 FY 25-26 Total
Funding Sources
General Fund 1,000,000 - - 72,000 1,072,000
Grant 44,800 24,200 281,000 880,000 1,230,000
Unsecured Grant - - - 1,120,000 1,120,000
Total Funding Sources 1,044,800 24,200 281,000 2,072,000 3,422,000 Project Expenditures
Preliminary and Final Design 44,800 24,200 353,000 - 422,000 Construction - - - 3,000,000 3,000,000
Total Project Budget 44,800 24,200 353,000 3,000,000 3,422,000 In 2018, the City Council adopted the 2018 Bicycle and Pedestrian Master Plan (BPMP). BPMP’s is the guiding policy document that establish local priorities for bicycle and pedestrian improvements. The 2018 BPMP also places a strong focus on bike and pedestrian safety and education. Safe facilities and proper training programs would encourage users to enjoy the benefits of bicycling and walking to their destinations. Recent economic studies demonstrate the importance of community place-making that showcase community assets and that provide added experiences, such as outdoor activities (e.g., walking paths and bicycle facilities) because they provide expanded offerings that attract visitors. Communities that see shifts in how people travel (from cars to bicycling and walking) have a direct correlation with investments in well-connected facilities that are safe.

This proposed project is to construct the next segment of the City pedestrian and bike ring pathway, located along the scenic Salinas River, beginning at the 13th Street Bridge and ending at River Oaks Drive, just north of the highway 46 bridge. The project will also provide a safer connection to the downtown for residents who live north of Highway 46 East and separate non-motorists from traffic. Preliminary design, environmental documents, etc. has been funded, in part, by a SLOCOG grant, with an additional $2.0 million anticipated for construction. The City has already set aside $1 million towards the City's matching requirement.
118
DRAFTEstimated Completion Date:

Funding Source:

Pedestrian Master Plan (BPMP).
and pedestrian improvements.
and education. Safe facilities
bicycling and walking to their destinations. Recent economic community place-making that showcase
activities (e.g., walking paths and
Communities that see shifts in
have a direct correlation with investments in well-connected facilities that are safe. construct the next segment
at the 13th Street
a safer connection
Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
Downtown Lighting Enhancements
Project Type: Lighting/Transportation
Location: Downtown Core
Project Manager: Ditas Esperanza
Project Phase: System Acquisition
Estimated Completion Date: 2025-26
Funding Source: General Fund
Description or Justification:

Activity-toDate FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Expenditures
System Acquisition - 300,000 - - - 300,000
Design - - - 60,000 - 60,000
Lighting Installation - - - - 500,000 500,000
Total Project Budget - 300,000 - 60,000 500,000 860,000 The City Adopted Uptown/Town Centre Specific Plan states, "Street lights are a very important element of any urban streetscape, affecting its daytime appearance and its nighttime character and safety. In the same way that variety is recommended for street furniture, it is recommended that the size, spacing, and design of streetlights be varied throughout the Plan Area. Each of the streets in the Plan Area should have a consistent type of fixture.

Fixtures mounted on poles less than 35 feet in height should be spaced approximately 70 to 100 feet apart. This sort of fixture creates a rhythm and scale–and light–that is in scale with and pleasant for the pedestrian, helping to define the space of the street rather than just flooding it with light." To achieve the intent of the Plan, Public Works issued a Request for Proposals and ultimately contracted with Tanko Streetlighting, Inc. to develop a Downtown Street Lighting Master Plan to provide adequate and aesthetically pleasing streetlights to preserve the historic ambience of its Downtown District. Other elements of the study include an evaluation of existing street light fixtures, identifying light deficient areas in the Downtown area, and an evaluation of purchasing the streetlight system from PG&E. This project will initially explore the opportunities to purchase the lighting system from PG&E (anticipated to occur in the next two years). Secondary phases of this project will physically enhance lighting in the downtown core (with installation of new lighting in the outer years of the CIP horizon).
119
DRAFT
Estimated Completion Date:

Funding Source:

Plan states, "Street lights are a very important
appearance and its nighttime character
street furniture, it is recommended that the size,
the streets in the Plan Area should
35 feet in height should be spaced approximately
scale–and light–that is in scale
to define the space of the street rather than just flooding it with light." Plan, Public Works issued
to develop a Downtown
streetlights to preserve the
existing street light fixtures, identifying light deficient purchasing the
Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
Creston Road Median Improvements
Project Type: Transportation
Location: Creston Road/Santa Fe Ave
Project Manager: Dwayne Brown
Project Phase: Project Approval
Estimated Completion Date: 2026-27
Funding Source: General Fund
Description or Justification:

Activity-toDateEst. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 Total
Funding Sources
General Fund - - - - 290,000 290,000
Total Funding Sources - - - - 290,000 290,000
Project Expenditures
Design - - - - - -
Construction - - - - 290,000 290,000
Total Project Budget - - - - 290,000 290,000
The large grassy medians on Creston Road, between Santa Fe Avenue and Santa Ynez Avenue provides an opportunity to install attractive landscape area, while reducing water consumption (by reducing turf-areas). These medians are a largely unused amenity and designing a pedestrian friendly path, with rest areas under large exisiting tress, will improve the quality of life for adjacent residents and provides a logical connection from Niblick Road/Creston Road intersection to Sherwood Park. Design is anticipated to be initiated and completed in FY 2025-26 and construction to begin and complete by FY 2026-27. Project water savings are unknown at this time, but are anticipated to be signficant. 120
DRAFTEstimated Completion Date:

Funding Source:

Santa Fe Avenue and Santa
water consumption (by
pedestrian friendly path, with rest
provides a logical connection
to be
Activity-toDateEst. FY 23-24
Carryover
-
-
initiated and completed
complete by FY 2026-27. Project water savings are unknown at this time, but are anticipated to be signficant.

Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
C0151 - Huer Huero Creek Bridge and Roundabout
Project Type: Transportation
Location: "New" Airport Road
Project Manager: Ditas Esperanza
Project Phase: PS&E
Estimated Completion Date: 2026-27
Funding Source: Various (see below)
Description or Justification:

Activity-toDateEst. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 Total
General Fund 1,030,000 - - - - 1,030,000
Transit Funds - 500,000 - - - 500,000
Transportation Impact Fee 1,551,938 325,926 3,970,000 - - 5,847,864 Unsecured Developer Funding - - - 8,200,000 - 8,200,000 Unsecured Finance Funding - - - 7,000,000 14,000,000 21,000,000 Total Funding Sources 2,581,938 825,926 3,970,000 15,200,000 14,000,000 36,577,864 Project Expenditures
Project Approval & Environmental 669,679 - - - - 669,679 Plans, Specifications, Estimates 872,173 825,926 - - - 1,698,099 ROW Acquisition - 1,030,000 3,970,000 - - 5,000,000
Construction - - - 15,200,000 14,000,000 29,200,000
Other Miscellaneous 10,086 - - - - 10,086
Total Project Budget 1,551,938 1,855,926 3,970,000 15,200,000 14,000,000 36,577,864 The City's Circulation Element of the General Plan includes facilities necessary to provide safe and efficient vehicular access throughout the City. In order to meet the transportation demands of new development through General Plan buildout, the City updated the list to include various roadway improvements including rights of way, signalization, widening of roads, paving, and bridges as shown in the Needs List presented in the City’ Development Impact Fee Justification Study. In 2008, the City completed a Hwy 46E Parallel Route Study, which evaluated options that would provide local traffic alternative connections and relieve congestion pressure on Hwy 46; one option constructs a new road (New Airport Road) and bridge over the Huer Huero Creek.

In 2019, the City entered into an agreement with Wallace Group to prepare Project Approvals and Environmental Documents (PAED) (this portion of the project is completed) and in 2021, the City entered into another agreement with Wallace Group to prepare Plans, Specifications, and Estimates (PS&E). PS&E is near completion, with ROW acquisition next phase of the project.

Funding Sources
121
DRAFTEstimated Completion Date:

Funding Source:
includes facilities necessary to provide
transportation demands of new development
various roadway improvements including rights
shown in the Needs List presented in
the City completed a Hwy 46E Parallel Route
and relieve congestion pressure on Hwy
(New Airport Road) and bridge over the Huer Huero Creek. an agreement with
Activity-toDate
Wallace
portion of the project is completed)
Plans, Specifications, and
Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
C0138 - Niblick Road Complete and Sustainable Bike and Pedestrian Streets Project Type: Transportation
Location: Niblick Road
Project Manager: Ditas Esperanza
Project Phase: PAED
Estimated Completion Date: 2026-27
Funding Source: Grant w/ GF Match
Description or Justification:

Activity-toDateEst. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 Total
Funding Sources
General Fund 2,854,000 - - - - 2,854,000
Transportation Impact Fee - - - - 597,500 597,500
ATP Grant 40,967 881,033 1,180,000 - 11,766,000 13,868,000 Total Funding Sources 2,894,967 881,033 1,180,000 - 12,363,500 17,319,500 Project Expenditures
Project Approval & Environmental 203,792 948,708 - - - 1,152,500 Plans, Specifications, Estimates - - 1,459,500 - - 1,459,500 Construction Management - - - - - -
Construction - - - - 14,707,500 14,707,500
Contingency - - - - - -
Total Project Budget 203,792 948,708 1,459,500 - 14,707,500 17,319,500 In 2018, the City was awarded a grant to develop the Niblick Road Complete and Sustainable Streets Plan (Corridor Plan).

The purpose of the grant was to assist the City in identifying corridor project priorities and to better position the City in receiving grant funding. The Corridor Plan was adopted by City Council on July 9, 2020.

In 2022, the City was awarded a $13.9 million grant from the California Transportation Commission for the design, right of way, and construction of components of the Corridor Plan. The City's local match requirement is approximately $3.5 million. This project concept utilized a community-driven effort to develop a plan for creating a vibrant, pedestrian and bicycle-friendly, and green street environment for residents, businesses, and visitors. The focus was on design tools and strategies to improve safety, access, and mobility for all modes of transportation, including walking, bicycling, transit, and motor vehicles. The project design includes physical changes to the roadway, sidewalks, bikeways, intersections, traffic controls and programmatic measures that support all users of the corridor. 122
DRAFTEstimated Completion Date:

Funding Source:
to develop the Niblick Road Complete and Sustainable Streets Plan in identifying corridor project priorities
receiving grant funding. The Corridor Plan was adopted by City Council on July 9, 2020. million grant from the California
of the Corridor Plan. The
a community-driven effort
green street environment for residents,
access, and mobility
Activity-tofor all
design includes physical
controls and programmatic measures that support all users of the corridor.

Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
C0231 - Creston Road Rehabilitation - Phase II (from Orchard Dr to Niblick Rd) Project Type: Transportation
Location: Creston Road
Project Manager: Ditas Esperanza
Project Phase: PS&E
Estimated Completion Date: 2027-28
Funding Source: Various (see below)
Description or Justification:

Activity-to-Date
Est. FY 23-24
Carryover FY 25-26 Total
Funding Sources
Measure J-20 - - 3,000,000 5,000,000
Grants 209,191 2,790,809 - 3,000,000
Total Funding Sources 209,191 2,790,809 3,000,000 8,000,000 Project Expenditures
Design 201,191 191,637 - 392,828
Construction - 2,599,172 3,000,000 7,599,172
Other Miscellaneous 8,000 - - 8,000
Total Project Budget 209,191 2,790,809 3,000,000 8,000,000 The proposed Creston Road conceptual plan was developed with significant input from the community through several different workshop events. The design premise is not only to repave and rehabilitate the pavement, sidewalks, curbs, and gutters on the entire Creston Road corridor, but to also install missing curbs, gutters, and sidewalks that would tie into the existing system. Additionally, the conceptual plan calls for 10-foot-wide striped median turn lanes, 5-foot bike lanes (on both sides of the road), 3-foot bike buffers (one both sides of the road), 7- foot parking lanes, widening of travel lanes, and a traffic signal at the intersection of Walnut/Bolen and Creston.

Because of funding constraints, the project has been broken into two phases. Phase II includes improvements from Orchard Drive to Niblick Road, including a roundabout at the corner of Rolling HIlls Road and Creston Road. It should also be noted that the City received a one-time $3.0 million allocation from Senator Laird's Direct Funding Allocation, which made funding the roundabout feasible. Phase II is anticpated to occur at the conclusion of Phase I. 2,000,000
-
2,000,000
-
2,000,000
-
2,000,000
FY 24-25
123
DRAFTEstimated Completion Date:

Funding Source:
developed with significant input
design premise is not only to repave
Creston Road corridor, but to also install
system. Additionally, the conceptual plan calls
both sides of the road), 3-foot
foot parking lanes, widening of travel lanes, and a traffic signal at the intersection of Walnut/Bolen and Creston. the project has been broken
including a roundabout at
received a one-time $3.0
which made funding the roundabout feasible. Phase II is anticpated to occur at the conclusion of Phase I.

Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
X0007 - Union Road/Highway 46 East Overcrossing
Project Type: Transportation
Location: Union Road/Hwy 46E
Project Manager: Ditas Esperanza
Project Phase: PS&E
Estimated Completion Date: 2029-30
Funding Source: Various (see below)
Description or Justification:

Activity-toDateEst. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total
Funding Sources
General Fund 1,186,642 - - - - - 1,186,642
Transit Funds - 1,000,000 - - - - 1,000,000
TIF 1,639,855 4,163,752 1,550,000 - - 3,500,000 10,853,607 Grant 486,978 1,797,000 1,550,000 - - 61,500,000 65,333,978 Total 3,313,475 6,960,752 3,100,000 - - 65,000,000 78,374,227 Project Expenditures
PAED 2,190,428 6,129,752 - - - - 8,320,180
PS&E - - 3,100,000 - - - 3,100,000
ROW Acq. 7,000 1,861,000 - - - - 1,868,000
Construction - - - - - 65,000,000 65,000,000
Other Misc. 86,047 - - - - - 86,047
Total 2,283,475 7,990,752 3,100,000 - - 65,000,000 78,374,227 State Route 46 East has State, regional, and local significance as a heavily traveled goods movement and tourism corridor. The route connects the State to the two main north-south highways, US 101 and Interstate 5, and is the only major east-west goods movement corridor between Ventura and Gilroy.

This project would build an overcrossing at Union Road, removing local traffic from SR 46 East, and eliminating the need for commercial trucks to turn left across a 4-lane expressway. The City is currently working with CalTrans District 5, CalTrans Headquarters, and SLOCOG staff to secure TCEP funding for construction of the overcrossing. A project that is sponsored by CalTrans is more advantageous than the City submitting a project to the TCEP program unilaterally. As proposed, the application proposes funding in the amount of $65 million, which includes SLOCOG and City funding about $11.5 million and the state funding the balance of the costs. 124
DRAFTEstimated Completion Date:

Funding Source:

Est. FY 23-24
significance as a heavily
main north-south highways,
major east-west goods movement corridor between Ventura and Gilroy. at Union Road, removing
across a 4-lane expressway.

SLOCOG staff to secure TCEP
more advantageous than the City submitting
proposes funding in the
about $11.5 million and the state funding the balance of the costs.

Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
C0084 - 24th Street Bridge Rehabilitation and Expansion Project Type: Transportation
Location: 24th Street and Riverside Ave
Project Manager: Ditas Esperanza
Project Phase: ROW Acquisition
Estimated Completion Date: 2028-29
Funding Source: Various (see below)
Description or Justification:

Activity-toDateEst. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
Funding Sources
General Fund 125,773 - - - - - -
Measure E-12 227,769 82,262 - - - - -
TIF - 220,000 - - - - 2,500,000
Sewer Fund - - 300,000 - - - -
ADA Setaside - - 800,000 - - - -
HBP Grant 986,653 1,617,061 - - - - 17,500,000
Total 1,340,195 1,919,323 1,100,000 - - - 20,000,000
Project Expenditures
PS&E 1,211,085 90,274 - - - - -
ADA Improv. 87,009 38,764 800,000 - - - -
Lift Station Rehab - - 300,000 - - - -
ROW Acquisit. - 1,790,285 - - - - -
Construction - - - - - - 20,000,000
Other Misc. 42,101 - - - - - -
Total 1,340,195 1,919,323 1,100,000 - - - 20,000,000
The 24th Street Bridge over the Union Pacific Railroad track was constructed in 1959 and has a narrow sidewalk and no bike lanes. In 2015, Caltrans awarded the City a federal Highway Bridge Program (HBP) grant for preliminary engineering of an upgraded and expanded bridge, to improve safety and throughput. On March 10, 2021, the City received environmental clearance and as a result, the Federal Highway Administration authorized completion of final design and initiation of right-of-way acquisition (which is where the project is currently at). Unfortunately, the Federal Highway Administration has not approved the City for bridge construction funding and as such, staff has assumed funding will be made available by FY 2028-29; however, it is unknown when that will actually be. In the meantime, staff will continue to complete final design and acquire the right-of-way necessary so that the City is in "Shovel-Ready" status and construction may commence as soon as grant funding is made available.

Description or Justification:
125
DRAFTEstimated Completion Date:

Funding Source:
was constructed in 1959 and has
Highway Bridge Program (HBP) grant for
safety and throughput. On
Federal Highway Administration authorized
right-of-way acquisition (which is where the project is currently bridge construction
Est. FY 23-24
Carryover FY 24-25
-
funding
2028-29; however, it is unknown when that will
the right-of-way necessary
construction may commence as soon as grant funding is made available.

Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
C0207 - Highway 46 West/US 101 Roundabouts (Phase III)
Project Type: Transportation
Location: Highway 46 West
Project Manager: Ditas Esperanza
Project Phase: PS&E-pending
Estimated Completion Date: 2028-29
Funding Source: SLOCOG Grant
Description or Justification:

Activity-toDateEst. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
Funding Sources
General Fund 13,586 - - - - - -
Grants 166,306 - 2,300,000 - - - -
Unsecured - - - - - - 12,000,000
Total 179,892 - 2,300,000 - - - 12,000,000
Project Expenditures
PAED 179,892 - - - - - -
PS&E - 2,300,000 - - - -
Construction - - - - - - 12,000,000
Total 179,892 - 2,300,000 - - - 12,000,000
The City and the surrounding San Luis Obispo County area have begun to experience substantial commercial and industrial development in the southern portion of the City adjacent to the US Highway 101 and State Route 46 West interchange. The resulting growth in local traffic, combined with the increasing regional through traffic, has resulted in increasing congestion. The need for this interchange improvement project was identified in 1997 by Caltrans, the County, SLOCOG, and the City. The overall project will be constructed in three phases. Phase I, completed several years ago, included reconstruction of the US 101/State Route 46 West interchange ramps, and the relocation of Theatre Drive to a new intersection with State Route 46 West. Phase II, currently under way, realigns the South Vine Street and constructs a bridge to intersect with this new intersection, away from the interchange ramps. The final phase, this project, includes an interchange reconstruction that would convert the existing compact diamond (Type L-1), signal-controlled ramp intersections into roundabouts. In 2023, the City finalized the project approval and environmental documents, fully funded from a SLOCOG grant. The next step of the project is to finalize project specifications and estimates. Construction costs and funding are unknown and as such, only preliminary estimates are shown below.

Description or Justification:
126
DRAFTEstimated Completion Date:

Funding Source:

County area have begun to
the City adjacent to the
traffic, combined with the increasing regional
this interchange improvement project
overall project will be constructed in three
101/State Route 46 West interchange
46 West. Phase II, currently
this new intersection, away from
that would convert the
roundabouts. In 2023, the City
next step of
costs and funding are unknown and as such, only preliminary estimates are shown below.

Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
C0213 - Mill Road Parallel Route/Annexation
Project Type: Transportation
Location: Mill Road
Project Manager: CDD staff
Project Phase: Feasibility
Estimated Completion Date: 2028-29
Funding Source: Various (see below)
Description or Justification:

Activity-toDateEst. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
Funding Sources
General Fund 560,000 - 500,000 - - - -
Developer Fees - - - - - - 20,000,000
Total 560,000 - 500,000 - - - 20,000,000
Project Expenditures
Prof. Services 121,858 438,142 500,000 - - - -
Construction - - - - - - 20,000,000
Total 121,858 438,142 500,000 - - - 20,000,000
Over the past two years, the City has held a series of meetings with Mill Road-area property owners to explore the feasibility of constructing a connector road between Union Road and Hunter Ranch Golf Course. That effort resulted in a preliminary infrastructure plan and cost estimate along with environmental technical studies. Development of the area will require a road and Huer Huero Creek bridge connection between Union Road and Mill Road with a Class 1 bikeway, as well as, sewer, water and recycled water utilities. The estimated cost is north of $20 million. The next two year budget allocates additional resources in order for the annexation and development of this area to move forward. Additionally, a financing plan needs to be developed by the City and agreed to by all the benefitting property owners. Multiple property owners are interested in developing RV parks for tourist lodging, which would also require an amendment to the City Airport Land Use Plan.
127
DRAFTEstimated Completion Date:

Funding Source:

Est. FY 23-24
Carryover
of meetings with Mill Road-area property owners
between Union Road and Hunter
estimate along with environmental technical
bridge connection between Union
utilities. The estimated
order for the annexation and
to be developed by the City and agreed
interested in developing RV parks for tourist
Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
Transportation Projects In Process
Project Type: Transportation
Location: 24th Street and Oak St
Project Manager: Ditas Esperanza
Project Phase: Construction Bid
Estimated Completion Date: 2024-25
Funding Source: Grant
Project Type: Transportation
Location: Niblick Road
Project Manager: David LaCaro
Project Phase: Near Completion
Estimated Completion Date: 2024-25
Funding Source: Measure J-20
C0174 - Pedestrian and Crosswalk Improvements near Flamson School In 2020, SLOCOG awarded the City a grant towards the final design of pedestrian safety enhancements on 24th Street near Flamson Middle School. In 2023, SLOCOG awarded the City a, no-match, $750,000 grant to provide funds for the construction of the pedestrian enhancements. Contract award is anticipated to be approved by City Council in Spring 2024.

C0129 - Niblick Road Signal Synchronization
In effort to improve traffic flow and minimize congestion on Niblick Road, this past year staff made modifications to the traffic signals along the Niblick Road corridor. Specifically, staff installed new traffic signals automatically changing timing in response to different travel volumes and patterns at different times of day. The project is near completion with $220,000 expended-to-date. Estimated carryover budget of $80,000. 128
DRAFTLocation:

Project Manager:

Project Phase:

Estimated Completion Date:

Funding Source:

C0129 - Niblick Road Signal Synchronization
and minimize congestion
Road corridor. Specifically,
travel volumes and patterns
expended-to-date. Estimated carryover budget of $80,000.

Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
Transportation Projects In Process - continued
Project Type: Transportation
Location: S. River Road at Serenade Dr.

Project Manager: Ditas Esperanza
Project Phase: Design
Estimated Completion Date: 2025-26
Funding Source: Trans. Impact Fees
Project Type: Transportation
Location: Spring/6th & Creson/Golden Hill Rd
Project Manager: David Athey
Project Phase: Not started
Estimated Completion Date: 2025-26
Funding Source: Transportation Impact Fees
C0233 - Serenade Pedestrian Improvements
City staff has received several concerns over the pedestrian crosswalk at the intersection of South River Road and Serenade Drive. Specifically, that it is not well lit, difficult for divers to see pedesrians in the crosswalk; the length of the crosswalk also makes safety a challenge. To that end, staff has solicited bid for the design of an upgrade the crosswalk with flashing beacon and a middle island. Design estimated to be $50,000.

C0212 - Traffic Signal Enhancements at 6th/Spring Streets and Golden Hill Road/Creston Road As indicated in the CIty's Local Roadway Safety Plan (outlined in more detail below), the signals and road corridors at 6th Street and Spring Street, and at Golden Hill and Creston Road, experience higher pedestrian and vehicle accident rates than typical. This project funds safety upgrades (e.g., striping, flashing warning beacon, upgrade of signal heads, dilemma zone detection, signage) for this two intersections. Project has been delayed but anticipate completion in FY 2024-25. Carryover of $250,000 is anticiapted.
129
DRAFTLocation:

Project Manager:

Project Phase:

Estimated Completion Date:

Funding Source:

C0212 - Traffic Signal Enhancements at 6th/Spring Streets and Golden Hill Road/Creston Road Roadway Safety Plan (outlined in
Golden Hill and Creston Road,
funds safety upgrades (e.g., striping, flashing warning beacon, intersections. Project
Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
Annual Transportation Projects/Set Asides
In order to comply with the requirements of the ADA and limit liability as a property owner, cities must prepare and regularly update an ADA Transition Plan. The ADA Transition Plan identifies the areas where the city is not fully in compliance with current ADA standards, and identifies how the City plans to bring those areas into compliance over time. The City has invested significant funds into ADA compliance projects over the last several years, however, because there was a lot of infrastructure built prior to the ADA standards—and because those standards have continued to change over time—additional compliance work remains. Since FY 2021-22, the City has been setting aside $500,000 per year from General Funds towards implementation of the tranisition plan, including construction or upgrades to current infrastructure.

This adopted two-year budget continues with a $50,000 allocation and increasing to $500,000 again beginning in FY 2026-

27.Specific project sites and use of funds will be presented to City Council for approval throughout the year.

C0179 - Local Roadway Safety Plan
In 2021, City Council adopted the Local Roadway Safety Plan (LRSP). The purpose of the LRSP was to establish the framework and process for identifying, analyzing, and prioritizing roadway safety improvements on the City streets. This LRSP identifies the top systemic collision patterns throughout the City and top collision locations. This LRSP also provides the City’s toolbox of countermeasure to address those systemic collision patterns and proposed projects to reduce collision at the City’s top collision locations. Beginning in FY 2021-22, the City began setting $50,000 aside per year of Transportation Impact Fees for the implementation of the LRSP. Staff recommends to continue this setaside funding for the upcoming two-year budget cycle. Specific project sites and use of funds will be presented to City Council for approval throughout the year.

C0180 - American with Disabilities Act (ADA) Transition Plan Implementation 130
DRAFTbe presented
C0180 - American with Disabilities Act (ADA) Transition Plan Implementation liability as a property owner,
identifies the areas where
the City plans to bring those areas
projects over the last several
standards—and because those
remains. Since FY 2021-22, the City
of the tranisition plan, including
continues with a $50,000 allocation

27.Specific project sites and use of funds will be presented to City Council for approval throughout the year.

Attachment 1
Storm water Projects
DRAFT
Attachment 1
DRAFT
Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
Stormwater Maintenance Program
Est. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
Funding Sources
General Fund 489,969 675,000 30,000 325,000 250,000 360,000 Total 489,969 675,000 30,000 325,000 250,000 360,000
Location
Montebello Basin 93,570 - - - - -
Navajo Basin 85,700 - - - - -
Sleepy Hollow Outlet 46,700 - - - - -
N. River Road Slope Improv. 80,700 - - - - -
Union Road Slope Improv. 84,700 - - - - -
Lubrizol Site Slope Improv. 98,599 175,000 - - - -
13th St/Riverside Drainage Impr. - 500,000 - - - -
23rd St/Vine St Drainage Improv. - - 30,000 300,000 - - Walnut/Vista Grande Drainage - - - 25,000 200,000 -
11th St/Park St Drainage Improv. - - - - 50,000 200,000 21st Street Green Street Repairs - - - - - 60,000
Oriole Basin Reconstruction - - - - - 100,000
Total 489,969 675,000 30,000 325,000 250,000 360,000
The City's Stormwater Division follows the federal Clean Water Act regulations to address rainwater and stormwater runoff. The main aim of the stormwater program is to reduce the amount of urban runoff (e.g., rainwater) entering the storm drain systems, as it can carry harmful bacteria and pollutants into our local waterways (e.g., creeks, drainages, the Salinas River, and eventually the Pacific Ocean.)
The Stormwater Division carries out various activities, such as:
- Educating the public about water quality
- Keeping an eye on illegal discharges into the storm drain system and local waterways - Testing water quality at storm drain outlets
- Following best practices for development and municipal operations - Taking care of local waterbodies by managing stormwater runoff into creeks, drainages, and rivers Effective stormwater management provides environmental, social, and economic benefits to local communities. When stormwater management is done well, streams, rivers, and lakes are clearner; flood risks are reduced; costs due to flood damage decrease; and community of life increases. Below are several basin and drainage locations where stormwater rehabilitation is needed. The projects costs listed below include, but not limited to, design services, construction, bank armoring, pipe realignment, erosion control, etc. 131
DRAFT
Carryover FY 24-25 FY 25-26
489,969 675,000
489,969 675,000
93,570
- Keeping an eye on illegal discharges into the storm drain system and local waterways - Taking care of local waterbodies by managing stormwater runoff into creeks, drainages, and rivers social, and economic benefits
and lakes are clearner; flood risks are
life increases. Below are several
projects costs listed below include,
construction, bank armoring, pipe realignment, erosion control, etc.

Attachment 1

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132
DRAFT
Attachment 1
Parks a nd R ecreation
Projects
DRAFT
Attachment 1
DRAFT
Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
Parks and Recreation and Quality of Life Projects
Est. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
Funding Sources
General/Replace. Fund 2,240,814 447,000 682,000 760,700 16,890,000 921,500 Total 2,240,814 447,000 682,000 760,700 16,890,000 921,500 Location
Barney Schwartz Park
Lake Cleaning 75,000 - - - - -
Concession Stand Upgrades - 22,000 - - - -
Water Foutain Replacement - 10,000 - - - -
Shade Structure Replace. - 20,000 - - - -
Scoreboards, Field Markers - 8,000 - - - -
Bottle Filler Station - - - 8,000 - -
Retaining Wall at Softball - - - 15,000 - -
Walkpath Repairs - - - 159,000 - -
Handrail and Sign Replace. - - - 47,000 - -
Larry Moore Park
Asphalt Walking Trail Repair 73,021 - - - - -
Park Redevelopment 851,190 - - - 7,500,000 -
Centennial Park/Pool
Walking Trail Repairs 113,735 - - - - -
Parking Lot Repavement 43,995 80,000 - - - -
Basketball Ct Resurfacing - 20,000 - - - -
Gym Repainting - 15,000 - - - -
Dish Sanitizer Replacement - 6,000 - - - -
Exterior Stucco Repairs/Paint - 80,000 - - - -
Pool Filtration/Cholorination - 40,000 - - - -
Pool Replaster Wading Pool - 20,000 - - - -
Banquet Lighting Control - - 6,000 - - -
Meeting Room Floor Replace. - - - 35,000 - -
Pergola and Bench Replace. - - - 200,000 - -
Restroom Replacement - - - - - 500,000
Building Repainting - - - - - 191,000
This section of the CIP projects is related to the repair, rehabilitation or improvements of the City’s parks, facilities, trail amenities, and the like. Like the transportation impact fees, the City collects impact fees for parks and recreation facilities and will have an estimated reserve balance of $4.6 million on June 30, 2024. However, DIFs are collected for specific projects which enhance amenities (these are fees developers pay the City to mitigate their impacts, not to address current funding deficits) versus repairing and replacing amenities. To fund the latter, over the past four fiscal years, the City has been setting General Fund dollars towards—not only for IT and fleet equipment—but for a city park and facility repair and replacement. The estimated reserve balance on June 30, 2024, is estimated to be $1,005,645. 133
DRAFTFY 26-27
682,000 760,700
682,000 760,700
-
22,000 -
10,000 -
20,000
8,000
- -
- -
-
-
73,021
851,190
Attachment 1
Est. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
Pool Deck Replacement - - - - - 200,000
City Park
Carnegie Library Stairs - 10,000 - - - -
Restroom Repainting - - 15,000 - - -
Gazebo and Pathway Repairs - - - - - 20,000
Sherwood Park
Pickleball Courts 946,591 - - - - -
Restroom Repaint/Refresh - 7,500 - - - -
Park Redevelopment - - - - 8,690,000
Robbins Field
Backstop Replacement - 25,000 - - - -
Bleacher Replacement - - - 80,000 - -
Restroom Replacement - - - - 500,000 -
Municipal Pool
Pool Filtration/Cholorination - - - 58,000 - -
Locker Room Repaint - - - 25,000 - -
Parking Lot Repavement - - - 13,700 - -
Pool Deck Replacement - - - 100,000 200,000 -
Riverwalk Trail
Lighting Enhancement - - 460,000 - - -
Veteran's/Senior Center
Patio Shade Structure 137,282 - - - - -
Dish Sanitizer Replacement - 6,000 - - - -
Monument Sign Replace. - 2,500 - - - -
Roof Replacement - 75,000 105,000 - - -
HVAC Replacement - - 66,000 - - -
Exterior Repaint - - 30,000 - - -
Carpet Replacement - - - 20,000 - -
Parking Lot Repavement - - - - - 10,500
Total 2,240,814 447,000 682,000 760,700 16,890,000 921,500 134
DRAFT
58,000
- 25,000
- 13,700
- 100,000
460,000
- -
6,000
2,500
- 75,000
- -
-
-
-
2,240,814
Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
TBD - Riverwalk Trail Lighting Upgrades
Project Type: Trails
Location: River Walk
Project Manager: Angelica Fortin
Project Phase: Awaiting Project Funding
Estimated Completion Date: 2025-26
Funding Source: Various (see below)
Description or Justification:

Activity-to-Date
Est. FY 23-24
Carryover FY 25-26 Total
Funding Sources
General Fund - - 360,000 360,000
Rec Foundation - - 100,000 100,000
Total - - 460,000 460,000
Project Expenditures
Construction/Repair - - 460,000 460,000
Total - - 460,000 460,000
-
-
In February 2013, the City opened the Salinas Riverwalk Trail extending from Union and North River to Larry Moore Park.

The trail featured both ground level and bollard lighting designed to illuminate the path for the enjoyment of both residents and visitors. The Salinas Riverwalk Trail is one of the first sections of a planned 30-mile river trail extending from Santa Margarita in the south to San Miguel in the north. The current trail section can be accessed at several points including Union Road and North River, the Navajo and Riverbank neighborhoods and Larry Moore Park.

Unfortunately, immediately following opening, it became apparent that the specified lighting was not appropriate for trail conditions. Maintenance and replacement efforts over the past 11 years have not been successful. This project is intended to design and install new trail lighting that is appropriate for the conditions in order to mitigate safety concerns and encourage community recreational use. If lighting is improved, the trail will be a viable connector to future trail segments, create an attractive recreational opportunity, support public safety and improve community quality of life.

FY 24-25
-
-
-
135
DRAFTEstimated Completion Date:

Funding Source:

Trail extending from Union
lighting designed to illuminate the path
is one of the first sections
Miguel in the north. The current trail
including Union Road and North River, the Navajo and Riverbank neighborhoods and Larry Moore Park.

Unfortunately, immediately following opening, it became apparent that the replacement efforts over the past
new trail lighting that is appropriate
recreational use. If lighting is
segments, create an attractive recreational opportunity, support public safety and improve community quality of life.

Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
C0194 - Sherwood Park Pickleball Courts
Project Type: Parks and Recreation
Location: Sherwood Park
Project Manager: Freda Berman
Project Phase: Design
Estimated Completion Date: 2027-28
Funding Source: Various (see below)
Description or Justification:

Activity-toDateEst. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total
Funding Sources
General Fund - - - - - - -
ARPA Fund 169,377 664,123 - - - - 833,500
P&R DIF 72,032 282,468 - - - 790,000 1,144,500
Unsecured Grant - - - - - 7,900,000 7,900,000
Total 241,409 946,591 - - - 8,690,000 9,878,000
Project Expenditures
Design 226,779 41,168 - - - - 267,947
Construction - 905,423 - - - 8,690,000 9,595,423
Other Misc. 14,630 - - - - - 14,630
Total 241,409 946,591 - - - 8,690,000 9,878,000
In 2021, the City Council received a report regarding pickleball court capacity and approved a contract with SSA Landscape Architects, Inc. to provide design services for a pickleball court complex at Sherwood Park, including up to eight lighted courts, restrooms, and parking improvements. Design of the pickleball courts is expected to be complete in May 2024 and construction to begin in late Fall. The pickleball court project is part of a larger Sherwood Park Area Master Plan developed by SSA and approved by City Council. At the time of approval, the Master Plan was estimated to cost $8 million to construct using statewide park grant funding. An application was made for the grant but was unsuccessful.

Design of other Master Plan features are on hold until the Master Plan can be re-evaluated and funding sources determined.
136
DRAFTEstimated Completion Date:

Funding Source:

Est. FY 23-24
Carryover
regarding pickleball court capacity
design services for a pickleball court
parking improvements. Design of the pickleball
late Fall. The pickleball court project
by City Council. At the time
park grant funding. An application
features are on hold until
Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
C0230 - Larry Moore Park Redevelopment
Project Type: Parks and Recreation
Location: Larry Moore Park
Project Manager: Freda Berman
Project Phase: Design
Estimated Completion Date: 2027-28
Funding Source: Various (see below)
Description or Justification:

Activity-toDateEst. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total
Funding Sources
P&R DIF - 68,450 - - - 1,500,000 1,568,450
Sale Proceeds 783,100 - - - - - 783,100
Unsecured Grant - - - - - 6,000,000 6,000,000
Total 783,100 68,450 - - - 7,500,000 8,351,550
Project Expenditures
Design 360 851,190 - - - - 851,550
Construction - - - - - 7,500,000 7,500,000
Total 360 851,190 - - - 7,500,000 8,351,550
Larry Moore Park was planned in the 1980's as part of the Riverbank Residential Development and was initially designed to serve that neighborhood. In 2016, the City removed the park and adjacent landscape parkway from the Landscape and Lighting District and accepted the park into the City's park system (also at that time, a new playground was installed and restrooms upgraded).

Currently, the City lacks three baseball diamonds and two youth soccer fields based on the available inventory and current demand--this is further compounded by the loss of the Pioneer Park baseball field. To meet this increase in demand, an entire redevelopment of the park is recommended including, but not limited to, two lighted baseball/softball fields, multi-use sports turf area, parking area, picnic areas, and a basketball court.

In April 2024, City Council approved a contract for design services and environmental review. It is anticipated that the conceptual designs be reviewed and approved by Parks and Recreation Advisory Committee in the upcoming year, with construction beginning in FY 2026-27. Funding for the design and environmental services comes from developer impact fees and the proceeds from the sale of Pioneer Park. Funding for construction is contingent on state grant funding, with the City's local match being met with developer impact fees. 137
DRAFTEstimated Completion Date:

Funding Source:
the Riverbank Residential Development
the park and adjacent landscape
the City's park system (also at that
baseball diamonds and two youth
compounded by the loss of
entire redevelopment of the park is recommended including, fields, multi-use sports turf area, parking area, picnic areas, and a basketball court. approved a contract for
and approved
2026-27. Funding
Attachment 1

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Attachment 1
City Fa cil ity Projects
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Attachment 1
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Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
C0099 - City Hall/Library Remodel and Security Upgrades Project Type: Facilities
Location: 1000 Spring Street
Project Manager: Freda Berman
Project Phase: Request for Proposals
Estimated Completion Date: 2025-26
Funding Source: Various (see below)
Description or Justification:

Activity-toDateEst. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
Funding Sources
General Fund 3,748 100,000 - - 233,500 - -
CH Devel Fund 93,095 1,612,175 154,000 - - - -
Library DIF - - - - - - 2,141,000
GG DIF - 882,000 - - - - 475,000
Total 96,843 2,594,175 154,000 - 233,500 - 2,616,000
Project Expenditures
City Hall 96,843 2,594,175 154,000 - - - 475,000
Library - - - - 233,500 - 2,141,000
Total 96,843 2,594,175 154,000 - 233,500 - 2,616,000
The City Hall/Library building was opened in 1995 and is comprised of approximately 28,680 gross square feet including an 18,000 square foot library on the ground floor and 10,000 square foot City Hall on the second floor. Although adjustments have been made to cubicle configuration and storage areas, the City Hall offices have not been remodeled in nearly 29 years.

A combination of growth in staffing, changes in service delivery models, and the need to implement modern security elements have proven a need for more staff work space, an additional meeting area, and upgraded facility security.

Optimizing the currently unused space and standardizing what is currently being used to maximize capacity is desired.

The remodeling scope includes: new office cubicles and chairs that standardize space allocations and increase the number of workspaces; one additional conference area in a public access area; security upgrades including electronic keying, public counter with secure gate, and creation of a safe room; new wallcoverings and paint; new carpet and resilient flooring.
139
DRAFTEstimated Completion Date:

Funding Source:
is comprised of approximately
ground floor and 10,000 square foot
configuration and storage areas,
in staffing, changes in service delivery
for more staff work space,
unused space and standardizing
includes: new office cubicles
additional conference
secure gate, and
Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
C0219 - City Hall/Library Stucco Remediation
Project Type: Facilities
Location: 1000 Spring Street
Project Manager: Kevin Wells
Project Phase: Awaiting Project Funding
Estimated Completion Date: 2025-26
Funding Source: Various (see below)
Description or Justification:

Activity-to-Date
Est. FY 23-24
Carryover FY 25-26 Total
Funding Sources
General Fund - - 732,575 732,575
Facility Replace. Fund 7,575 57,425 750,000 815,000
Total 7,575 57,425 1,482,575 1,547,575
Project Expenditures
PS&E 7,575 40,000 - 47,575
Construction/Repair - - 1,500,000 1,500,000
Total 7,575 40,000 1,500,000 1,547,575
The City Hall/Library building was opened in 1995 and maintenance and upgrades to the facility have been deferred over a number of years. The building and site are aging and require attention to ensure longevity and usefulness.

In 2023, the City contracted with 19six Architects to conduct an analysis of the stucoo around the facility because of recent cracking that has occurred. After examining several locations, the stucco sytem was not constructed properly. As a result, consequential failure has occurred, resulting in corrosion of the expanded metal lath and fasteners, excessive stucco cracking, soft and crumbly stucco, deterioration of the weather-resistive barrier, damaged gypsum sheathing, blistering elastomeric paint, defecitve corner reinforcements and expansion joints. This project would remove and replace stucco for the entire City Hall/Library complex. -
-
-
-
-
-
FY 24-25
140
DRAFTEstimated Completion Date:

Funding Source:

Activity-to-Date
Est. FY 23-24
maintenance and upgrades to the
a number of years. The building and site are aging and require attention to ensure longevity and usefulness. 19six Architects to conduct an analysis
After examining several locations, the
occurred, resulting in corrosion of
stucco, deterioration of the
defecitve corner reinforcements
replace stucco for the entire City Hall/Library complex.

Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
C0204 - Corporation Yard
Project Type: Facilities
Location: Union Rd/Ardmore Rd
Project Manager: Freda Berman
Project Phase: PAED
Estimated Completion Date: 2026-27
Funding Source: Various (see below)
Description or Justification:

Activity-toDateEst. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 Total
Funding Sources
General Fund 218,000 - - - - 218,000
GG Devel. Impact Fees - 4,107,400 5,196,400 - - 9,303,800 Water - 2,616,000 - - - 2,616,000
Wastewater - 2,180,000 - - - 2,180,000
Proceeds from Sale of Riveside 1,776,648 - - - - 1,776,648 Total 1,994,648 8,903,400 5,196,400 - - 16,094,448
Project Expenditures
Project Approval & Environmental 137,750 761,703 - - - 899,453 Construction - 9,990,000 5,188,400 - - 15,178,400
Other Misc. 769 7,826 8,000 - - 16,595
Total 138,519 10,759,529 5,196,400 - - 16,094,448
The City’s Corporation Yard, located at 625 Riverside Avenue, is the headquarters for Landscape, Facilities, and the Fleet Maintenance Divisions. In 2018, the property was sold and the City has been leasing the site back since then, with the lease term ending on July 31, 2024. The new Corporation Yard is to be located adjacent to Fire Station No. 3 and the future Union Road Safety Training Center at 2924 Union Road. In addition to moving current operations to the new location, the facility is also going to be expanded to accommodate Utilities Department personnel currently in City Hall, which may allow for Administrative Services Department to be housed in City Hall. The design of the building is underway with Planning Commission approval anticipated in the upcoming months. It is anticipated that construction begins in the first year of the two-year budget cycle, and completed by FY 2026-27. Because Utilities Department staffing is included in this construction, the funding allocation is based on the proportionate share of personnel from each fund/function. As such, water and wastewater funds will be utilized towards the construction of the facility as well as general and developer impact fees.
141
DRAFTEstimated Completion Date:

Funding Source:
625 Riverside Avenue, is the headquarters
sold and the City has been leasing
Corporation Yard is to be located
2924 Union Road. In addition to
accommodate Utilities Department personnel
Administrative Services Department to be housed in
anticipated in the upcoming months.
cycle, and completed by FY
allocation is based on the
will be utilized towards
Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
ES020 - Training Facility and Tower
Project Type: Facilities
Location: Union Rd/Ardmore Rd
Project Manager: Randy Harris
Project Phase: PAED
Estimated Completion Date: 2026-27
Funding Source: Measure J-20
Description or Justification:

Activity-toDateEst. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 Total
Project Expenditures
Project Approval & Environmental 12,722 25,828 - - - 38,550 Plans, Specifications, Estimates - 961,450 961,450
Construction - - 2,000,000 2,000,000 - 4,000,000
Other Misc. - - - - - -
Total 12,722 987,278 2,000,000 2,000,000 - 5,000,000
Beginning in FY 2023-24, Fire and Emergency Services initiated design of a joint public safety training facility. The ISO evaluation of the Fire and Emergency Services Department identified several critical areas in which the City is deficient.

One of the largest deficiencies identified was training facilities and use, in which the department received 0 points out of 35 in the category. Additionally, the fire department is unable to meet the annual State mandated live fire training requirements without a dedicated training facility. In order to address these deficiencies, this project constructs a new 3- story training facility where live fire training can be conducted and a two-acre training area. 142
DRAFTEstimated Completion Date:

Funding Source:

Activity-toDateEst. FY 23-24
Carryover
12,722
-
Emergency Services initiated design of a joint
Emergency Services Department identified several
training facilities and use, in which
department is unable to meet
training facility. In order to address
story training facility where live fire training can be conducted and a two-acre training area.

Attachment 1

CITY OF EL PASO DE ROBLES
Capital Improvement Program
Fiscal Years 2024-25 through 2028-29
All Other City Facility Projects
Est. FY 23-24
Carryover FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
Location
Public Safety Center
Roof Replacement 1,300,000 - - - - -
HVAC Boiler/Pump Replacment - 275,000 - - - -
Carpet/Floor Replacement - - - 178,000 - -
Interior Painting - - - 40,000 - -
Parking Lot Resurface - - - - 30,000 -
Library
Replacement Doors/Closers - 7,500 - - - -
Digital Signage - - - 5,000 - -
Patio Lighting - - - 5,000 - -
Transit Center
Roof Replacement - - 22,000 - - -
Centennial Park
Security Enhancements - - - - - 200,000
Total 1,300,000 282,500 22,000 228,000 30,000 200,000
Anticipated Facility Projects FY 2026-27 through FY 2028-29 TBD - Fire Station No. 3 Phase III
In 2019, City Council approved the purchase of 2930 Union Road for the purpose of not only for Fire Station No. 3, but to be able to accommodate other essential City operations, including a backup Emergency Operations Center (EOC), a fire training facility, and the Corporation Yard. In 2023, Fire Station No. 3 opened. Phase II of the project includes the construction of a new training facility and tower (see Project No. ES020 for further details). Phase III converts the current living quarters at Fire Station No. 3 to a backup EOC and construct permanent living quarters on the east-side of the station. Design is anticipated in FY 26-27 with construction in FY 28-29, in the amount of $3 million (100% funded from the proceeds of Measure J-20).

PD019 - PD Substation and Evidence Storage
In 2020, City Council approved the purchase and sale agreement for the leasehold value and improvements located at 4301 Second Wind Way. This site was initially identified as a more cost-effective option than the current leases for the City Hall Annex and the Corporation Yard. Subsequently, it was then determined that law enforcement activities, such as a police substation and evidence storage could be better suitable. Unfortunately, the location--and the proximity to the City core-- is a challenge. As such, staff recommends pausing the currently budgeted PD Substation and Evidence Storage project and conduct a 'Standards of Coverage' analysis in the upcoming year for both the Police and Fire and Emergency Services Departments (this is a City Council Goal and Priority for 2024-2026). The analysis will provide the City withe the ideal location of a Police substation and/or if the Second Wind Way location is feasible. Staff is earmarking $4.5 million in FY 26-27 and an additional $4.5 million in FY 27-28 (outside of the Biannual Budget) for a total of $9 million as a prelminary strategy to construct a new police substation (100% funded from the proceeds of Measure J-20).
143
DRAFT
-
- 5,000
- 5,000
22,000
- -
282,500 22,000
Anticipated Facility Projects FY 2026-27 through FY 2028-29 PD019 - PD Substation and Evidence Storage
the purchase and sale agreement
site was initially identified
Corporation Yard. Subsequently,
evidence storage could
such, staff
'Standards
Attachment 1

CITY OF EL PASO DE ROBLES

CAPITAL OUTLAY
Information Technology Equipment Replacement
Category Description

CITY MANAGER'S OFFICE/CITY COUNCIL
Laptop MS SurfaceBook3 13.5" I7-1065 16,256 dock 2 4 $ 2,7 00 $ 2,7 00 Laptop MS SurfacePro-5 I5-7300u 256/8Gb LTE w/ dock 1 4 1,500 - Laptop Thinkpad P14s I7-10610u, 16, 512 dock 2 4 3 ,400 - Laptop Thinkpad T14 I7-10510u, 512/16GB w/dock2 1 4 1,800 - PC HP E800G4 i7-8700 256GB 8GB 24" LCD 1 4 1,200 -
Total City Manager's Office/City Council 7 10,600 2,7 00

ADMINISTRATIVE SERVICES
Copier Canon Color Copier C3530i 1 5 2,7 00 -
Copier Canon Color Copier C356iF 1 5 2,500 -
Copier Canon Color Copier C5560i 3 5 18,500 -
Laptop MS Surface LS 14" I5-11300H 16/256Gb dock 4 4 - 8,800 Laptop MS SurfaceBook3 13.5" I7-1065 16,256 dock 2 4 5,400 - Laptop Thinkpad P15s 15" I7-1165G7 16/512GB 2 4 - 4,400 Laptop Thinkpad T14 I7-10510u, 512/16GB w/dock2 1 4 1,800 - Laptop Thinkpad T470s I5-7200, 8GB, 160GBSSD 1 4 1,500 - Laptop Thinkpad T480s I5-8250U, 8GB, 256GBSSD 1 4 1,400 - Misc Trimble GNSS GPS 1 5 - 2,600
Network Checkpoint IP6600 and NextGen Mgmt 1 5 3 9,3 00 - Network Ecessa Powerlink PL350 1 4 3 ,600 -
Network HP KVM (3) computer rooms 1 3 3 ,600 -
PC HP E800G4 i7-8700 256GB 8GB Geforce GTX 1 4 1,200 -
PC HP E800G4Mini i5-8500 256GB 8GB 1 4 900 -
PC HP E800G6 i7-10700 16,512GB 24" LCD 3 4 5,100 -
PC HP E800G6 mini i7-10700T 16,512GB 2 4 2,800 -
Printer HP Printer Designjet T1700 44" 1 5 4,200 -
Server Commvault and HP DL380 server 1 4 3 4,000 -
Server HP DL360G10 E5-2660-2.2G 32GB 4x600Gb 1 4 11,000 - Server HP DL380G10 X4210 2x240ssd 6x1.2TB 1 4 7 ,7 00 - Server Nimble 2xHF20-21TB, HP 4xDL360G10 1 3 180,000 -
Telephone Avaya 3x IP500, voicemail pro, 200 phones 1 5 60,000 - Telephone Avaya IP500v2 and voicemail pro system 1 8 27 ,000 - Telephone Avaya IP500v2 intercom system 1 5 9,7 00 -
Total Administrative Services 3 5 423 ,900 15,800
POLICE
Copier Canon Color Copier C3530i 1 5 2,7 00 -
Copier Canon Color Copier C5540i 1 5 4,000 -
Copier Canon Color Copier C5560i 1 5 6,100 -
Copier Canon Copier ir6565i 1 5 5,600 -
Laptop MS Surface LS 14" I5-11300H 16/256Gb dock 1 4 - 2,200 Laptop MS SurfaceBook3 13.5" I7-1065 16,256 dock 1 4 - 2,7 00 Laptop MS SurfaceBook3 15" I7-1065 256/16Gb dock 3 4 9,3 00 - Laptop MS SurfacePro-5 I5-7300u 256/8Gb LTE w/ dock 2 4 3 ,200 - Laptop MS SurfacePro-8 I5-1145G7 16,256Gb LTE Dock 1 4 - 2,000 Continued to next page
Qty
Est.

Life
FY 2024-25
Adopted
FY 2025-26
Adopted
144
DRAFT5
4 2 4
2 4
1 4
1 4
1 4
1 Checkpoint IP6600 and NextGen Mgmt 1
1 1
HP E800G4 i7-8700 256GB 8GB Geforce GTX
HP E800G4Mini i5-8500 256GB 8GB
HP E800G6 i7-10700 16,512GB 24" LCD
HP E800G6 mini i7-10700T 16,512GB
HP Printer Designjet T1700 44"
Commvault and HP DL380 server
HP DL360G10 E5-2660-2.2G 32GB 4x600Gb
HP DL380G10 X4210 2x240ssd 6x1.2TB
Nimble 2xHF20-21TB, HP 4xDL360G10
Avaya 3x IP500, voicemail pro, 200 phones
Attachment 1

CITY OF EL PASO DE ROBLES

CAPITAL OUTLAY
Information Technology Equipment Replacement
Category Description
POLICE- contiued
Laptop Thinkpad P15s 15" I7-1165G7 16/512GB 1 4 - 2,200 Laptop Thinkpad T14 I7-10510u, 16, 512 dock 3 4 5,7 00 - Misc Eaton 5PX-G2 1950VA UPS 2 units w/ 8 ext battery 1 5 - 9,100 Misc Eaton 5PX-G2 1950VA UPS batteries 12 units 1 3 - 3 1,100 Misc Stancil voice logger for 3 dispatch 1 3 60,3 00 -
PC HP E800G4 i7-8700 256GB 8GB 24" LCD 23 4 27 ,600 -
PC HP E800G4Mini i5-8500 256GB 8GB 1 4 1,200 -
PC HP E800G6 i7-10700 16,512GB 24" LCD 1 4 1,7 00 -
PC HP E800G6 i7-10700 512/16GB 24" LCD 2 4 3 ,200 -
PC HP E800G6 mini i7-10700 16/512GB 2 4 1,600 1,3 00
PC HP E800G6 mini i7-10700 16/512GB 24" LCD 2 4 1,600 1,600 Total Police 50 13 3 ,800 52,200

FIRE AND EMERGENCY SERVICES
Copier Canon Color Copier C356iF 2 5 5,000 -
Laptop MS SurfacePro-7+ I5-1135g7 8,256Gb 12" LTE Dock 2 4 - 4,3 00 Laptop MS SurfacePro-8 I5-1145G7 16,256Gb LTE Dock 1 4 - 2,100 Laptop Thinkpad T14 I7-10510u, 16, 512 dock 1 4 1,900 - Laptop Thinkpad T14 I7-10510u, 512/16GB w/dock2 1 4 1,800 - MDC iPad 10.9" 256Gb LTE 1 5 - 1,900
MDC iPad Pro 11" (3rd gen) 128Gb LTE 1 3 - 1,100
MDC iPad Pro 12.9" 256Gb LTE w/Havis dock $300 7 3 - 13 ,3 00 MDC Pan ToughBook CF3 i5-7300 512GB/16G/LTE 1 3 - 6,400 MDC Pan ToughBook FZ55 i5-8365u 512GB/8G/LTE 1 5 - 4,800 Misc AV Projectors, Screens and Audio 1 8 114,000 -
PC HP E800G6 i7-10700 16,512GB 24" LCD 2 4 3 ,400 -
PC HP E800G6 i7-10700 512/16GB 24" LCD 2 4 3 ,200 -
PC HP E800G6 mini i7-10700 16/512GB 24" LCD 2 4 - 3 ,200 Printer Canon Image ProGraf TX-3000 -largeformat 1 5 4,3 00 - Total Fire and Emergency Services 26 13 3 ,600 3 7 ,100

PUBLIC WORKS
Copier Canon Color Copier C5540i 1 5 4,000 -
Copier Canon Copier ir500iF 1 5 2,400 -
Laptop Thinkpad T14 I7-10510u, 512/16GB w/dock2 1 4 1,800 - Laptop MS SurfacePro-5 I5-7300u 256/8Gb LTE w/ dock 1 4 1,900 - Laptop MS SurfacePro-7+ I5-1135g7 8,256Gb 12" LTE Dock 1 4 - 2,100 Laptop Thinkpad P15s 15" I7-1165G7 16/512GB 1 4 - 2,200 Laptop MS SurfacePro-8 I5-1145G7 16,256Gb LTE Dock 2 4 - 4,100 PC HP E800G4 i7-8700 256GB 8GB 24" LCD 3 4 3 ,600 -
PC HP E800G6 i7-10700 512/16GB 24" LCD 2 4 3 ,200 -
PC HP E800G6 i7-10700 16,512GB 24" LCD 2 4 3 ,400 -
PC HP E800G6 mini i7-10700 16/512GB 24" LCD 1 4 - 1,600 Total Public Works 16 20,3 00 10,000
Continued to next page
Qty
Est.

Life
FY 2024-25
Adopted
FY 2025-26
Adopted
145
DRAFT4
2 5
MS SurfacePro-7+ I5-1135g7 8,256Gb 12" LTE Dock 2 4
MS SurfacePro-8 I5-1145G7 16,256Gb LTE Dock 1 4
1 Thinkpad T14 I7-10510u, 512/16GB w/dock2 1
1 iPad Pro 11" (3rd gen) 128Gb LTE 1
iPad Pro 12.9" 256Gb LTE w/Havis dock $300
Pan ToughBook CF3 i5-7300 512GB/16G/LTE
Pan ToughBook FZ55 i5-8365u 512GB/8G/LTE
AV Projectors, Screens and Audio
HP E800G6 i7-10700 16,512GB 24" LCD
HP E800G6 i7-10700 512/16GB 24" LCD
HP E800G6 mini i7-10700 16/512GB 24" LCD
Canon Image ProGraf TX-3000 -largeformat
Total Fire and Emergency Services
Attachment 1

CITY OF EL PASO DE ROBLES

CAPITAL OUTLAY
Information Technology Equipment Replacement
Category Description

COMMUNITY SERVICES
Copier Canon Color Copier C3530i 2 5 5,400 -
Copier Canon Color Copier C5560i 1 5 6,100 -
Laptop MS Surface LS 14" I5-11300H 16/256Gb dock 1 4 - 2,200 Laptop MS SurfaceBook3 13.5" I7-1065 16,256 dock 1 4 2,800 - Laptop MS SurfacePro-7+ I5-1135g7 8,256Gb 12" LTE 2 4 3 ,800 - Laptop MS SurfacePro-7+ I5-1135g7 8,256Gb 12" LTE Dock 1 4 2,100 - Laptop Thinkpad P15s 15" I7-1165G7 16/512GB 1 4 - 2,200 Laptop Thinkpad T14 I7-10510u, 512/16GB w/dock2 2 4 3 ,600 - Misc Bibliotheca RFID workstation/readers 1 5 7 ,3 00 - Misc Bibliotheca self-check Kiosk 1 5 16,7 00 -
PC HP E800G5 i7-8700 256GB 8GB 24" LCD 1 4 1,3 00 -
PC HP E800G6 i7-10700 512/16GB 24" LCD 2 4 3 ,200 -
PC HP E800G6 mini i7-10700 16/512GB 24" LCD 1 4 - 1,600 Server HP D360G10 X4214R 32GB 4x2.4TB 1 4 6,200 -
Total Community Services 18 58,500 6,000

COMMUNITY DEVELOPMENT
Copier Canon Image ProGraf 83 0 MFP -largeformat 1 5 7 ,3 00 - Laptop MS SurfacePro-5 I5-7300u 256/8Gb LTE w/ dock 3 4 5,7 00 - Laptop MS SurfacePro-7+ I5-1135g7 8,256Gb 12" LTE Dock 1 4 2,100 - Laptop MS SurfacePro-8 I5-1145G7 16,256Gb LTE Dock 4 4 - 8,400 Laptop MS SurfaceStudio2 I7-7820hq 1TB 32GB w/28" 1 4 3 ,600 - Laptop Thinkpad T14 I7-10510u, 16, 512 dock 1 4 1,900 - PC HP E800G4 i7-8700 256GB 8GB 24" LCD 1 4 1,200 -
PC Pan ToughBk CF3 i5-7300 512GB/16G/LTE 1 4 6,500 -
PC Pan ToughBook FZ55 i5-8365u 512GB/8G/LTE 1 4 - 4,800 Total Community Development 14 28,3 00 13 ,200

WATER OPERATIONS
Copier Canon Color Copier C3530i 3 5 8,500 -
Laptop MS SurfaceBook3 13.5" I7-1065 16,256 dock 2 4 5,500 - Laptop MS SurfaceBook3 15" I7-1065 256/16Gb dock 1 4 3 ,800 - Laptop MS SurfacePro-5 I5-7300u 256/8Gb LTE w/ dock 1 4 1,900 - Laptop Pan ToughBk CF3 i5-7300 512GB/16G/LTE 2 5 10,200 - Laptop Pan ToughBk FZ55 i5-8365 512GB/16G/LTE 1 5 4,000 - Laptop Pan ToughBook FZ55 i5-8365u 512GB/8G/LTE 3 5 - 14,400 Laptop Thinkpad T14 I7-10510u, 16, 512 dock 1 4 1,900 - Laptop Thinkpad T14 I7-10510u, 512/16GB w/dock2 3 4 5,400 - Misc Bosch Security 20xCamera 2xNVRs 1 10 - 201,600
Misc Emerson-Liebert GXT4-1500 RM (3 units) 1 8 5,200 - Network Checkpoint 1570 2 4 3 ,200 -
Network Hirschmann Mach 102-24TP-F 1 7 2,000 -
Network Hirschmann Mach 102-8TP-R wM1-8mm-SC 1 7 3 ,200 - PC HP E800G3 i7-700 256GB 8GB 24" LCD 1 4 1,200 -
PC HP E800G4Mini i5-8500 256GB 8GB 1 4 900 -
Continued to next page
Qty
Est.

Life
FY 2024-25
Adopted
FY 2025-26
Adopted
146
DRAFT4
4 1 4
1 4
18 Canon Image ProGraf 83 0 MFP -largeformat 1
MS SurfacePro-5 I5-7300u 256/8Gb LTE w/ dock 3
MS SurfacePro-7+ I5-1135g7 8,256Gb 12" LTE Dock 1
MS SurfacePro-8 I5-1145G7 16,256Gb LTE Dock 4
MS SurfaceStudio2 I7-7820hq 1TB 32GB w/28"
Thinkpad T14 I7-10510u, 16, 512 dock
HP E800G4 i7-8700 256GB 8GB 24" LCD
Pan ToughBk CF3 i5-7300 512GB/16G/LTE
Pan ToughBook FZ55 i5-8365u 512GB/8G/LTE
Total Community Development
Canon Color Copier C3530i
MS SurfaceBook3 13.5" I7-1065 16,256 dock
Attachment 1

CITY OF EL PASO DE ROBLES

CAPITAL OUTLAY
Information Technology Equipment Replacement
Category Description
WATER OPERATIONS - c on t i n u e d
PC HP E800G6 i7-10700 16,512GB 24" LCD 1 4 1,7 00 -
PC HP E800G6 i7-10700 512/16GB 24" LCD 4 4 6,400 -
PC HP E800G6 mini i7-10700 16/512GB 24" LCD 4 4 1,000 4,800 PC HP Z440 E5-1620, 256gb,2x500gb,32GB/2x24" LCD 1 4 4,3 00 - PC LE AIO M90a11cd i7-10700 512/16G 24" 1 4 1,600 -
PC LE AIO M920z10s6 i5-8500 8G 24" 2 4 2,800 -
Server HP 2xDL380P-G10 X-4210 224GB 12x1TB 4xSSD 1 4 14,900 - Total Water Operations 3 9 89,600 220,800

WASTEWATER OPERATIONS
Copier Canon Color Copier C3530i 1 5 3 ,400 -
Laptop MS SurfaceBook3 13.5" I7-1065 16,256 dock 1 4 2,800 - Laptop MS SurfacePro-7+ I5-1135g7 8,256Gb 12" LTE Dock 3 4 2,100 4,200 Laptop MS SurfacePro-8 I5-1145G7 16,256Gb LTE Dock 3 4 - 6,3 00 Laptop Pan ToughPad FZG1 i5-7300 256GB/8G/LTE 2 4 6,600 - Laptop Thinkpad P52 15" I7-8850h 1TB/16GB 1 4 2,400 -
Laptop Thinkpad T14 I7-10510u, 16, 512 dock 1 4 1,900 - Laptop Thinkpad T14 I7-10510u, 512/16GB w/dock2 1 4 1,800 - Misc APC Smart-UPS 1500VA LCD RM SMT1500RM2U 1 5 63 0 - Misc Eaton 6x 9130 UPS for Stratix 1 7 14,000 -
Misc Samsung 2x 55" displays and video switch 1 8 13 ,900 - Network Checkpoint SG3800-SNBT 1 7 7 ,000 -
Network Cisco 1x 3750x-24T-S w/gbic switch 1 4 4,900 -
Network Cisco 2x 3750x-24T-S w/gbic switches w/spare 1 7 14,800 - Network Stratix 7x 8300-1783-RMS10T switches w/gbic /1 spar 1 7 41,800 - PC HP E800G4 i7-8700 256GB 8GB 24" LCD 1 4 1,400 -
PC HP E800G4Mini i5-8500 256GB 8GB 1 4 800 -
PC HP E800G6 i7-10700 512/16GB 24" LCD 5 4 8,000 -
PC HP E800G6 mini i7-10700 16/512GB 24" LCD 5 4 - 8,000 Printer HP Printer Laserjet M603xh 1 5 3 ,000 -
Server HP 2xDL380P-G10 X-4110 224GB 12x1TB 4xSSD 1 4 25,3 00 - Total Wastewater Operations 3 4 156,53 0 18,500

AIRPORT OPERATIONS
Copier Canon Color Copier C3530i 1 5 2,900 -
Laptop MS SurfacePro-7+ I5-1135g7 8,256Gb 12" LTE Dock 1 4 - 2,000 Laptop Thinkpad P15s 15" I7-1165G7 16/512GB 1 4 - 2,200 Total Airport Operations 3 2,900 4,200
TOTAL CITYWIDE 242 $ 1,058,03 0 $ 3 80,500
Qty
Est.

Life
FY 2024-25
Adopted
FY 2025-26
Adopted
147
DRAFT5
4 3 4
3 4
2 4
1 4
1 4
Thinkpad T14 I7-10510u, 512/16GB w/dock2 1
APC Smart-UPS 1500VA LCD RM SMT1500RM2U 1
1 Samsung 2x 55" displays and video switch 1
Cisco 1x 3750x-24T-S w/gbic switch
Cisco 2x 3750x-24T-S w/gbic switches w/spare
Stratix 7x 8300-1783-RMS10T switches w/gbic /1 spar
HP E800G4 i7-8700 256GB 8GB 24" LCD
HP E800G4Mini i5-8500 256GB 8GB
HP E800G6 i7-10700 512/16GB 24" LCD
HP E800G6 mini i7-10700 16/512GB 24" LCD
HP Printer Laserjet M603xh
HP 2xDL380P-G10 X-4110 224GB 12x1TB 4xSSD
Attachment 1

CITY OF EL PASO DE ROBLES

CAPITAL OUTLAY
Fleet and Equipment Replacement
Vehicle # Description FY 24-25 FY 25-26
POLICE
650 2015 Ford Explorer $ 28,700 $ - $ 100,000
Total Police - 100,000

FIRE AND EMERGENCY SERVICES
224 2016 Kawasaki Pro-Fx EPS LE 19,400 - 21,000
Total Fire and Emergency Services - 21,000

PUBLIC WORKS
7 45 2009 Volvo Water Truck 17 4,900 23 5,000 -
7 49 2009 GMC High Ranger Bucket Truck 128,7 00 200,000 - New Light Duty Pickup Truck - 45,000 -
New CMS Board Trailer - 15,000 -
New Light Tower Trailer - 8,000 -
New Ditch Witch Trailer - - 50,000
Total Public Works 503 ,000 50,000

COMMUNITY SERVICES
427 2009 Ford F250 3/4 Ton 28,200 65,000 -
7 91 John Deere 1200A Field/Bunker Rake 14,200 - 13 ,500 991 2016 Ford F250 29,7 00 65,000 -
Total Community Services 13 0,000 13 ,500

WATER OPERATIONS
3 00 2013 Ford F150 Pickup Upgrade - 7 2,000 -
New John Deere Compact Track Loader - 115,000 -
New Polaris Xpedition XP5 ATV - 3 7 ,100 -
53 4 2011 Ford F750 Dump Truck - - 145,000
Total Water Operations 224,100 145,000

WASTEWATER OPERATIONS
509 2015 F250 CNG Truck - 65,000 -
Total Wastewater Operations 65,000 -

AIRPORT OPERATIONS
New Gator - Long Bed - 15,000 -
New Tank Sprayer (90-gallons) - 1,500 -
New Ford F250 - 64,000 -
New Light Duty Pickup Truck - - 45,000
New Tractor w/ Bucket and PTO-3pt - - 100,000
New Mower - - 12,000
Total Airport Operations 80,500 157 ,000
TOTAL CITYWIDE $ 1,002,600 $ 486,500
Estimated Funds
Set-Aside
Estimated Cost of Replacement
148
DRAFT23 5,000
200,000
45,000
15,000
8,000
-
503 ,000
28,200 65,000
14,200
29,7 00
2013 Ford F150 Pickup Upgrade
John Deere Compact Track Loader
Polaris Xpedition XP5 ATV
2011 Ford F750 Dump Truck
Total Water Operations
Attachment 1
I nterfu nd Tra nsfers
DRAFT
Attachment 1
DRAFT
Attachment 1

CITY OF EL PASO DE ROBLES

INTERFUND TRANSFERS
Adopted Budget
For Fiscal Years 2024-25 and 2025-26
The City of Paso Robles uses transfers to charge one fund for services provided by another fund. A transfer is an accounting transaction that moves money from one fund to another. The cost of the service to be provided to another fund is made up of two types of costs, direct costs and indirect costs. Direct costs are those expenses that can be directly attributed to an activity such as vehicle replacement. Indirect costs are expenses not readily identifiable with a particular action or service, but rather are incurred for a joint purpose, which benefits more than one fund/department. Common examples of indirect costs are accounting, personnel, building maintenance, and utility expenses. Though indirect costs are not readily identifiable with direct operating programs, they can be allocated based on rational and logical methods. The City utilizes the following inter-fund transfers: operating, cost allocation, capital and Internal Service Fund transfers which consists of information technology (IT), fleet maintenance, and risk management activities.

OPERATING TRANSFERS
Operating transfers are used to account for direct costs and there are three instances when operating transfers are utilized:
1) The State of California’s Department of Financial Assurance Mechanism regulations requires the City to set funds aside each year for the closure, post-closure, and corrective action maintenance of the City-owned landfill. All required funding must be received prior to the final date of closure. Closure, post-closure, and corrective action care costs include, but are not limited to, such items as final cover, groundwater monitoring, well installations and landfill gas monitoring systems. For the upcoming two-year budget, $250,000 is estimated to be set aside each year.

As alluded above, after the landfill is at full capacity and closed, the City is still required to monitor and remedy any issues that arise for 3 0 years (i.e., post-closure costs). The City can choose to close certain segments of the landfill prior to the closure of the overall landfill and begin these postmonitoring requirements and the 30 -year countdown now, rather than waiting for the rest of the landfill capacity to be filled. This potentially reduces the City’s post-closure exposure in the future by needing to monitor smaller segments of the landfill.

When segments of the landfill are ready for closure, these post-closure set-aside funds can be utilized for the actual closure costs. Over the next several years, staff is recommending closing segments of the landfill, and as such, will be utilizing these funds for design and construction. At the same time, the City is still required to contribute its normally annual set-aside amount, as mentioned above. In other words, the Solid Waste Fund will be sending set-aside funds to the Landfill Post Closure Fund, as in a typical year, but the Landfill Post Closure Fund will send funds back to the Solid Waste Fund the for the actual proportionate share of the closure costs.

FY 2024-25 FY 2025-26
Transfer
In
Transfer
Out
Transfer
In
Transfer
Out
Anual Closure, Post -Closure Set -as i d e
Closure/Post-Closure Fund 250,000 250,000
Solid Waste Fund 250,000 250,000
1

DRAFT
and there are three
te of California’s Department of Financial Assurance Mechanism regulations requires the City the closure, post-closure, and corrective action maintenance of must be received prior to the final date of closure. Closure, and corrective action care costs include, but are not limited to, such items as final cover, groundwater monitoring, well installations and landfill gas monitoring systems. is estimated to be set aside each year
fter the landfill is at full capacity and
and remedy any issues that arise for 3 0 years (i.e., post certain segments of the landfill prior to the closure of the requirements and the 30 -year countdown
landfill capacity to be filled. This potentially reduces the City’s post needing to monitor smaller segments of the landfill.
gments of the landfill are ready for closure, these
for the actual closure costs. Over the next several years, will be utilizing these funds for design and construction. At the same time, Attachment 1

CITY OF EL PASO DE ROBLES

INTERFUND TRANSFERS
Adopted Budget
For Fiscal Years 2024-25 and 2025-26
FY 2024-25 FY 2025-26
Transfer
In
Transfer
Out
Transfer
In
Transfer
Out
Partial Landfill Closure Tran s f e r
Solid Waste Fund 1,627 ,500 1,554,000
Closure/Post-Closure Fund 1,627 ,500 1,554,000
2) In 2019, the City completed construction of the first phase of its recycled water program, which added Tertiary Treatment Facilities at the Wastewater Treatment Plant. The second phase of this project is to install a purple pipe system to deliver the recycled water to east Paso Robles for irrigation and to recharge the groundwater basin. The State’s Clean Water Revolving Fund (SRF) loan program was established to provide municipalities with low interest financing for projects that clean water and expand recycling in California. In 2022, SRF approved a loan agreement with the City to provide over $31 million for the construction of Phase 2.

As a result, the City has created a standalone Recycled Water Fund to account for the construction of the Recycled Water Distribution System and the Recycled Water Manager position. However, because the City does not have the system constructed and recycled water sales are not being conducted, the Recycled Water Manager position is funded by the Wastewater Fund via fund transfer.
3 ) In 2020, the City received American Rescue Plan Act (ARPA) funding due to the economic impacts that arose from the COVID-19 pandemic. At that time, City Council earmarked approximately $500,000 towards homeless services. In 2022, the City Council approved appropriations to the El Camino Homeless Organization (ECHO) to provide emergency and homeless shelter services in the amount of $444,000 for a two -year period. The same allocations are being made in the upcoming two-year cycle, of which $106,00 of the remaining ARPA funds to cover a portion of the costs via fund transfer. The remaining $38,000 will be allocated from the General Fund directly.

FY 2024-25 FY 2025-26
FUND
Transfer
In
Transfer
Out
Transfer
In
Transfer
Out
100 - General Fund $ 106,000 $ - $ - $ -
111 - ARPA Fund - 106,000 - -
601 - Wastewater Fund - 262,3 00 - 265,100
610 - Recycled Water Fund 262,3 00 - 265,100 -
611 - Landfill Closure, Postclosure and
Corrective Action Fund 250,000 1,627 ,500 250,000 1,554,000 612 - Solid Waste Fund 1,627 ,500 250,000 1,554,000 250,000 Total $ 2,245,800 $ 2,245,800 $ 2,069,100 $ 2,069,100
1
DRAFT
low interest financing for projects that clean water
a loan agreement with
standalone Recycled Water Fund to account for the construction of the Recycled Water Distribution System and the Recycled Water Manager because the City does not have the system constructed and recycled water Recycled Water Manager position is funded by the Wastewater Fund he City received American Rescue Plan Act (ARPA) funding due to the economic impacts the COVID-19 pandemic. At that time, City Council earmarked approximately $500,000 towards homeless services. In 2022, the City Council approved appropriations to the El Camino Homeless Organization (ECHO) to provide emergency and homeless shelter services amount of $444,000 for a two -year period
of which $106,00 of the rem
The remaining $38,000 will be allocated from the General Fund directly.

Attachment 1

CITY OF EL PASO DE ROBLES

INTERFUND TRANSFERS
Adopted Budget
For Fiscal Years 2024-25 and 2025-26

COST ALLOCATION TRANSFERS
Cost allocation transfers are for direct costs incurred in the General Fund but used by other funds and include items such as telephone charges, postage, property tax, and utility costs. These costs are allocated to other funds based on the use. Additionally, Cost Allocation is a method of allocating indirect costs based on the proportionate share of benefits received. Different costs may have different methods of allocation. For instance, payroll costs are allocated on the number of full-time positions, City Council costs on the number of Council Agenda items, the City Manager budget on citywide fund appropriations, and building maintenance costs on the number of departmental square feet in City buildings. The City conducts a cost allocation plan biannually and is prepared in accordance with the 2CFR 200 Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards. This standalone report is made available approximately February each year, uses actual expenditures incurred from the previous year and applied to the upcoming year.

FY 2024-25 FY 2025-26
FUND
Transfer
In
Transfer
Out
Transfer
In
Transfer
Out
100 - General Fund $ 845,500 $ - $ 845,500 $ -
600 - Water Fund - 404,100 - 404,100
601 - Wastewater Fund - 3 80,200 - 3 80,200
602 - Airport Fund - 48,900 - 48,900
612 - Solid Waste Fund - 12,3 00 - 12,3 00
Total $ 845,500 $ 845,500 $ 845,500 $ 845,500

CAPITAL TRANSFERS
Capital transfers are made to the Capital Improvement Program to finance projects. For example, the General Fund transfers funds to the Capital Improvement Program for the Annual Street Repair Projects. A detailed description of funded CIP Projects is located in the Capital Improvement Program section of this report.

FY 2024-25 FY 2025-26
FUND Transfer In Transfer Out Transfer In Transfer Out
101 - CIP Fund $ 25,117 ,200 $ - $ 8,298,600 $ -
100 - General Fund - 7 ,484,400 - 80,000
103 - Measure J-20 SST Fund - 4,000,000 - 5,150,000
121 - CH Development Fund - 180,000 - -
127 - Facility Replace. Fund - 7 29,500 - 1,7 44,000
216 - Parks and Rec DIF - - - 3 60,000
217 - Stormwater DIF - 120,100 - -
209 - SB 1 Fund - 1,83 6,800 - 842,600
213 - Traffic Mitigation DIF - 5,57 0,000 50,000
23 7 - Bike/Pedestrian DIF - - - 7 2,000
23 1 - General Gov’ DIF - 5,196,400 - -
Total $ 25,117 ,200 $ 25,117 ,200 $ 8,298,600 $ 8,298,600 1
DRAFT25
Transfer
Out
Transfer
$ 845,500 $ - $ 845,500
- 404,100
- 3 80,200
- 48,900
-
$ 845,500 $ 845,500
Capital transfers are made to the Capital Improvement Program to finance projects. For example, the transfers funds to the Capital Improvement Program for the description of funded CIP Projects is located in the Capital Improvement Transfer In
Attachment 1

CITY OF EL PASO DE ROBLES

INTERFUND TRANSFERS
Adopted Budget
For Fiscal Years 2024-25 and 2025-26

INTERNAL SERVICE FUND/REPLACEMENT TRANSFERS
An internal service fund is used to report any activity that provides goods or services to other funds, departments, or agencies of the primary government. For example, IT provides services to each of the City’s general fund departments as well as the enterprise funds. Previously, IT -related expenses were accounted for in many areas including the City Manager’s Office expenditures (IT is part of the City Manager’s Office Department), accounted for in the IT Replacement Fund, accounted for in each of the enterprise funds as an “operating expense” or “capital outlay” as well as some costs directly charged to a specific department. By this methodology, it is very difficult to conclude what the total IT needs are of the City as a whole.

Incorporating internal services funds allows for better transparency as to what the total cost of IT, fleet maintenance, and risk management functions are, as well as how much of each fund is contributing towards these services. The Internal Service Funds will then have their own standalone operations, which combines replacement equipment activity with operational costs.

The City’s past practice has been to set money aside annually for future replacement of vehicles, information technology-related equipment, police equipment (e. g. , guns and tasers), fire equipment (e. g. , fire turnouts and personal protective equipment), and other general equipment in the current inventory. In doing such, the City is able to have adequate funding to allow for the replacement of high-priced items at the end of the useful life. The amount annually set aside is determined by taking the cost of equipment, in certain instances adding a 3% annual escalation, adding or subtracting the replacement dollars over/under collected from previous equipment, subtracting the proceeds from sale of prior equipment and dividing the sum by the estimated useful life. The amounts shown below only represent the amounts estimated to set aside for the next fiscal year and the associated operating costs with those activities. For the listing of all equipment to be replaced, see the Capital Improvement Section of this report.

IT INTERNAL SERVICE FUND FY 2024-25 FY 2025-26
Transfer
In
Transfer
Out
Transfer
In
Transfer
Out
112 - IT Central Service Fund $ 2,551,000 $ - $ 2,568,400 $ - 100 - General Fund - 1,97 8,100 - 1,991,200
600 - Water Fund - 27 6,800 - 27 8,800
601 - Wastewater Fund - 236,200 - 23 8,000
602 - Airport Fund - 57 ,500 - 58,000
612 - Solid Waste Fund - 2,400 - 2,400
Total $ 2,551,000 $ 2,551,000 $ 2,568,400 $ 2,568,400
FLEET INTERNAL SERVICE FUND FY 2024-25 FY 2025-26
Transfer
In
Transfer
Out
Transfer
In
Transfer
Out
125 - Fleet Central Service Fund $ 3 ,7 43 ,800 $ - $ 3 ,516,3 00 $ - 100 - General Fund - 2,667 ,600 - 2,592,600
600 - Water Fund - 7 24,400 - 498,400
601 - Wastewater Fund - 23 4,600 - 23 3 ,400
602 - Airport Fund - 117 ,200 - 191,900
Total $ 3 ,7 43 ,800 $ 3 ,7 43 ,800 $ 3 ,516,3 00 $ 3 ,516,3 00 12
DRAFT
oney aside annually for future replacement of vehicles, information guns and tasers), fire equipment (
general equipment in the current inventory. In doing such, have adequate funding to allow for the replacement of high-priced The amount annually set aside is determined by taking the cost of equipment , adding or subtracting the replacement dollars over/under collected from proceeds from sale of prior equipment
The amounts shown below only represent the amounts
and the associated operating costs with those activities Improvement Section of this report.

FY
Transfer
Service Fund $
Attachment 1

CITY OF EL PASO DE ROBLES

INTERFUND TRANSFERS
Adopted Budget
For Fiscal Years 2024-25 and 2025-26

RISK MANAGEMENT INTERNAL

SERVICE FUND
FY 2024-25 FY 2025-26
Transfer
In
Transfer
Out
Transfer
In
Transfer
Out
128 - Risk Central Service Fund $ 2,199,7 00 $ - $ 2,206,400 $ - 100 - General Fund - 1,901,000 - 1,906,900
600 - Water Fund - 149,500 - 149,900
601 - Wastewater Fund - 123 ,000 - 123 ,400
602 - Airport Fund 14,3 00 14,3 00
612 - Solid Waste Fund - 11,900 - 11,900
Total $ 2,199,7 00 $ 2,199,700 $ 2,206,400 $ 2,206,400
The City also owns a number of major facilities and quality-of-life amenities, such as the Library/City Hall complex, the Public Safety complex, the Centennial Park complex, Fire Station 1, the Sewage Treatment Plant, Centennial Park, Barney Schwartz Park, etc. The City has not established a consistent depreciation reserve for maintaining, repairing, and replacing any of these structures or facilities. In effort to address this unfunded liability, a transfer from the General Fund to the Public Facility Replacement Fund in the amount of $ 3 . 0 million in FY 2018-19. Since then, an additional $1.5 million has been transferred to this replacement fund.

For the upcoming two-year budget, it is recommended that $750,000 per year be transferred to this replacement fund.

FY 2024-25 FY 2025-26

FACILITY REPLACEMENT TRANSFERS
Transfer
In
Transfer
Out
Transfer
In
Transfer
Out
127 - Facility Replacement Fund $ 750,000 $ - $ 750,000 $ - 100 - General Fund - 7 50,000 - 7 50,000
Total $ 750,000 $ 750,000 $ 750,000 $ 750,000
1
DRAFTlife amenities
Public Safety complex, the Centennial Park complex, Fire Station 1, the Sewage Treatment Plant City has not established a consistent
for maintaining, repairing, and replacing any of these structures or facilities. In effort to address this unfunded liability, a transfer from the General Fund to the Public Facility Replacement Fund in the amount of

1.5 million has been transferred to t
recommended that $750,000 per year be transferred
FY 2024-25
Transfer
In
Transfer
$ 750,000
$ 750,000
Attachment 1

THIS PAGE IS INTENTIONALLY LEFT BLANK
15
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Attachment 1
Long-term D ebt
Obl igations
DRAFT
Attachment 1
DRAFT
Attachment 1

CITY OF EL PASO DE ROBLES

LONG-TERM DEBT OBLIGATIONS
Proposed Budget
For Fiscal Year 2024-25 and 2025-26
Long-term financial planning combines financial forecasting with strategizing. It is a highly collaborative process that considers future scenarios and helps governments navigate challenges. Long -term financial planning works best as part of an overall strategic plan. Financial forecasting is the process of projecting revenues and expenditures over a long-term period, using assumptions about economic conditions, future spending scenarios, and other salient variables. Long -term financial planning is the process of aligning financial capacity with long-term service objectives. It can be used as a tool to prevent financial challenges; it stimulates long-term and strategic thinking; it can give consensus on long -term financial direction; and it is useful for communications with internal and external stakeholders.

SUMMARY OF LONG-TERM DEBT OUTSTANDING
Debt Type
Governmental
Funds
Enterprise
Funds
Total
Outstanding
June 30, 20 24
Capital Leases $ 84,181 $ - $ 84,181
1998 General Obligation Bonds 6,7 84,7 93 - 6,7 84,7 93 Water/Sewer Revenue Bonds - 8,97 8,3 3 9 8,97 8,3 3 9
Loans Payable 1,597 ,7 3 7 3 8,424,020 40,021,7 57
Total $ 8,466,7 11 $ 47 ,402,3 59 $ 55,869,07 0
Capital Leases
In 2014, the City entered into a lease purchase agreement for the acquisition of multiple pieces of equipment, including a mower, utility trailer, aerator, vehicles, etc., for a total of $864,464. Principal and interest payments are due semi-annually beginning March 12, 2015, with the last payment due September 12, 2024.

In 2015, the City entered into a $527,000 lease purchase agreement for the purchase of a new Fire Engine, with an annual payment of $59,842 for 10 years, with the first payment beginning on August 15, 2015 , and the last payment due August 15, 2024.

General Obligation Bonds
In 2019, the City issued $13,095,000 of General Obligation (GO) Bonds with an interest rate of 5% to refund prior GO Bonds with interest rates ranging from 3.5% to 5.0% and par value of $17,320,000. The prior GO Bonds were approved by votersin 1998 as part of the Measure D initiative which provided construction funds for a variety of citywide projects including Niblick bridge expansion, public safety center, Barney Schwartz Park, Senior/Veterans Center and Cuesta College infrastructure improvements (see City Resolution No. 98- 025 for further detail). These bonds are payable from ad valorem taxes levied against all taxable real property in the City (with the exception of certain classes of personal property). It is anticipated that the debt will be fully paid by FY 2027-28. The annual requirements to amortize general obligation bonds payable are as follows:

Fiscal Year
Ending June 30 Principal Interest Total
2025 $ 1,597 ,3 20 $ 653 ,43 0 $ 2,250,7 50
2026 1,660,3 12 591,188 2,251,500
2027 1,7 27 ,3 52 521,27 3 2,248,625
15
DRAFTEnterprise
Funds
$ -
6,7 84,7 93 -
- 8,97 8,3 3 9
1,597 ,7 3 7 3 8,424,020
8,466,7 11 $ 47 ,402,3 59
2014, the City entered into a lease purchase agreement for the acquisition of multiple pieces of equipment, including a mower, utility trailer, aerator, vehicles, etc., for a total of $864,464. Principal and interest annually beginning March 12, 2015
entered into a $527,000 lease purchase agreement for the purchase of a new Fire Engine, with an annual payment of $59,842 for 10 years, with the first payment beginning on August 15, 2015 the last payment due August 15, 2024.

Attachment 1

CITY OF EL PASO DE ROBLES

LONG-TERM DEBT OBLIGATIONS
Proposed Budget
For Fiscal Year 2024-25 and 2025-26
Fiscal Year
Ending June 30 Principal Interest Total
2028 1,7 99,809 0 447 ,066 0 2,246,87 5
Total $ 6,7 84,7 93 0 $ 2,212,957 0 $ 8,997 ,7 50
Wastewater Revenue Bonds
In 2012, the City issued $6,355,000 of Wastewater Revenue Refunding Bonds with interest rates ranging from

2.0% to 5.0% to refund prior Wastewater Revenue Bonds with interest rates ranging from 3.5% to 5.0%. The purpose of the bonds was to retrofit the City’s 50-year-old wastewater treatment plant. Debt payments range between $463 ,000 and $474,825 per year. The debt will be paid in full by FY 2031 -3 2. The annual requirements to amortize revenue refunding bonds payable are as follows:

Fiscal Year
Ending June 30 Principal Interest Total
2025 $ 3 55,000 $ 119,825 $ 474,825
2026 3 7 0,000 102,07 5 47 2,07 5
2027 3 80,000 90,050 47 0,050
2028 3 95,000 7 6,7 50 47 1,7 50
2029 405,000 62,925 467 ,925
203 0 420,000 48,7 50 468,7 50
203 1 43 0,000 3 3 ,000 463 ,000
203 2 450,000 16,87 5 466,87 5
Total $ 3 ,205,000 0 $ 550,250 0 $ 3 ,7 55,250
Water Revenue Bonds
In 2019, the City issued $8,118,000 Water Revenue Bonds with an interest rate of 2.85% for the purpose of providing funds for the replacement of the 21st Street Reservoir, an approximately four-million-gallon water storage tank. Principal and interest paymen ts are due March 1 and September 1, totaling $667,583 each year, beginning on September 1, 2019. The debt will be paid by FY 203 -3 4. The annual requirements to amortize the water revenue bonds payable are as follows:

Fiscal Year
Ending June 30 Principal Interest Total
2025 $ 506,627 $ 160,956 $ 667 ,583
2026 521,169 146,414 667 ,583
2027 53 6,128 13 1,455 667 ,583
2028 551,516 116,067 667 ,583
2029 567 ,3 46 100,23 6 667 ,582
203 0-203 4 3 ,090,553 247 ,3 61 3 ,3 3 7 ,914
Total $ 5,7 7 3 ,3 3 9 0 $ 902,489 0 $ 6,67 5,828
15
DRAFT
requirements to amortize revenue refunding bonds payable are as follows:

Interest Total
$ 119,825 $ 474,825
102,07 5
90,050
7 6,7 50
405,000 62,925
420,000 48,7 50
43 0,000 3 3 ,000
450,000
$ 3 ,205,000 0 $
2019, the City issued $8,118,000 Water Revenue Bonds with an interest rate of 2.85% for the purpose of providing funds for the replacement of the 21st Street Reservoir, an approximately four storage tank. Principal and interest paymen ts are due March 1 and September 1, beginning on September 1, 2019. The debt will be paid by FY 203 the water revenue bonds payable are as follows:

Attachment 1

CITY OF EL PASO DE ROBLES

LONG-TERM DEBT OBLIGATIONS
Proposed Budget
For Fiscal Year 2024-25 and 2025-26
Loans Payable
In 2013, the City entered into an installment sale agreement with the State Water Resource Control Board for the construction of the Wastewater Treatment Plant. Annual installments of $2,711,858 , including both principal and accrued interest, began on September 1, 2016, one year after completion of construction. It is anticipated that the debt will be paid by FY 2037 -3 8. Total amount outstanding on June 30, 2024, was $ 29,214,404.

In 2013, the City entered into a loan agreement with the State of California, Department of Transportation (DOT) for the Airport Fuel Facility project, with an annual payment of $49,465 for 17 years, with the first payment beginning in January 30, 2015 and the last payment due January 30, 2031. Total amount outstanding on June 30, 202 4, was $296,47 3 .

In 2017, the City entered into an installment sale agreement with the State Water Resources Control Board for the construction of Tertiary Treatment Facilities at the Wastewater Treatment Plant in the amount of $14.4 million. Annual installments of $440,615, including both principal and accrued interest, began on December 19, 2019, one year after completion of construction. This project, by way of producing recycled water, was eligible for a loan forgiveness grant in the amount of $4.0 million. It is anticipated that the debt will be paid by FY 2048-49. Total amount outstanding on June 30, 202 4, was $8,913 ,143 .

In 2017, the City entered into a loan agreement with Siemens Industry, Inc., Building Technologies Division for the replacement and upgrade of lighting, heating, ventilation, and air conditioning units on a number of City facilities including City Hall, Library, Public Safety Center, Centennial Park, and Senior and Veterans Center. Annual payments, including interest, are $205,469 per year for the next 15 years, with the first payment beginning on September 9, 2018 and the last payment due June 9, 203. The debt payments will be offset, in part, by energy savings generated by the upgrade equipment. The current balance of the loan on June 30, 202 4, was $1,597 ,7 3 7.

BUDGETED DEBT PAYMENTS FOR FISCAL YEARS 2 0 2 4-2 5 AND 2 0 2 5-2 6 Capital Leases Bonds Payable Loans Payable
FY 20 4-2 5 Principal Interest Principal Interest Principal Interest Total 100 - General Fund $ - $ - $ - $ - $ 155,500 $ 50,000 $ 205,500 125 - Fleet Maint. Fund 84,200 1,7 00 - - - - 85,900
600 - Water Fund - - 506,600 161,000 - - 667 ,600
601 - WW Fund - - 3 55,000 119,800 2,504,3 00 648,200 3 ,627 ,3 00 602 - Airport Fund - - - - 3 7 ,500 12,000 49,500
506 - GO Bond Fund - - 1,597 ,300 653 ,400 - - 2,250,700 Total $ 84,200 $ 1,7 00 $2,458,900 $ 93 4,200 $2,697 ,200 $ 7 10,200 $6,886,400 Capital Leases Bonds Payable Loans Payable
FY 20 5-2 6 Principal Interest Principal Interest Principal Interest Total 100 - General Fund $ - $ - $ - $ - $ 160,500 $ 45,000 $ 205,500 125 - Fleet Maint. Fund - - - - - - -
600 - Water Fund - - 521,200 146,400 - - 667 ,600
601 - WW Fund - - 3 7 0,000 102,100 2,546,900 605,600 3 ,624,600 602 - Airport Fund - - - - 3 9,000 10,500 49,500
506 - GO Bond Fund - - 1,660,300 591,200 - - 2,251,500
Total $ - $ - $2,551,500 $ 83 9,600 $2,7 46,400 $ 661,000 $6,7 98,600 15
DRAFT
, the City entered into an installment sale agreement with the State Water Resources Control Board for the construction of Tertiary Treatment Facilities at the Wastewater Treatment Plant in the amount of , including both principal and accrued interest, began on December 19, 2019, one year after completion of construction. This project, by way of producing recycled water, was eligible for a loan forgiveness grant in the amount of $4.0 million.

Total amount outstanding on June 30, 202 4, was $
, the City entered into a loan agreement with Siemens Industry, Inc., Building Technologies Division for the replacement and upgrade of lighting, heating, ventilation, and air conditioning units on a number of City facilities including City Hall, Library, Public Safety Center, Centennial Park, and Senior and Veterans Center. Annual payments, including interest, are $205,469 per year for the next 15 years, with the first payment beginning on September 9, 2018 and the last payment due June 9, 203. The offset, in part, by energy savings generated by the upgrade equipment. The current balance 1,597 ,7 3 7.

DEBT PAYMENTS FOR FISCAL YEAR
Attachment 1

CITY OF EL PASO DE ROBLES

LONG-TERM DEBT OBLIGATIONS
Proposed Budget
For Fiscal Year 2024-25 and 2025-26

OTHER POST-EMPLOYMENT BENEFITS
The City provides other post-employment benefits (OPEB), a single employer contribution plan, in accordance with State statutes, to all employees retiring from the City and enrolled in an insurance program under the California Public Employees’ Medical and Hospital Care Act (PEMHCA). Providing healthcare benefits under the City’s group health plan may provide benefits at a substantially lower cost than if the retirees purchased their own individual benefits. For the fiscal year ending June 30, 202 3, the City contracted with Total Compensation Systems, Inc. to prepare the GASB Statement No. 75 Actuarial Valuation Report. This report was prepared in compliance with the requirements set forth in Governmental Accounting Standards Board (GASB) Statement No. 75, Accounting and Financial Reporting by Employers for Post-Employment Benefits Other than Pensions.

In addition to the City’s contributions under PEMHCA stated above, the City has agreed to provide the following retiree medical reimbursement:
• Retirees in the Management, Police, Fire and Service Employees International Union (SEIU) labor groups that were hired before January 1, 2012, and who have a minimum of 10 years of service with the City, are eligible for medical reimbursements up to $ 500 per month (including PEMHCA minimum) with no age limitation. • Retirees in the Management, Police, Fire and SEIU labor groups that were hired on or after January 1, 2012, and who have a minimum of 20 years of service with the City, are eligible for medical reimbursements up to $500 per month (including the PEMHCA minimum) until the Medicare eligible age of 65.

The City’s OPEB plan is established by agreements with the applicable employee labor groups and may be amended by agreements between the City and the labor groups. The City is not required to fund based on the actuarially determined contribution. However, for the fiscal year ended June 30, 20 23, the City’s cash contributions were $349,500 in payments to the trust. The City’s net OPEB liability is measured as the total OPEB liability, less the plan’s fiduciary net position. On June 30, 20 23, the City reported a net OPEB liability of $ 5.6 million . The changes in the net OPEB liability for the City in FY 2022-23 was as follows:

Total OPEB
Liability
Plan Fiduciary
Net Position
Net OPEB
Liability
Balance on July 1, 2022 $ 16,3 7 2,3 83 $ 8,3 53 ,7 7 7 $ 8,018,606 Changes in the fiscal year:

Service cost 63 1,164 - 63 1,164
Interest on total OPEB liability 67 3 ,127 - 67 3 ,127
Differences between expected and actual
experience (43 ,681) - (43 ,681)
Changes of assumptions (2,052,895) - (2,052,895)
Employer contributions - 529,697 (529,697)
Net investment income - 1,068,650 (1,068,650)
Benefit payments1 (7 3 5,3 16) (7 3 5,3 16) -
Net change in fiscal year (1,527 ,601) 863 ,03 1 (2,3 90,63 2) Balance on June 3 0, 2023 $ 14,844,7 82 $ 9,216,808 $ 5,627 ,97 4 Note 1: Amount includes implied subsidy rate and is why the actual City contributions differ from this amount.

Since 2017, the City has funded this post -employment benefit on a “pay -as-you-go" basis, meaning that the City is not prefunding this unfunded liability, and has been contributing approximately $350,000 per year towards the program. However, the overall liability continues to increase, and funding should increase to $600,000 to $750,000 per year if the City were to keep pace with the cost of the program. 15
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Retirees in the Management, Police, Fire and Service Employees International Union (SEIU) labor groups that were hired before January 1, 2012, and who have a minimum of 10 years of service with the City, are eligible er month (including PEMHCA minimum) with no age limitation.

Retirees in the Management, Police, Fire and SEIU labor groups that were hired on or after January 1, 2012, and who have a minimum of 20 years of service with the City, are eligible for medical reimbursements up to $500 per month (including the PEMHCA minimum) until the Medicare eligible age of 65. established by agreements with the applicable employee labor groups and may be amended by agreements between the City and the labor groups. The City is not required to fund based on the actuarially determined ed June 30, 20 23, the City’s cash contributions were $349,500 in payments The City’s net OPEB liability is measured as the total OPEB liability, less the plan’s fiduciary net position. On net OPEB liability of $ 5.6 million
fiscal year:

Interest on total OPEB liability
Differences between expected and actual
Attachment 1

CITY OF EL PASO DE ROBLES

LONG-TERM DEBT OBLIGATIONS
Proposed Budget
For Fiscal Year 2024-25 and 2025-26

UNFUNDED PENSION LIABILITY
The City includes two separate types of employer plans where all qualified permanent and probationary employees are eligible to participate, depending on the employee classification: 1) Miscellaneous Employee Pension Plan, an agent multiple-employer defined benefit plan or 2) Safety Employee Pension Plan, a cost-sharing employer defined pension plan. Both plans are administered by the California Public Employees’ Retirement System (CalPERS), which acts as a common investment and administrative agent for its participating member employers. Benefit provisions under the Miscellaneous and Safety Plans are established by State statute and City resolution. CalPERS issues publicly available reports that include a full description of the pension plans regarding benefit provisions, assumptions and membership information that can be found on the CalPERS website (https: //www. calpers. ca. gov). CalPERS does not, however, provide separate reports for the City's Safety and Miscellaneous Plans.

CalPERS provides service retirement and disability benefits, annual cost-of-living adjustments, and death benefits to plan members, who must be public employees and beneficiaries. Benefits are based on years of credited service, equal to one year of full-time employment. Members with five years of total service are eligible to retire at age 50 with statutorily reduced benefits. All members are eligible for nonduty disability benefits after 10 years of service. The death benefit is one of the following: the Basic Death Benefit, the 1957 Survivor Benefit, or the Optional Settlement 2W Death Benefit. The cost-of-living adjustments for each plan are applied as specified by the Public Employees’ Retirement Law.

The Miscellaneous and Safety Plans’ provisions and benefits in effect on June 3 0, 2023, are summarized below:

Miscellaneous Employee Plan
Tier I Tier II2 Tier III (PEPRA)
Hire date Prior to
May 27, 2012
On or after
May 27, 2012
On or after
January 1, 2013
Benefit formula 2.5% @ 55 2.0% @ 60 2.0% @ 62
Benefit vesting schedule 5 years of service 5 years of service 5 years of service Benefit payment Monthly for life Monthly for life Monthly for life Retirement age 50-55 50-63 52-67
Monthly benefits, as a % of eligible
compensation 2.00% to 2.70% 1.43% to 2.42% 1.00% to 2.50% Final average compensation period One year Three year Three year Required employee contribution rate 8. 000% 7 . 000% 7 . 000% Required employer normal cost rate 9. 520% 9. 520% 9. 520% Required employer payment of UAL3 | --------------------------------------$2,215,554--------------------------------------| Police Safety Employee Plan
Tier I Tier II2 Tier III (PEPRA)
Hire date Prior to
May 27, 2012
On or after
May 27, 2012
On or after
January 1, 2013
Benefit formula 3.0% @ 50 3.0% @ 55 2.7% @ 57
Benefit vesting schedule 5 years of service 5 years of service 5 years of service Benefit payment Monthly for life Monthly for life Monthly for life Retirement age 50 50-55 50-57
Monthly benefits, as a % of eligible
compensation 3 . 00% 2.40% to 3.00% 2.00% to 2.70%
Final average compensation period One year Three year Three year Required employee contribution rate 9. 000% 9. 000% 13. 000% Required employer normal cost rate 23 . 7 50% 20. 640% 12. 7 80% Required employer payment of UAL $1,27 8,7 7 6 $17 ,649 $14,044 1

DRAFTliving adjustments,
plan members, who must be public employees and beneficiaries. Benefits are based on years of credited service, equal time employment. Members with five years of total service are eligible to retire at age 50 with statutorily reduced benefits. All members are eligible for nonduty disability benefits after 10 years of service. The death Basic Death Benefit, the 1957 Survivor Benefit, or the Optional Settlement 2W Death living adjustments for each plan are applied as specified by the Public Employees’ Retirement Law. provisions and benefits in effect on June 3 0, 20
Miscellaneous Employee Plan
Tier I
Prior to
May 27 , 2012

2.5% @ 55
5 years of service
Monthly for life
50 Monthly benefits, as a % of eligible 2.00% to 2.70%
Final average compensation period
Required employee contribution rate
Required employer normal cost rate
Attachment 1

CITY OF EL PASO DE ROBLES

LONG-TERM DEBT OBLIGATIONS
Proposed Budget
For Fiscal Year 2024-25 and 2025-26
Fire Safety Employee Plan
Tier I Tier II2 Tier III (PEPRA)
Hire date Prior to
May 27, 2012
On or after
May 27, 2012
On or after
January 1, 2013
Benefit formula 3.0% @ 55 3.0% @ 55 2.7% @ 57
Benefit vesting schedule 5 years of service 5 years of service 5 years of service Benefit payment Monthly for life Monthly for life Monthly for life Retirement age 50 50-55 50-57
Monthly benefits, as a % of eligible
compensation 3 . 00% 2.40% to 3.00% 2.00% to 2.70%
Final average compensation period One year Three year Three year Required employee contribution rate 9. 000% 9. 000% 13. 000% Required employer normal cost rate 21. 840% 20. 640% 12. 7 80% Required employer payment of UAL $416,27 3 $1,617 $1,663 Note 2: Second tier will only apply to employees transferring from another CalPERS agency or one with reciprocity on or after May 27, 2012.

Note 3: The Miscellaneous Plan’s required employer payment of the Unfunded Actuarial/Accrued Liability (UAL) was calculated for the entire plan and is not allocated by Tier.

Section 20814(c) of the California Public Employees’ Retirement Law requires that the employer contribution rates for all public employers be determined on an annual basis by the actuary and shall be effective on the July 1 following notice of a change in the rate. Funding contributions for the plans are determined annually on an actuarial basis as of June 30 by CalPERS. The actuarially determined rate is the estimated amount necessary to finance the costs of benefits earned by employees during the year, with an additional amount to finance any unfunded accrued liability. The City is required to contribute the difference between the actuarially determined rate and the contribution rate of employees.

The unfunded accrued liability (UAL) is the difference between the amount that should be held in investments (for future retirement payouts) and the actual amount held in investments. The City’s total UAL (not including the monies in the Section 115 Pension Trust Fund) at June 30, 202 3 was $46.8 million. The City’s funded status for all plans on June 30, 2022, was 7 0. 4% and is summarized by each plan:

Note 4: The amount represented is the actual balance as of June 30, 2023 . CalPERS actuarial reports are two years behind.

Plan
Total Accrued
Liability
Market Value
of Assets
Unfunded
Accrued
Liability Funded Ratio
Misc. T1/T2/T3 $ 96,3 69,667 $ 64,808,7 00 $ 3 1,560,967 67 . 3% Police Safety T1 52,010,57 7 3 6,582,3 24 15,428,253 7 0. 3% Police Safety T2 2,166,049 1,87 5,93 8 290,111 86. 6%
Police Safety T3 1,885,251 1,63 9,087 246,164 86. 9%
Fire Safety T1 28,654,296 22,3 41,817 6,3 12,47 9 7 8. 0% Fire Safety T2 562,108 502,180 59,928 89. 3%
Fire Safety T3 93 2,3 62 816,7 7 5 115,587 87 . 6%
Total City 182,580,3 10 128,566,821 54,013 ,489 70. 4%
Section 115 Trust
4 - 8,811,3 3 6 - -
Net UAL w/ 115 $ 185,580,3 10 $ 13 7 ,3 7 8,157 $ 48,202,153 74. 0% 1
DRAFT20. 640
$1,617
Second tier will only apply to employees transferring from another CalPERS agency or one with reciprocity on or after May 27, Unfunded Actuarial/Accrued Liability (UAL) was calculated for the entire plan and is not n 20814(c) of the California Public Employees’ Retirement Law requires that the employer contribution rates for all public employers be determined on an annual basis by the actuary and shall be effective on the July 1 following notice lans are determined annually on an actuarial basis as of June 30 by CalPERS. The actuarially determined rate is the estimated amount necessary to finance the costs of benefits earned by employees during the year, with an additional amount to finance any unfunded accrued liability. The City is required to contribute the difference between the actuarially determined rate and the contribution rate of employees. is the difference between the amount that should be held in investments (for future retirement payouts) and the actual amount held in investments. The City’s total UAL Section 115 Pension Trust Fund) at June 30, 202 3 was $46.8 million. The City’s funded status for all plans % and is summarized by each plan:

Total Accrued
Liability
Attachment 1

CITY OF EL PASO DE ROBLES

LONG-TERM DEBT OBLIGATIONS
Proposed Budget
For Fiscal Year 2024-25 and 2025-26
On March 21, 2017, the City Council authorized the establishment of a Section 115 Pension Trust Fund. A Section 115 Trust is simply an investment instrument where funds can be placed into, and the only disbursements that can be made from that fund are pension-related. A Section 115 provides greater investment flexibility than keeping the funds in the City’s investment portfolio (the City’s ability to invest is limited by State law), yet still give the City oversight on the investments; the City has no such oversight with CalPERS. For pension liability purposes, CalPERS only includes investments they hold and not the funds in the Section 115 Trust. That said, since those funds are restricted and can only be used towards pension payments, it is appropriate to include those funds in the overall examination of the City’s pension obligation. When the Section 115 funds are included, the City’s net pension obligation is $ 48. 2 million, or 74. 0% funded.

CalPERS pension expense is reported in two ways: normal cost and unfunded liability. Normal costs are based on a percentage of payroll and is contributing towards the normal retirement. The unfunded liability is based a flat dollar amount charged by PERS that will go towards the unfunded liability. The Section 115 Trust payments are shown as a transfer out in the respective funds and a transfer in to the Pension Trust Fund.

Pe n s i on -Related Payments – Fiscal Year 2 0 2 4-2 5 CalPERS Payments
Fund Normal Cost
Unfunded
Liability Payment
Section 115 Trust
Pre-funding Total
General Fund $ 2,096,800 $ 2,7 65,400 $ - $ 4,862,200
J-20 SST Fund 43 0,900 547 ,3 00 - 97 8,200
IT CSF 45,000 85,400 - 13 0,400
Fleet CSF 25,800 48,600 - 7 4,400
Risk CSF 4,800 9,600 - 14,400
DT Parking Fd 13 ,3 00 24,400 - 3 7 ,7 00
L&L Fund 9,200 16,7 00 - 25,900
Water Fund 151,600 289,800 - 441,400
Sewer Fund 166,200 3 22,500 - 488,7 00
Airport Fund 18,7 00 3 6,3 00 - 55,000
Recycled Water 14,600 25,600 - 40,200
Solid Waste 9,200 18,3 00 - 27 ,500
Total City $ 2,986,100 $ 4,189,900 $ - $ 7 ,17 6,000
1
DRAFT
percentage of payroll and is contributing towards the normal retirement. The unfunded liability is based a flat dollar amount charged by PERS that will go towards the unfunded liability. The Section 115 Trust payments are shown as a the Pension Trust Fund.

Fiscal Year 2 0 2 4-2 5
Unfunded
Liability Payment
Section 115 Trust
Pre
$ 2,7 65,400 $
547 ,3 00
85,400
5,800 48,600
4,800 9,600
13 ,3 00
9,200
151,600
166,200
18,7 00
14,600
9,200
Attachment 1

THIS PAGE IS INTENTIONALLY LEFT BLANK
12
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Attachment 1
Appendices
DRAFT
Attachment 1
DRAFT
Attachment 1
RESOLUTION 24-X X X

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

BUDGET FOR MAINTENANCE & OPERATIONS AND CAPITAL APPROPRIATIONS FOR FISCAL YEAR 2024-25 AND FISCAL YEAR 2025-26
WHEREAS, the City Council of City of El Paso de Robles is required to adopt a comprehensive operating and capital expenditure budget in order to authorize the receipt of revenues and to authorize, guide, and direct the City’s activities no later than June 30, each year ; and WHEREAS, the City Council of the City of El Paso de Robles conducted a Public Goals and Budget Priorities Setting Workshop on March 2, 2024; and
WHEREAS, the City Council of the City of El Paso de Robles adopted goals and strategic priorities on March 19, 2024; and
WHEREAS, the City Council of the City of El Paso de Robles held a discussion for the proposed budget for fiscal year 2024-25 and fiscal year 2025-26 on April 16, 2024; and WHEREAS, the total City of El Paso de Robles appropriations, including the General Fund, Enterprise funds, Debt Service funds, Special Revenue funds, Capital Project funds, and Agency funds is $X X X X X X for FY 2024-25 and $X X X X X X for FY 2025-26; and WHEREAS, staffing for all funds includes up to but not more than 3 04. 44 full-time equivalentsfor FY 2024-25 and 3 14. 44 for FY 2025-26, plus any additional positions approved by Council, in those numbers and within those classifications as described in the budget; and WHEREAS, the budget document contains all projected revenues, appropriations, and transfers, and shall be implemented by the City Manager per this resolution.

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

Section 1. The operating, debt service, and capital improvement plan budget for the City of El Paso de Robles for the fiscal year beginning July 1, 2024, and ending June 30, 2025 and beginning July 1, 2025, and ending June 30, 202 6, is hereby adopted; Section 2. General Fund revenues, as well as the revenues of all other funds, shall be continuously monitored in order to measure collections against estimates. The Administrative Services Director shall return at appropriate intervals to report on the progress and request any needed adjustments; and
Section 3 . At the close of the fiscal year, unexpended appropriations in the operating budget may be carried forward to the next fiscal year, as necessary, to underwrite the expense of outstanding purchase commitments. Unexpended appropriations for authorized, but 163
DRAFT
WHEREAS, the City Council of the City of El Paso de Robles adopted goals and strategic priorities WHEREAS, the City Council of the City of El Paso de Robles held a discussion fiscal year 2025-26 on April 16, 2024
of El Paso de Robles appropriations
Enterprise funds, Debt Service funds, Special Revenue funds, Capital Project funds, and Agency and $X X X X X X for FY 2025-26
for all funds includes up to but not more than
for FY 2025-26, plus any additional positions approved by Council, numbers and within those classifications as described in the budget the budget document contains all projected revenues, appropriations shall be implemented by the City Manager per this resolution.

NOW THEREFORE BE IT RESOLVED
Attachment 1
uncompleted projects, as approved by City Council, may also be carried forward to the next succeeding fiscal year upon approval of the City Manager.

APPROVED by the City Council of the City of El Paso de Robles this 18th day of June 2024 by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

John R. Hamon, Jr. , Mayor
ATTEST:

Melissa Boyer, City Clerk
164
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Attachment 1
RESOLUTION 24-X X X

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL PASO DE ROBLES APPROVING AN APPROPRIATION LIMIT FOR THE FISCAL YEAR 2024-25 WHEREAS, the City of El Paso de Robles must annually approve an appropriation limit; and WHEREAS, the State of California has provided the necessary data for the City of El Paso de Roblesto calculate its appropriation limit.

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

Section 1. The City Council hereby approves the following appropriation limitation for the fiscal year ending June 30, 20 25.

FY 2023-24 Appropriation Limit $63 ,225,845
Change in Population 0. 00003 7
Change in Income 0. 03 6200
Total Change 0. 03 993 5
FY 2024-25 Appropriation Limit $ 65,7 61,201
APPROVED by the City Council of the City of El Paso de Robles this 18th day of June 2024 by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

John R. Hamon, Jr. , Mayor
ATTEST:

Melissa Boyer, City Clerk
165
DRAFT
the following appropriation limitation for the fiscal
$63 ,225,845

0. 00003
Appropriation Limit
APPROVED by the City Council of the City of El Paso de Robles this Attachment 1
166
DRAFT
Attachment 1

CITY OF EL PASO DE ROBLES

APPENDICES
Fiscal Policy
Adopted by City Council Resolution No. 20-111 on June 16, 2020 I. UGOAL
El Paso de Robles’ fiscal policy is established to ensure that the City’s finances are managed to: (1) provide for the delivery of quality services and products cost effectively, (2) provide for an acceptable level of services and products as the community grows, (3) provide for the City’s long-term fiscal stability by ensuring that the City is living within its means, and (4) provide reserves for bonding collateral, major projects, and unbudgeted needs that might arise from time to time.

II. UGENERAL

1. The City will maintain sound financial practices in accordance with State law anddirect its financial resources toward meeting the City’s goals as identified and prioritized by the City Council.

2. The City will develop and maintain financial management programs to ensure its longterm ability to pay the costs necessary to provide the services required by itscitizens; e.g., two-year budget, four-year and ten-year financial plans.

3. The City will maintain accounting systems in conformance with generallyaccepted accounting principles as contained in the Municipal Finance Officers Association’s “Governmental Accounting, Auditing, and Financial Reporting”, and pronouncements issued by the Governmental Accounting Standards Board.

4. The City will maintain a financial records management information systemcapable of tracking revenues and expenditures by line item, by source, by fund, by department or any other format deemed necessary or desirable.

5. The City will establish and maintain an investment policy in accordance withState laws that stress financial safety and liquidity over yield, found at:
31TUhttp://www.prcity.com/government/departments/adminservices/policies.aspU31T

6. The City will establish and maintain a purchasing policy and procedures, found at:
31Thttp://www.prcity.com/government/departments/adminservices/policies.asp31T

7. The City will establish and maintain a debt management policy, found at 31Thttp://www.prcity.com/government/departments/adminservices/policies.asp

8. A presentation of the Comprehensive Annual Financial Report shall be made annually to the City Council.
167
DRAFT
The City will maintain sound financial practices in accordance with State law and its financial resources toward meeting the City’s goals as identified and prioritized by the The City will develop and maintain financial management programs to en term ability to pay the costs necessary to provide the services required by its year and ten-year financial plans.

The City will maintain accounting systems in conformance with generally accounting principles as contained in the Municipal Finance Officers Association “Governmental Accounting, Auditing, and Financial Reporting”, and pronouncements issued by the Governmental Accounting Standards Board.

The City will maintain a financial records management information system tracking revenues and expenditures by line item, by source, by fund, by department or any other format deemed necessary or desirable.

The City will establish and maintain an investment policy in accordance with that stress financial safety and liqu
http://www.prcity.com/government/departments/adminservices/policies.asp Attachment 1

CITY OF EL PASO DE ROBLES

APPENDICES
Fiscal Policy
III. REVENUES

1. With respect to revenues, there are just four significant approaches for the City to achieve long-term fiscal stability:
a. Fees for service—Ensuring fees for service cover the full costs of providing the service. Such services as Fire inspections, planning and building application reviews, and most Recreation programs can be paid for by charging fees to the people who benefit from the service. Not all the costs of these programs are currently covered by the approved fees; as a result, tax dollars are used to backfill the shortfall;
b. Community Services Districts (CSDs)—these districts are created for new residential areas to ensure that new development fully funds the cost of providing City services it requires;
c. A tax measure—needed since we were a no/low property tax city prior to Proposition 13. Paso’s fiscal conservatism prior to 1978 was institutionalized by the tax-limitation measure. Ever since, only the voters can approve changes in taxes; and
d. Economic growth—the most significant long-term solution and the most challenging to achieve amidst current economic conditions.

2. The City will strive to diversify and stabilize its revenue base, reducingdependency upon any single revenue source or economic driver.

3. The City will implement the adopted economic development strategic plan and/or economic development element to the General Plan in order to increase and broaden its revenue base.

4. The City will maximize the availability of revenue proceeds through responsible collection and auditing of amounts owed the City.

5. The City will seek Federal and State grants and reimbursements for mandatedcosts whenever possible.

6. The City will investigate potential new revenue sources, particularly those thatwill not add to the tax burden of residents or local businesses.

7. General Fund revenues shall be pooled and allocated according to Council goals and established policy. Enterprise funds and other legally restricted sources shall be allocated according to their respective special purpose.

8. The City will establish and maintain a user fee policy that:
a. Imposes user fees when appropriate to capture the cost for the delivery of services and goods; and
168
DRAFT
needed since we were a no/low property tax city prior to Proposition 13. Paso’s fiscal conservatism prior to 1978 was institutionalized by limitation measure. Ever since, only the voters can approve changes in Economic growth—the most significant long-term solution and the most challenging to achieve amidst current economic conditions.

The City will strive to diversify and stabilize its revenue base, reducing upon any single revenue source or economic driver.

The City will implement the adopted economic development strategic plan economic development element to the General Plan in order to increase revenue base.

The City will maximize the availability of revenue proceeds through responsible collection and auditing of amounts owed the City.

The City will seek Federal and State grants and reimbursements for mandated Attachment 1

CITY OF EL PASO DE ROBLES

APPENDICES
Fiscal Policy
b. Attempts to establish levels of cost recovery that support all costs including administrative overhead and depreciation; and
c. Determines the minimum frequency of user fee reviews.

9. The City will maintain and further develop methods to track major revenue sources and evaluate financial trends.

10. The City will prepare periodic financial reports of actual revenue received forreview by the City Council.

IV. EXPENDITURES AND BUDGETING

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

2. The operating budget will be prepared in the context of a ten-year financial plan. The plan will acknowledge cyclical economic cycles and seek to minimize the disruptions caused in downturns. Economic analysis indicates that on average, out of every 10 years, we tend to have 2-3 “bad”, 4 “average”, and 3-4 “good” years. The City’s policies and practices for each type of year need to ensure we do not overspend in good years and cut too deeply in bad years. It is appropriate to overfund categories such as one-time capital improvements, capital replacement funds, and General Fund reserves in the good years to offset reduced funding levels for those areas in bad years.

3. Operating expenditures and revenues shall be balanced over the term of the ten-year financial plan.

4. The City shall adopt a two-year budget, except in special situations, which may call for a one-year budget. The financial plan shall be updated every two years, during the midcycle of the biennial budget.

5. Budgeted expenditures shall reflect the Council’s goals.

6. The City will deliver services and goods in a cost-effective manner, including utilizing the services of volunteers, not-for-profits, and the private sector where it is economically and operationally viable.

7. Surplus fund balances (and working capital in enterprise funds) may be used to increase reserves, fund Capital Improvement Projects, fund capital outlay, pay towards the unfunded payroll liabilities including retirement and other post-employment benefits (OPEB) costs or can be carried forward to fund one-time special project/program expenses provided that the reserving requirements are met (refer to VI). 169
DRAFT
term fiscal stability of the City; nature and
scope of the services the City provides; and overall well-being of the organization and -based organization that relies heavily on its
human capital to provide services to the community. The City must find the path that The operating budget will be prepared in the context of a ten plan will acknowledge cyclical economic cycles and seek to minimize the disruptions Economic analysis indicates that on average, out of every 10 years, 3 “bad”, 4 “average”, and 3-4 “good” years. The City
practices for each type of year need to ensure we do not overspend in good years and cut too deeply in bad years. It is appropriate to overfund categories such as onecapital improvements, capital replacement funds, and General Fund reserves in the good years to offset reduced funding levels for those areas in bad years.

Operating expenditures and revenues shall
financial plan.

The City shall adopt a twoyear budget. The
cycle of the biennial budget.

Attachment 1

CITY OF EL PASO DE ROBLES

APPENDICES
Fiscal Policy

8. Operating expenditures, exclusive of debt service, within the General Fund or Enterprise Funds, will not be directly supported by any debt financing, connection fees, development impact fees, or Enterprise Fund interest income.

9. Expenditures shall include funding of retirement systems, maintenance and replacement of capital and operating assets, and the components of the cost allocation plan.

10. The City will maintain and further develop methods to track expenditures and evaluate financial trends in order to identify potential problems.

11. The City will prepare periodic financial reports of expenditures for review by the City Council.

V. BUDGETARY CONTROLS

1. Once adopted, operating appropriations shall not be subsequently adjusted unless specifically authorized by resolution identifying the fund from which the appropriation is to be made and the amount of the appropriation.

2. The City Manager may authorize the transfer of appropriations from one expenditure line item to another or an equal increase to both revenues and expenditures within the same fund. Under no circumstances can a reduction in fund balance occur without City Council authorization.

3. The City Manager may take necessary actions to keep expenditures fromexceeding revenues, including but not limited to establishing a budget freeze, postponing hiring for approved positions, and implementing layoffs or reduced workweeks.

4. The City Manager may review and approve all change orders in accordance with adopted purchasing procedures.

5. The City Manager may approve purchase orders for budgeted expenditures and unbudgeted purchase orders in accordance with adopted purchasing procedures.

6. Agenda staff reports having a budgetary impact shall requirethe review of the Director of Administrative Services or designee.

7. For the purpose of budget control, capital outlay is defined as the purchase of equipment, furnishings, vehicles, computer hardware and software, property, building, improvements, construction, etc. having a useful life of more than two years and a cost of $5,000 or more.

8. Capital transfers are the funding mechanism that allocate monies for specific capital outlay, current or planned, and shall be budgeted as a “transfer out” of an operating fund and a “transfer in” to a capital improvement fund.

9. A capital outlay costing less than $25,000 and intended to be purchased and completed in one fiscal year (with the exception of capital outlays identified on a replacement 170
DRAFT
Once adopted, operating appropriations shall not be subsequently adjusted specifically authorized by resolution identifying the fund from which the appropriation is to be made and the amount of the appropriation.

The City Manager may authorize the transfer of appropriations from one expenditure to another or an equal increase to both revenues and expenditures within the same fund. Under no circumstances can a reduction in fund balance occur without City The City Manager may take necessary actions to keep expenditures from revenues, including but not limited to establishing a budget freeze, postponing hiring approved positions, and implementing
The City Manager may review and approve all change orders in accordance with adopted purchasing procedures.

The City Manager may approve purchase orders for budgeted expenditures and budgeted purchase orders in accordance with adopted purchasing procedures.

Agenda staff reports having a budgetary impact shall require Attachment 1

CITY OF EL PASO DE ROBLES

APPENDICES
Fiscal Policy
schedule) shall be budgeted as a capital outlay expense in an operating fund. All capital outlays that do not meet the definition above shall be budgeted in a Capital Improvement Fund and funded via fund transfer.

10. No less than semi-annually, there will be a comprehensive review of the operations in comparison to the existing budget. Projections of revenues and expenditures through the end of the fiscal year will be prepared and reviewed by the CityManager, the Director of Administrative Services, and/or their designees, with a report and presentation made to City Council.

VI. BUDGETING IN TIMES OF FINANCIAL DIFFICULTY & FINANCIAL

RECOVERY AND GROWTH

1. When faced with financial difficulty, the City shall identify budget balancing strategies that address both near- and long-term budget gaps, while also minimizing the impact of budget reductions to the community and employees.

2. Depending on the financial difficulty being experienced, near- and long-term budget balancing strategies may be needed over multiples years. An important consideration in developing and implementing budget balancing strategies is identifying the timeframe for fixing the problem and bringing about structural balance. Utilizing reserves and other near-term budget balancing solutions can soften the impact of reductions to programs and services. However, it is imperative that these near-term solutions be used judiciously in order to maintain the City’s overall fiscal health. Should near-term solutions be over-utilized, the magnitude of reductions required later would be amplified.

3. The City has a set of preferred near-term and long-term budget balancing strategies and approaches in times of financial difficult, as follows:

Near-Term Budget Balancing Strategies:
a. Reduce General Fund Reserves: Section VIII –Reserving Objectives states that the minimum reserves level of the General Fund is 30% of General Fund revenues.

A reduction in General Fund reserves can be utilized in difficult budget years as part of the budget balancing strategies. Should this strategy be needed, it is recommended that no more than 10% of reserves be used since reserves are one-time in nature. The use of reserves for ongoing operational expenditures shall be limited and is not a long-term operational funding source. Additionally, it would be appropriate to utilize reserves outside of the reserving objectives for one-time, non-operating items, such as Capital Projects, as long as it meets the City Council goals and policies, priorities, and direction. b. Defer capital improvement projects that require General Fund support: This option saves money in the near-term but if these types of projects are continuously deferred, City facilities and systems may deteriorate, and the cost of repairs may increase over time.
171
DRAFTidentify budget balancing strategies
- and long-term budget gaps, while also minimizing the impact of employees.

Depending on the financial difficulty being experienced, near- and long-term budget needed over multiples years. An important consideration in developing and implementing budget balancing strategies is identifying the timeframe for fixing the problem and bringing about structural balance. Utilizing -term budget balancing solutions can soften the impact of reductions to services. However, it is imperative that these near
judiciously in order to maintain the City’s overall fiscal health. Should solutions be over-utilized, the magnitude of reductions required The City has a set of preferred near-term and longapproaches in times of financial difficult Term Budget Balancing Strategies:

Reduce General Fund Reserves: Section VIII
minimum reserves level of the General Fund is
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APPENDICES
Fiscal Policy
c. Minimize building maintenance expenditures: Similar to deferring capital improvement projects that require General Fund support, this option saves General Fund in the near term but over time if maintenance is deferred, City facilities may deteriorate, leading to higherrepair costs. d. Reduce or eliminate the General Fund contribution to maintain professional services contracts with local non-profit organizations that support tourism and/or generate income (directly or indirectly): These organizations include, but not limited to, Downtown Paso Robles Main Street Association, Paso Robles Chamber of Commerce, and Paso Robles Wine Alliance.
e. Reduce or eliminate the General Fund contribution towards employee travel, training, and conferences: The Employee Development program typically receives an annual General Fund contribution to pay for the employees to receive continuing education including succession planning, departmental organizational assessments and training. In difficult budget years, reserves and designations can be used to fund these operations; however, in the longer term, some or all of these programs may have to be reduced or eliminated if the General Fund contribution were reduced or discontinued. f. Reduce or eliminate the amount of set aside monies for Vehicle, Equipment and Information Technology Equipment: To ease the fiscal burden of large purchases of equipment that are in service for several years, such as vehicles, it is City policy to set funds aside evenly over the life of the piece of equipment so that there are adequate funds available for replacement. In times of financial difficulty, some or all of this money could be redirected to the General Fund.

However, the impact is that over time, the City may not have sufficient funds to replace outdated or obsolete equipment and systems.
g. Layoff Prevention Plan: The City has an adopted layoff prevention plan that outlines personnel actions that can be undertaken to reduce personnel costs which includes: a hiring freeze, voluntary reduction incentives, reducing temporary work force, defer negotiated annual wage adjustments, defer merit pay increases, work furloughs, and then lastly, if needed, work force reductions.

Long-Term Budget Balancing Strategies:
a. Priority Driven: One of the starting points of the budget process is to identify Council priorities so staff can craft budget proposals that align with these priorities. The City’s current priorities are as follows (in order):
i. Meet legal mandates;
ii. Meet debt service requirements
iii. Public health and safety including police and emergency (fire) services iv. Roads
b. All Departments Participate: While departments receive different levels of funding due to priorities, departmental revenue sources, and program designs 172
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receives an annual General Fund contribution to pay for the employees to receive continuing education including succession planning, organizational assessments and training. In difficult budget years, reserves and designations can be used to fund these operations; however, in the longer term, some or all of these programs may have to be reduced or eliminated if the Fund contribution were reduced or discontinued.

Reduce or eliminate the amount of set aside monies
Information Technology Equipment: To ease the fiscal burden of large purchases of equipment that are in service for several years, such as vehicles, it is City policy to set funds aside evenly over the life of the piece of equipment so that there are adequate funds available for replacemen
difficulty, some or all of this money could be redirected to the General Fund.

However, the impact is that over time, t
replace outdated or obsolete equipment and systems.

Layoff Prevention Plan: The City has an adopted layoff prevention plan that outlines personnel actions that can be undertaken to reduce personnel costs which includes: a hiring freeze, voluntary reduction incentives, reducing temporary work force, defer negotiated annual wage adjustments, defer merit pay increases, work furloughs, and then lastly, if needed, work force reductions.

Attachment 1

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Fiscal Policy
(amongst many other variables); all departments shall participate in the closing of a budget gap. More specifically, no department shall be exempt from budget reductions.
c. Proportional Reductions: Instead of cutting all operations by the same amount across the board, proportional growth and reductions shall be taken into consideration. More specifically, staff could pursue reductions by department in relation to the amount of growth during times of financial growth. The rationale is that when in times of financial stability, some departments experience significant growth in expenditures and staffing due to increases in demand and revenues. In times when demand and corresponding revenues have slowed, expenditures shall be scaled back accordingly. Conversely, some departments grow very little over time, and as a result they may not be scaled backto the same extent as other departments.
d. Detailed Budget Reduction Lists: The City Manager shall require departments to incorporate a prioritized list of resource/expenditure reductions into their annual budget submittals. Reductions with the least impact upon programs and services shall be the first in line for reduction. The concept is that departments are the experts in their respective fields and are in the best position to recommend budget reductions in line with the Budget Goals and Policies, Council priorities and direction, and detailed budget instructions. If reductions are necessary, targeted reduction amounts are included aspart of the detailed budget instructions provided to departments.
e. Mid-Year Budget Reductions: Mid-year reductions may be necessary in any given fiscal year depending upon the fiscal climate or action at other levels of government at any particular time. The intent of the mid-year reductions is to help keep the current year budget in balance and tocreate additional fund balance at year-end for use as a funding source in the subsequent budget year. f. Engage Employee Unions and Associations: Labor costs make up a majority of the total City’s budget. As a result, salary and benefit costs have the most significant influence upon expenditures. City staff and negotiators shall continue to work with employees and employee associations to create opportunities to curtail labor costs.

4. The goal of the recovery process is to ensure that the City remains adaptable to changing conditions and able to regenerate in the face of setbacks. Recovery from financial downturn is a journey that requires leadership, skill, and the ability to strike an appropriate balance in spending within priority areas and replenishing reserve balances.

To ensure long-term fiscal stability, the City carefully evaluates increases to contingencies, reserves, and designations while paying close attention to additional expenditures for programs and employee wages in times of recovery. Continued compliance with the Council-adopted Budget Goals and Policies is crucial to assuring the ongoing fiscal health of the City.
173
DRAFTCity Manager shall
incorporate a prioritized list of resource/expenditure reductions into their annual budget submittals. Reductions with the least impact upon programs and in line for reduction. The concept is that
are the experts in their respective fields and are in the best position to budget reductions in line with the Budget Goals and Policies, Council priorities and direction, and detailed budget instructions. If reductions are necessary, targeted reduction amounts are included as budget instructions provided to departments.

Year Budget Reductions: Mid
given fiscal year depending upon the fiscal climate or action at other levels of government at any particular time. The intent of the mid help keep the current year budget in balance and to
balance at year-end for use as a funding source in the
Engage Employee Unions and Associations: Labor costs make up a the total City’s
significant influence upon expenditures. City staff and negotiators Attachment 1

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Fiscal Policy

5. In times of financial recovery and growth, the City aims to achieve a balance in financial security, programs and services, and salaries and benefits. a. Financial Security: In times when the City has adequate discretionary funds, there shall be a balance between the restoration of programs and services and the funding of the reserves, contingencies and designations that have been reduced to balance the budget in prior years. The City aims to maintain healthy reserves, designations, contingencies, and low debt levels to allow for future organizational stability and continuity of services. See Section VIII- Reserve Objectives for further detail.
b. Programs and Services: This spending area represents expenditures for the services that the City provides to its many and varied customers. Additions to programs and services are based on a thorough evaluation of need and expected results. If a department believes that additional resources are required to meet the needs of its customers or the community, requests shall be part of the overall budget process. It is not recommended that program and services changes occur outside of the budget process because it is prudent that all service level changes across all departments be evaluated in the same timeframe. c. Salaries and Benefits: The City takes a strategic approach to managing salary and benefit expense. City staff and negotiators work with employees and employee associations to manage salary and benefit expense to make sure that labor agreements are sustainable in the long-term. Employee prevailing wage adjustments are negotiated with the intent to strike a balance between what the City is able to afford, while still providing competitive salary and benefits for employees so that the recruitment and retentionof employees is not compromised.

VII. RESERVES

1. With respect to reserves, as a small, non-economically diverse city, we need larger reserves than other cities our size, for several reasons:
a. Infrastructure and facilities are just as expensive as those in a larger city, and as a less densely populated city, infrastructure like roadways is more expensive per capita to maintain.
b. A reserve policy as a percentage of the General Fund revenues does not go very far when the General Fund is small, as it is in our smaller City. We need to have a sufficient dollar amount to be prepared for local emergencies. c. We remain susceptible to multiple potential disasters at one time. For example, an earthquake or significant wildfire could occur during a pandemic.

2. Reserve levels shall be explicitly adjusted based on the economic cycle.Levels shall be based on a multi-year trend line, not a single year, and therefore increased in good years. 174
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programs and services are based on a thorough evaluation of need and expected a department believes that additional resources are required to meet the , requests shall be part of the
budget process. It is not recommended that program and services changes occur outside of the budget process because it is prudent that all service level changes across all departments be evaluated in the same timeframe Salaries and Benefits: The City takes a strategic approach to managing salary and ty staff and negotiators work with employees and employee associations to manage salary and benefit expense to make sure that labor agreements are sustainable in the long-term. Employee prevailing wage adjustments are negotiated with the intent to strike a balance between what the City is able to afford, while still providing competitive salary and benefits for employees so that the recruitment and retention
compromised.

RESERVES
With respect to reserves, as a small, non
reserves than other cities our size, for several reasons:

Infrastructure and facilities are just as expensive as those in a larger city, and as a Attachment 1

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APPENDICES
Fiscal Policy

3. To address unanticipated emergency and contingency needs of the City, and to secure the continued financial well-being of the City, various reserves shall be maintained as follows:
a. Unrestricted Reserves – The City shall maintain unrestricted reserves of no less than 30% of the actual 10-year revenue trend.
b. Reserve for Self Insurance - provides funding of a risk management program whereby the City obtains insurance contracts for catastrophic losses, but maintains relatively high deductible or retention limits on operating equipment and maintains no insurance contracts on certain exposures. Minimum reserves shall be established by the JPA.
c. Reserve for Capital Asset Replacement - provides a replacement fund based on equipment replacement of capital and operating assets.
d. Reserve for Debt Service – provides funds in accordance with debt issuance documents, including the official statement and trustee agreement. The amount of reserve is established by bond covenants.
e. Reserves for Water and Wastewater Funds – shall be maintained at 25% of operating expenses plus $1.0 million as a reserve for contingencies (i.e., unanticipated fluctuations in revenue collections or operating expenditures).

VIII. CAPITAL IMPROVEMENT PROGRAM

1. The Capital Improvement Program will be developed and implemented so as to protect the City's investment in capital infrastructure and facilities through timely and adequate maintenance and replacement of those assets. The Program shall also include newly acquired or constructed capital infrastructure and facilities.

2. The Capital Improvement Program shall include all capital infrastructure and facilities required and/or anticipated during the General Plan build-out timeline. However, the Capital Improvement Program need specifically identify only those projects necessary to maintain an acceptable level of service delivery for the nexttwo years including each project’s cost and funding sources.

3. The Capital Improvement Program will be updated bi-annually in conjunction with the two-year operating budget.

4. The City will grant priority to funding projects that support economic development or will have a direct influence on achieving productivity/revenue gains for the City.

5. The Capital Improvement Program will reflect the various master plans andrelated studies identifying infrastructure needs of the City.
175
DRAFTprovides a
equipment replacement of capital and operating assets.
– provides funds in accordance with debt issuance
official statement and trustee agreement.
established by bond covenants.

Reserves for Water and Wastewater Funds – shall
operating expenses plus $1.0 million as a reserve for contingencies unanticipated fluctuations in revenue collections or operating expenditures).

CAPITAL IMPROVEMENT PROGRAM
The Capital Improvement Program will be developed and implemented so as the City's investment in capital infrastructure and facilities through timely and adequate maintenance and replacement of those assets.
acquired or constructed capital infrastructure and facilities.

The Capital Improvement Program shall
required and/or anticipated during the General Plan buildCapital Improvement Program need specifically identify maintain an acceptable level of service delivery for the next Attachment 1

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Fiscal Policy

6. Various fees and charges identified by various plans such as the AB 1600 Plan (analysis of infrastructure needs of the City and the fees and charges necessary to meet said needs) shall be reviewed and modified, as required by State law.

7. The City will prepare periodic reports of progress and expenditures on capital projects for review by the City Council.
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Attachment 1

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APPENDICES
Fund Structure and Description of Funds

FUND NUMBER AND NAME FUND DESCRIPTION
100 – General
Used for all financial resources not accounted for in
another fund. The general fund is the main operating
fund of the City and includes police, fire and
emergency, recreation, library, etc. services.
101 - Capital Improvement Program
The Capital Improvement Program (CIP) is a capital
investment plan that supports the quality of life by
providing for the design, construction, and renovation
of major capital projects that benefit a broad segment
of the community. The program is designed to protect,
preserve, and enhance the City’s infrastructure, extend useful life of public facilities, and improve and enhance the delivery of City services.
103 – Measure J-20 Supplemental Sales Tax
In November 2020, the voters of Paso Robles approved
Measure J-20, a one-cent supplemental sales tax. The
main priorities for spending the Measure J-20 SST
revenue—as approved by City Council in Resolution
20-118—are for fire and emergency services, police
services, and street and repair maintenance.
111 – American Rescue Plan Act (ARPA)
The American Rescue Plan Act (ARPA) of 2021 is a $1.9
trillion economic stimulus bill. Within ARPA, the
Coronavirus State and Local Fiscal Recovery Fund
provides $350 billion for states, municipalities,
counties, tribes, and territories, including $130.2
billion for local governments split evenly between
municipalities and counties. The City’s share of this
funding equates to approximately $5.5 million. This
fund was created to account for these funds and house
the activity associated with efforts funded by ARPA.
112 – Information Technology Internal Service
Used to account for information technology (IT)
maintenance, operations, repair and replacement of IT
and related equipment.
115 – Economic Vitality Fund
Funded by one-time SB 1090 funds to be utilized for
economic development activity in preparation for the
projected economic impacts associated with the
decommission of Diablo Canyon .
117 – Citizen Option Public Safety (COPS) Grant State grant restricted to fund law enforcement capital outlay needs.
125 – Fleet Maintenance Internal Service Used to account for fleet and equipment maintenance, operations, repair and replacement citywide.
127 – Facility Replacement Used to account for funds set aside for replacement, maintenance, and repair of City facilities.
128 – Risk Management Internal Service
Used to account for general liability insurance
premiums as well as expenditures associated with
liability claims both internal and external.
177
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the delivery of City services
In November 2020, the voters of Paso Robles approved
Measure J-20, a one-cent supplemental sales tax
main priorities for spending the
revenue—as approved by City Council in Resolution
20-118—are for fire and emergency services, police
services, and street and repair maintenance
American Rescue Plan Act (ARPA)
The American Rescue Plan Act (ARPA) of 2021 is a $1.9
trillion economic stimulus bill. Within ARPA, the
Coronavirus State and
provides $350 billion for states, municipalities,
counties, tribes, and territories, including $130.2
billion for local governments split evenly between
municipalities and counties.

Internal Service
Attachment 1

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APPENDICES
Fund Structure and Description of Funds

FUND NUMBER AND NAME FUND DESCRIPTION
200 – State Gas Tax
Receipts and expenditures of money apportioned
under the Streets and Highways Code Sections 2105,
2106, 2107, and 21 07 . 5.
206 – Transportation Development Act- Article 8a
The 1/4% sales tax levied statewide for local
transportation purposes. In 1971, the 6% sales tax levy was extended to gasoline purchases and divided into
two categories; Article 8a, which is used for streets
and roads and Article 8c, which is restricted for transit. 207 – Transit Operations
Funds used specifically for transit maintenance and
improvement projects as specified by the
Transportation Development Act.
209 – Road Maintenance and Rehabilitation (SB1)
Road Maintenance and Rehabilitation Account.

Provides funding for roadway maintenance, repair, and
reconstruction under new Gas Tax funding.
210 – Voluntary Certified Access Specialist Program
Certified Access Specialist Program fee. State
mandated fee collected with City Business License
fees.
211, 212, 213, 216 , 223, 231 – D evelopment Impact
Fee Funds
Development Impact Fees assessed and collected
which are used to construct public facilities due to the need for expanded services. Fees are collected for
transportation, public safety facilities, general
government facilities, parks and recreation facilities, library facilities, bridge development, storm drain
development, and bike and pedestrian pathways.
225, 228, 232, 235, 236 – Specific Plans
Funds collected from the payment of Development
Impact Fees as identified in the Borkey, Union/46,
Chandler Ranch and Olsen Beechwood Specific Plans
for public facilities and infrastructure as well as funds set aside for pre-study reports for Airport Road.
227 – Community Development Block Grant
Federal grant funds received from the Department of
Housing and Urban Development for the rehabilitation
of low- and moderate-income housing.
23 3 – Cal Home Loan Program
State grant funds from the Department of Housing and
Community Development to enable low-income
households to become or remain homeowners.
23 8 – Downtown Parking Account for the maintenance and operations of the City’s Downtown Parking Program.
3 08 – Landscape and Lighting District
Finances the ongoing maintenance and operations
costs of street lighting and landscaped mediums and
parkways.
401 – Senior Citizen Trust Funds received and expended by the Senior Advisory Committee.
403 – Pension Trust Funds set aside in a Section 115 Trust Fund to be used for future pension costs.
178
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Road Maintenance and Rehabilitation Account.

Provides funding for roadway maintenance, repair, and
reconstruction under new Gas Tax funding
Certified Access Specialist Program fee. State
mandated fee collected with City Business License
fees.
evelopment Impact
Development Impact Fees assessed and collected
which are used to construct public facilities due to the need for expanded services. Fees are collected for
transportation, public safety facilities, general
government facilities, parks and recreation facilit
library facilities, bridge development, storm drain
development, and bike and pedestrian pathways
pecific Plans
Funds collected from the payment of Development
ommunity Development Block Grant
Attachment 1

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APPENDICES
Fund Structure and Description of Funds

FUND NUMBER AND NAME FUND DESCRIPTION
409 – PEG Fund
Public Education and Government Channels Fee. These
funds are received from Charter Communications and
are to be used for public broadcasting equipment for
City meetings.
505 – 1993 Public Facilities Fund Long-term debt service transactions relating to the construction of the Library and City Hall.
506 – Measure D General Obligation Bonds Long-term debt service transactions relating to the Measure D GO Bonds Debt.
600 – Water Operations
Funds used specifically for the City's water production, transmission, and distribution system. Also includes
fees collected from developers connecting to the
water system.
601 – Wastewater (sewer) Operations
Funds used specifically for the City's sewer collection and treatment system. Also includes fees collected
from developers connecting to the sewer system.
602 – Airport Operations Funds used specifically for the City's airport . 610 – Recycled Water Construction (Operations)
Funds used specifically for the construction of the
City’s Recycle Water Distribution System; and once
completed, maintenance and operations of the utility.
611 – Landfill Closure, Postclosure & Corrective Action Fund
Funds set aside by the City to cover any landfill
contingencies that might arise after decommissioning
the landfill.
612 – Solid Waste
Funds used specifically for the landfill maintenance
and operations; and recycling and waste reduction in
compliance with Senate Bill 1383.
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Funds used specifically for the City' s water production, transmission, and distribution system.
fees collected from developers connecting to the
water system.

Funds used specifically for the City's sewer collection and treatment system. Also includes fees collected
from developers connecting to the sewer system
Funds used specifically for the City' s airport
Construction (Operations)
Funds used specifically for the
City’s Recycle Water Distribution System
completed,
Landfill Closure, Postclosure & Corrective Action Funds set aside by the City to cover contingencies that might arise after decommissioning
the landfill.

Attachment 1

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APPENDICES
Glossary

Ac c ou n t- A separate financial reporting unit. All budgetary transactions are recorded in accounts.

Ac c ru al Bas i s- Sometimes called “ full accrual” basis. A basis of accounting in which revenues are recognized when earned regardless of when they are received, and expenses are recorded at the time the liability is incurred, regardless of when it is paid.

Ac c u m u lat e d De p re c i at i on - The amount of depreciation that has accumulated to date during the existing useful life of City assets.

Ac t u ari al- A person or methodology that makes determinations or required contributions to achieve future funding levels that address risk and time.

Ad op t e d Bu d g e t- Formal action is taken by the City Council to set the financial plan (expenditures, revenues, positions) for the fiscal year.

Ad j u s t e d Ap p rop ri at i on s- Total appropriations minus appropriations for one time activity, debt service and non-operating transfers to other funds.

Ad Valore m Tax- A tax levied on the assessed value of real estate and personal property. This tax is also known as property tax.

Ag e n c y Fu n d s- These funds are used to account for assets held by the City in a trustee capacity or as an agent for private individuals, organizations, or other governmental agencies.

Ap p rop ri at i on - A legislative act authorizing the expenditure of a designated amount of public funds for a specific purpose.

Am e ri c an Re s c u e Plan Ac t ( ARPA)- The American Rescue Plan Act of 2021 is a $ 1. 9 trillion economic stimulus bill. Within ARPA, the Coronavirus State and Local Fiscal Recovery Fund provides $ 3 50 billion for states, municipalities, counties, tribes, and territories, including $ 13 0. 2 billion for local governments split evenly between municipalities and counties. The City’s share of this funding equates to approximately $ 5. 5 million.

This fund was created to account for these funds and house the activity associated with efforts funded by ARPA.

Am e ri c an s w i t h Di s ab i li t i e s Ac t- Enacted on July 26, 1990, the Americans with Disabilities Act gives civil rights protections to individuals with disabilities similar to those provided to individuals based on race, color, sex, national origin, age, and religion. The Americans with Disabilities Act guarantees equal opportunity for individuals with disabilities in public accommodations, employment, transportation, State and local government services, and telecommunications.
180
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Formal action is taken by the City Council to set the financial plan (expenditures, revenues, Total appropriations minus appropriations for one time activity, debt service and A tax levied on the assessed value of real estate and personal property. This tax is also These funds are used to account for assets held by the City in a trustee capacity or as an agent for private individuals, organizations, or other governmental agencies.

A legislative act authorizing the expenditure of a designated amount of public funds for a Am e ri c an Re s c u e Plan Ac t ( ARPA)- The American Rescue Plan Act of 2021 is a $ 1. 9 trillion economic stimulus bill. Within ARPA, the Coronavirus State and Local Fiscal Recovery Fund provides $ 3 50 billion for states, municipalities, counties, tribes, and territories, including $ 13 0. 2 billion Attachment 1

CITY OF EL PASO DE ROBLES

APPENDICES
Glossary

As s e s s e d Valu e ( AV)- A value established by the County Assessor which approximates fair-market value of real or personal property or fair-market value at the time of sale, change in ownership or completion of construction adjusted by the annual California Consumer Price Index not to exceed 2. 0% annually. By State law, 100% of the property value is used for determining the basis for levying property taxes.

As s e t- Resources owned or held by a government that have monetary value.

Au d i t- A systematic collection of sufficient and competent evidential matter needed to attest to the fairness of management’s assertions in the financial statements, or to evaluate whether management has efficiently and effectively carried out its responsibility.

Balan c e d Bu d g e t- The total sum of operating revenues budgeted equal to the total amount of the operating expenditures budgeted. One-time costs may be funded through use of reserves.

Be g i n n i n g / En d i n g Fu n d Balan c e- See Fund Balance.

Blac k Gold- The Black Gold Cooperative Library System, begun in 1964, creates and maintains the online public access catalog in six public libraries, bibliographic records, library automation services, and more.

Bon d- Capital raised by issuing a legal promise to pay a sum of money on a specific date at a specified interest rate. Bonds are used to finance large capital projects such as buildings, streets, and bridges.

Bon d Re f i n an c i n g- The payoff and re-issuance of bonds to obtain better interest rates and/or bond conditions.

Bu d g e t- A plan of financial operation listing an estimate of proposed applications or expenses and the proposed means of financing them for a particular time period. The budget is proposed until it has been approved and adopted by the City Council.

Bu d g e t Cale n d ar- A schedule of key dates and milestones that a government follows in the preparation and adoption of the budget.

Bu d g e t Doc u m e n t- The instrument used by the budget-making authority to present a comprehensive financial program to the City Council.

Bu d g e t Me s s ag e- Included in the opening section of the budget, the Budget Message provides Council and the public with a general summary of the most important aspects of the budget, changes from previous fiscal years, and the views and recommendations of the City Manager.

Bu d g e t ary Bas i s- This refers to the form of accounting used throughout the budget process. These generally take one of three forms: GAAP, cash, or modified accrual. 181
DRAFTto the total amount of the
time costs may be funded through use of reserves.

The Black Gold Cooperative Library System, begun in 1964, creates and maintains the online public access catalog in six public libraries, bibliographic records, library automation services, and more. legal promise to pay a sum of money on a specific date at a specified interest Bonds are used to finance large capital projects such as buildings, The payoff and re-issuance of bonds to obtain better interest rates and/or bond A plan of financial operation listing an estimate of proposed applications or expenses and the proposed means of financing them for a particular time period. The budget is proposed until it has been approved and adopted by the City Council.

A schedule of key dates and milestones that a government follows in the preparation and Attachment 1

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APPENDICES
Glossary

Bu d g e t ary Con t rol- The control or management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of authorized appropriations and available revenues.

Bu s i n e s s Li c e n s e Tax- A tax imposed on businesses for the privilege of conducting business within the City.

This tax is for the purpose of revenue generation and not regulatory.

Cali f orn i a En v i ron m e n t al Qu ali t y Ac t- A State law that requires public agencies to review projects before approval to identify possible adverse effects on the environment.

Cali f orn i a Pu b li c Em p loy e e Re t i re m e n t Sy s t e m- The City contributes to the California Public Employee Retirements System (CalPERS), an agent multiple-employer public employee defined benefit pension plan.

CalPERS acts as a common investment and administrative agent for participating public entities within the State. Benefits provisions and all other requirements are established by State statue and City ordinance.

Cap i t al Ex p e n d i t u re s- Capital projects such as city buildings, general plan update, park renovations, etc.

These projects are usually multi-year and, thus, extend beyond the annual budget. Capital expenditures are supported by a five-year expenditure plan detailing funding sources and expenditure amounts.

Cap i t al As s e t / Cap i t al Ou t lay- Land, buildings, improvements, machinery and equipment, and infrastructure used in operations that have initial useful lives greater than one year. The City’s policy is to capitalize all assets with costs exceeding certain minimum thresholds, $ 5,000 for machinery and equipment and $ 25,000 for buildings, improvements and infrastructure.

Carry ov e r Balan c e- The difference between actual General Fund (GF) revenues received and actual GF expenditures (operating balance), plus any other GF one-time revenues or expenditures in a given fiscal year.

Ce n t ral Se rv i c e Fu n d- See internal service fund.

Ce rt i f i c at e s of Part i c i p at i on ( COP’ s ) - Provides long-term financing through a lease, installment of sale agreement or loan agreement used to construct or acquire capital facilities and equipment.

Com m u n i t y De v e lop m e n t Bloc k Gran t ( CDBG) - A grant received from the U. S. Department of Housing and Urban Development.

De b t Se rv i c e- The payment of principal and interest on borrowed funds such as loans, bonds, notes or certificates of participation according to a predetermined schedule.

De b t Se rv i c e Fu n ds - Government fund type used to account for the accumulation of resources for and the payment of interest and principal on a debt issue.

De f i c i t- An excess of expenditures or expenses over resources. 182
DRAFT
employer public employee defined benefit pension plan.

CalPERS acts as a common investment and administrative agent for participating State. Benefits provisions and all other requirements are established by State statue and City ordinance.

Capital projects such as city buildings, general plan update, park renovations, etc. d beyond the annual budget. Capital expenditures
year expenditure plan detailing funding sources and expenditure amounts.

Land, buildings, improvements, machinery and equipment, and infrastructure used in operations that have initial useful lives greater than one year. The City’s policy is to capitalize all assets with costs exceeding certain minimum thresholds, $ 5,000 for ma buildings, improvements and infrastructure.

The difference between actual General Fund (GF) revenues received and actual GF expenditures (operating balance), plus any other GF one See internal service fund.

Ce rt i f i c at e s of Part i c i p at i on ( COP’ s ) Attachment 1

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APPENDICES
Glossary

De p art m e n t- The highest organizational unit with the City which is responsible for managing divisions or activities within a functional area.

De p re c i at i on - The cost of an asset divided by its expected useful life in years.

De v e lop m e n t Im p ac t Fe e- Fees places on the development of land or conditions required for the approval of a development project such as the donation (dedication or exaction) of certain land (or money) to specific public uses. The fees are typically justified as an offset to the future impact that development will have on existing infrastructure.

Di s c re t i on ary Ex p e n d i t u re- An expenditure that is avoidable.

Di v i s i on - An organization unit within a department that provides a specific service.

Em e rg e n c y Op e rat i on s Ce n t e r- An Emergency Operations Center is a pre-designated facility established by the City to coordinate its overall response and support to an emergency.

En c u m b ran c e s- Expenditure obligations of the City established when an agreement for services or goods is entered into. An encumbrance crosses fiscal years until the obligation is fully paid.

En d i n g Balan c e- A fund’s accumulation of revenues over its expenditures available for appropriation.

En t e rp ri s e Fu n d s- Used to account for an activity for which a fee or fees is charged to external users for goods or services. The City has four Enterprise Funds, Water, Wastewater, Airport, and Transit, which account for the water services, wastewater or sewer services, the municipal airport and Transit.

En v i ron m e n t al Im p ac t Re p ort- A detailed review of a proposed project, its potentially adverse environmental effects, possible changes that can be made to reduce adverse effects, and possible alternatives.

Ex p e n d i t u re s- The use of financial resources typically spent for goods or services.

Fi d u c i ary Fu n d s- Used to report assets held in a trustee or agency capacity for others.

Fi n an c i al Re s e rv e s- An unappropriated source of funding that can be utilized to meet unexpected budgetary needs.

Fi s c al Ye ar- A 12-month period specified for recording financial transactions. The City has specified July 1 to June 3 0 as its fiscal year.

Fran c h i s e- The fee paid to a municipality from a franchisee for the use of City streets and right-of-way.

Fu ll-Ti m e Eq u i v ale n t ( FTE) - Part-time and hourly positions expressed as a fraction of full-time positions (2,080 hours per year). Example: 3 positions working 20 hours a week equals 1. 5 FTE’s. 183
DRAFT
An organization unit within a department that provides a specific service.

An Emergency Operations Center is a pre-designated facility established by the City to coordinate its overall response and support to an emergency.

Expenditure obligations of the City established when an agreement for services or goods is entered into. An encumbrance crosses fiscal years until the obligation is fully paid.

A fund’s accumulation of revenues over its expenditures available for appropriation.

Used to account for an activity for which a fee or fees is charged to external users for goods Enterprise Funds, Water, Wastewater,
astewater or sewer services, the municipal airport and Transit.

The use of financial resources typically spent for goods or services.

Attachment 1

CITY OF EL PASO DE ROBLES

APPENDICES
Glossary

Fu n d- A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions or limitations.

Fu n d Balan c e- The difference between fund assets and fund liabilities; also known as fund reserves.

GANN Li m i t / Propos i t i on 4 - The City is required, under Article X IIIB of the State Constitution, to limit appropriations from proceeds of taxes. The annual appropriation limit is based on data received from the State, including various growth measures such as population, CPI and nonresidential construction changes.

Gas Tax- Administered by the State Board of Equalization, this is a per gallon tax on fuel used to propel a motor vehicle or aircraft. Use of the revenue is for research, planning, construction, improvement, maintenance, and operation of public streets and highways or public mass transit.

Ge n e ral Fu n d- The primary fund of the City used to account for all revenues and expenditures of the City not legally restricted as to use. This fund is used to accumulate the cost of the City’s general operations.

Ge n e rally Ac c e p t e d Ac c ou n t i n g Pri n c i p le s ( GAAP)- Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles.

Ge n e ral Ob li g at i on Bon d ( GO Bon d )- Bonds backed by the full faith and credit of the City, used for various purposes and repaid by regular revenue raising powers (generally property taxes) of the City.

Ge n e ral Plan - California State law requires each City to adopt a General Plan that describes the direction the City will take concerning its future development.

Ge og rap h i c In f orm at i on Sy s t e m s ( GIS)- A Geographic Information System (GIS) is an integrated collection of computer hardware and software used for the storage, retrieval, mapping, managing, viewing, analyzing, and modeling of data about geographic features. A GIS provides a framework for gathering and organizing mapped data about a city, along with related databases so that the information can be mapped and analyzed.

GIS is used in all primary systems within the City, including utility mapping and management, police dispatch, fire response, emergency planning and operations, planning and development, and much more.

Goals- A set of criteria to be achieved within a certain time period.

Gov e rn m e n t al Fu n d s- Funds generally used to account for tax-supported activities. There are five different types of governmental funds: general fund, special revenue funds, debt service funds, capital projects funds and permanent funds.

Gov e rn m e n t al Ac c ou n t i n g St an d ard s Board- The Governmental Accounting Standards Board establishes financial accounting and reporting standards for State and local governmental entities, including the City. The standards guide the preparation of external financial reports of those entities. 184
DRAFT
Administered by the State Board of Equalization, this is a per gallon tax on fuel used to propel a motor vehicle or aircraft. Use of the revenue is for research, planning, construction, improvement, s or public mass transit.

The primary fund of the City used to account for all revenues and expenditures of the City not This fund is used to accumulate the cost of the City’s general operations.

Bonds backed by the full faith and credit of the City, used for various purposes and repaid by regular revenue raising powers (generally property taxes) of the City.

California State law requires each City to adopt a General Plan that describes the direction the City will take concerning its future development.

CITY OF EL PASO DE ROBLES

APPENDICES
Glossary

Gov e rn m e n t Fi n an c e Of f i c e rs As s oc i at i on - The Government Finance Officers Association is the professional association of state/provincial and local finance officers in the United States and Canada and has served the public finance profession since 1906. Government Finance Officers Association members are dedicated to the sound management of government financial resources. The City strives to create a budget document that addresses the Government Finance Officers Association program criteria as a policy guide, financial plan, operations guide, and a communications device.

Gran t Fu n d s- Moneys received from another government, such as the State of Federal government, usually restricted to a specific purpose. An example is the CDBG grant provided by the federal government.

In f lat i on - A rise in price levels caused by an increase in available funds beyond the proportion of available goods.

In f ras t ru c t u re- A substructure or underlying foundation on which the continuance or growth of a community depends: roads, schools, transportation systems, etc.

In t e re s t In c om e- Revenue associated with the City cash management activities of investing fund balances.

In t e r-Fu n d Tran s f e rs- Monies moved from one fund to another. The money is transferred to finance the operations of another fund or to reimburse the fund for expenses.

In t e rn al Se rv i c e Fu n d- An internal service fund is used to report any activity that provides goods or services to other funds, departments, or agencies of the primary government.

Lan d s c ap e an d Li g h t i n g Di s t ri c t- An assessment district that is formed for the maintenance of landscaping and streetlight improvements.

Me as u re E-12 /J-2 0- Measure E-12 and Measure J-20 are a local transaction and use tax (sales tax) measure that asks the City’s voters to approve a general sales tax increase to maintain essential/general services, such as fire protection/paramedic services, wildfire/natural disaster emergency preparedness, 911 emergency response times, public safety, equipping first responders; fixing streets/potholes, school protective services, or other local priorities that the City Council and community may identify.

Mi s s i on St at e m e n t- A broad direction based on the needs of the community. A mission is general and timeless; it is not concerned with a specific achievement in a given period of time.

Mod i f i e d Ac c ru al- An adaptation of the accrual basis of accounting for governmental fund types. Revenues and other financing resources are recognized when they become available to finance expenditures for the current period. Expenditures are recognized when the fund liability is incurred.

Mu n i c i p al Cod e- A book that contains City Council approved ordinances currently in effect. The code defines City policy with respect to areas such as planning, zoning, building, etc. 185
DRAFT
A substructure or underlying foundation on which the continuance or growth of a community with the City cash management activities of investing fund balances.

Monies moved from one fund to another. The money is transferred to finance the und or to reimburse the fund for expenses.

An internal service fund is used to report any activity that provides goods or services to other funds, departments, or agencies of the primary government.

Lan d s c ap e an d Li g h t i n g Di s t ri c t- An assessment district that is formed for the maintenance of landscaping improvements.

Measure E-12 and Measure
approve a general sales tax
protection/paramedic services, wildfire/natural disaster Attachment 1

CITY OF EL PASO DE ROBLES

APPENDICES
Glossary

Mu n i s- The accounting and budgetary system used by the City of Paso Robles.

Non -De p art m e n t al- Appropriations of the General Fund not directly associated with a specific department.

Op e rat i n g Bu d g e t- The portion of the budget that pertains to daily operations and delivery of basic governmental services.

Op e rat i n g Ex p e n s e s- Expenditures for materials, supplies, and services which are ordinarily consumed within a fiscal year and which are not included in program inventories.

Ord i n an c e- A formal legislative enactment by the City Council. It is the full force and effect of law within City boundaries unless pre-empted by a higher form of law. An ordinance has a higher legal standing than a resolution.

Pe rf orm an c e / Work load Me as u re s- Number or percentage of work category completed or performed. The performance/workload measures provide an indicator of the amount of work performed or measures the quality of effectiveness of work performed by a department or program from year to year.

Pe rs on n e l Se rv i c e s- Wages, salaries and benefits paid to City employees.

Proj e c t e d Ex p e n d i t u re s- The amount of expenditures expected in the current fiscal year.

Proj e c t e d Re v e n u e- The amount of revenue expected to be received in the current fiscal year.

Prop e rt y Tax- Property tax is imposed on real property (land and permanently attached improvements such as buildings) and tangible personal property located within the City.

Prop os e d Bu d g e t- The initial plan for the fiscal year presented to the City Council before adoption.

Prop ri e t ary Fu n d s- Funds that focus on the determination of operating income, changes in net assets (or cost recovery), financial position and cash flows. There are two different types of proprietary funds: enterprise funds and internal service funds.

Re d e v e lop m e n t Ag e n c y ( RDA) - A separate legal entity charged with the responsibility for elimination of blight through the process of redevelopment.

Re i m b u rs e m e n t- The payment of an amount remitted on behalf of another party, department, or fund.

Re s t ri c t e d Re s e rv e s - Used to indicate that resources are not available for appropriation and subsequent spending but is either for a specific purpose or to fund a liability.

Re s olu t i on - A special order of the City Council, which has a subordinate legal standing than an ordinance. 186
DRAFT
empted by a higher form of law. An ordinance has a higher legal standing than a Number or percentage of work category completed or performed. The performance/workload measures provide an indicator of the amount of work performed or measures the quality of effectiveness of work performed by a department or program from year to year. alaries and benefits paid to City employees
The amount of expenditures expected in the current fiscal year.

The amount of revenue expected to be received in the current fiscal year.

Property tax is imposed on real property (land and permanently attached improvements such as buildings) and tangible personal property located within the City.

The initial plan for the fiscal year presented to the City Council before adoption.

Funds that focus on the determination of operating income, changes in net assets (or cost Attachment 1

CITY OF EL PASO DE ROBLES

APPENDICES
Glossary

Re v e n u e- Amount received for taxes, fees, permits, licenses, interest, and intergovernmental sources during the fiscal year.

Re v e n u e Bon d- A type of bond usually issued to construct facilities. The bonds are repaid from the revenue produced by the operation of these facilities.

Re v i s e d Bu d g e t- Adopted plus/minus any midyear Council action.

Ri s k Man ag e m e n t- An organized attempt to protect a government’s assets against accidental loss in the more economical method.

St af f i n g f or Ad e q u at e Fi re an d Em e rg e n c y Re s p on s e ( SAFER) Gran t- Competitive grants from the Department of Homeland Security through the Federal Emergency Management Agency, which are utilized by the Emergency Services Department to hire additional firefighters.

Sale s Tax- Tax imposed on retailers for the privilege of selling tangible personal property in California as well as within the City.

Salari e s an d Be n e f i t s- The set of all City-related operating costs for personnel (e. g. , salaries, wages, retirement, health, dental, etc. ).

Sp e c i al Re v e n u e Fu n d s- Governmental fund type used to account for the proceeds of specific revenue sources (other than major capital projects) that are legally restricted for specified purposes.

St af f i n g- A budget category which generally accounts for full-time and temporary employees.

St rat e g i c Plan - A document outlining long-term goals, critical issues, and action plans that will increase the organization’s effectiveness in attaining its vision, priorities, mission, goals, and objectives.

Su p p le m e n t al Sale s Tax- Additional local add-on sales tax. The City currently has two: Measure E-12, a half cent supplemental sales tax and Measure J-20, a full cent supplemental sales tax.

Tax e s- Compulsory charges levied by a government for the purpose of financing services performed for the common benefit.

Tran s f e rs In / Ou t- Movement of money from one fund to another within the City of Paso Robles or component units of the City of Paso Robles.

Tran s i e n t Oc c u p an c y Tax ( TOT) - A tax imposed on travelers who stay in temporary lodging facilities within the City.

Un f u n d e d Pe n s i on Li ab i li t y- The difference between assets in a pension fund and the amount of benefits the fund is required to pay out in the long-term.
187
DRAFT
St af f i n g f or Ad e q u at e Fi re an d Em e rg e n c y Re s p on s e ( SAFER) Gran tthrough the Federal Emergency Management Agency, irefighters.

Tax imposed on retailers for the privilege of selling tangible personal property related operating costs for personnel (e. g. , salaries, wages, Governmental fund type used to account for the proceeds of specific revenue sources (other than major capital projects) that are legally restricted for specified purposes.

A budget category which generally accounts for full
A document outlining long-term goals, critical issues, and action plans that will increase the organization’s effectiveness in attaining its vision, priorities, mission, goals, and objectives.

Additional local add
Attachment 1

CITY OF EL PASO DE ROBLES

APPENDICES
List of Acronyms
115 Section 115 Pension Trust Fund
AB Assembly Bill
ACFR Annual Comprehensive Financial
Report
AD Assessment District
ADA Americans with Disabilities Act
AGIS Airport Geospatial Information
System
ALP Airport Layout Plan
AMR Automatic Meter Reading
ARPA American Rescue Plan Act
AS Administrative Services
ATP Active Transportation Program
AVL Automatic Vehicle Locator
BPMP Bicycle and Pedestrian Master
Plan
BSP Barney Schwartz Park
CAD Computer Aided Dispatch
CA or CAL California
CalPERS California Public Employees
Retirement System
CAP Cost Allocation Plan
CAT Community Action Team
CC City Council
CDBG Community Development Block
Grant
CDD Community Development
Department
CEO Chief Executive Officer
CEQA California Environmental Quality
Act
CFD Community Facilities District
CH City Hall
CIP Capital Improvement Program
CMO City Manager’s Office
CO Carry-over/Carry-forward
COLA Cost of Living Adjustment
COPS Citizens Option Public Safety
COVID-19 Coronavirus Disease 2019
CPI Consumer Price Index
CS Community Services
CSF Central Service Fund
CSO Community Services Officer
CTC California Transportation
Commission
DIF Development Impact Fee(s)
DOT Department of Transportation
DT Downtown
DWR Department of Water Resources
ECHO El Camino Homeless Organization
EDA Economic Development
Administration
EDSP Economic Development Strategic
Plan
EIR Environmental Impact Report
EMD Emergency Medical Dispatch
EMS Emergency Medical Services
ES Emergency Services
EOC Emergency Operations Center
FAA Federal Aviation Administration
FD Fund
FT Full-time
188
DRAFTConsumer Price Index
Community Services
Central Service Fund
CSO Community Services Officer
CTC California Transportation
DIF
DOT
DT
Master
Barney Schwartz Park
Computer Aided Dispatch
California Public Employees
Retirement System
Cost Allocation Plan
Attachment 1

CITY OF EL PASO DE ROBLES

APPENDICES
List of Acronyms
FTE Full-Time Equivalent
FY Fiscal Year
FYE Fiscal Year Ended
GAAP Generally Accepted Accounting
Principles
GASB Government and Accounting
Standards Board
GF General Fund
GIS Geographical Information
Systems
GL General Ledger
GO General Obligation
HBP Highway Bridge Program
HSIP Highway Safety Improvement
Program
HUD Housing and Urban Development
HVAC Heating, Ventilation, and Air
Conditioning
IAFF International Association of Fire
Fighters, Local 4148
ISF Internal Service Fund
ISO Insurance Services Office
IT Information and Technology
JPIA Joint Powers Insurance Authority
L&L Landscape and Lighting District
LAIF Local Agency Investment Fund
LMP Larry Moore Park
LSRP Local Roadway Safety Program
LTF Local Transportation Fund
MGMT Management
MOU Memorandum of Understanding
NFPA National Fire Protection
Association
NIMS National Incident Management
System
NVR Network Video Recorder
OES California Office of Emergency
Services
OPEB Other Postemployment Benefits
OTS Office of Traffic Safety
PAED Project Approvals and
Environmental Documents
PC Personal Computer
PED Pedestrian
PEG Public Education Government
PEMHCA Public Employees Medical and
Hospital Care Act
PEPRA Public Employees’ Pension
Reform Act
PERS Public Employee Retirement
System
PD Police Department
PG&E Pacific Gas and Electric
PO Purchase Order
POA Police Officer’s Association
PPE Personal Protective Equipment
PRFES Paso Robles Fire and Emergency
Services
PRTID Paso Robles Tourism
Improvement District
PSC Public Safety Center
189
DRAFTOffice
Project Approvals and
Environmental Documents
PC Personal Computer
PED Pedestrian
PEG
PEMHCA
Housing and Urban Development
Heating, Ventilation, and Air
International Association of Fire
Fighters, Local 4148
Internal Service Fund
Insurance Services Office
PEPRA
Attachment 1

CITY OF EL PASO DE ROBLES

APPENDICES
List of Acronyms
PS&E Plans, Specifications, and
Estimates
PT Part-time
PW Public Works
RAB Round About
RDA Redevelopment Agency
REC Recreation
RFP Request for Proposal
RFQ Request for Qualifications
RMRA Road Maintenance and
Rehabilitation Account
ROW Right-Of-Way
RSHA Regional State Highway Account
RTA Regional Transit Authority
SA Successor Agency
SAFER Staffing for Adequate Fire and
Emergency Response
SB Senate Bill
SBE State Board of Equalization
SEIU Service Employee International
Union (Local 620)
SLESF Supplemental Law Enforcement
Services Fund
SLO San Luis Obispo
SLOCOG San Luis Obispo Council of
Governments
SR State Route
SRO School Resources Officer
SSM Support Services Manager
SST Supplemental Sales Tax
SSTOC Supplemental Sales Tax Oversight
Committee
SWAT Special Weapons and Tactics
SWMP Stormwater Management Plan
TBD To Be Determined
TDA Transportation Development Act
TIF Transportation Impact Fee(s)
TOT Transient Occupancy Tax
UAL Unfunded Accrued Liability
UB Utility Billing
US United States
USHA Urban State Highway Account
USO United Service Organizations
WTP Water Treatment Plant
WW Wastewater
WWTP Wastewater Treatment Plant
190
DRAFTUnfunded Accrued Liability
Utility Billing
United States
USHA Urban State
USO United Service Organizations
WTP
WW
Staffing for Adequate Fire and WWTP
Emergency Response
State Board of Equalization
Service Employee International
Union (Local 620)
Supplemental Law Enforcement
Attachment 1

Paso Robles City CouncilJune 3, 2024

Paso Robles City Council
June 3, 2024