Paso Robles City Council
June 18, 2024

FRANK EDEN KOPCINSKI
Lane, Paso Robles, CA 93446 Ƈ
June 12, 2024
Dear City Council and Fire Chief,
We received a weed abatement request letter from the City in May 2024. This was around the time our tenants had moved out and we began making repairs and conducting maintenance at the property. During this time, we abated the weeds in our yard twice. (See Attachment 1, Before and After Photos of Weed Abatement from MayDQG 2024). Subsequently, we received a second abatement letter. We abated the weeds and debris in our yard for a third time yesterday June 11, 2024. (See Attachment 2, Before and After Photos of Weed Abatement from June 11, 2024). At this time we feel there is no need for the City to take any further action.

Respectfully,
Frank Kopcinski
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Council Agenda Report
From: Freda Berman, Public Works Director
Subject: Approval of New City Park Event – Día de los Muertos 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 18, 2024
Facts

1. The Downtown Paso Robles Main Street Association, in conjunction with the Hispanic Business Association, proposes to stage a new cultural event, Día de los Muertos, in City Park on Saturday, October 26, 2024, from 10 a.m. to 4 p.m.

2. The Main Street Association, with its merchant partners and partnering organizations, is intent on producing a cultural awareness event in City Park to bring the entire community together to celebrate cultural diversity while highlighting all that downtown has to offer.

3. In addition to the Hispanic Business Association, the Paso Robles Historical Society at the Carnegie Library is working with Main Street to highlight Día de los Muertos through exhibits and educational materials.

4. Attendees will have the opportunity to learn cultural crafts, enjoy mariachi music and folklorico dancing and interact with artisans. Culturally specific foods will be available for sale. Commemorative altars called ofrendas will be displayed both inside the Carnegie Library and outside on the steps.

5. All required logistical support for Día de los Muertos will be provided by the Downtown Paso Robles Main Street Association and its event partners.

Options

1. Take no action;

2. Approve the request of the Downtown Main Street Association to present the Día de los Muertos event on October 26, 2024, in City Park; or

3. Provide alternative direction to staff.

Analysis and Conclusions
Día de los Muertos, or Day of the Dead, is a traditional Mexican holiday where families welcome back the souls of their deceased relatives for a brief reunion that includes food, drink and celebration. The holiday is derived from the ritual of the pre-Hispanic peoples of Mexico. Led by the goddess Mictecacihuatl, known as “Lady of the Dead,” the celebration lasted a month. After the Spanish arrived in Mexico and began converting the native peoples to Roman Catholicism, the holiday was moved to coincide with All Saints’ Day and All Souls’ Day (November 1-2).

In commemoration of the celebration, families create ofrendas – altars welcoming the deceased decorated with photos, candles, flowers and food. Other prominent symbols related to Day of the Dead

are calacas (skeletons) and calaveras (skulls). Traditionally, toys and food, including breads and candies, are created using these symbols.

The inaugural Paso Robles Día de los Muertos event will feature artisans, entertainers, businesses and organizations all celebrating the rich cultural history of the holiday and traditions. The event will not conflict with the Saturday Farmer’s market located on 11th Street between Spring Street and Park Street.

Fiscal Impact
No funding is requested for this event. The Downtown Paso Robles Main Street Association is responsible for all costs associated with the Día de los Muertos event.

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

Recommendation (Option 2)
Approve the request of the Downtown Main Street Association to stage the Día de los Muertos event in City Park on October 26, 2024.

Attachments

1. Event map

Attachment 1

Council Agenda Report
From: Ty Lewis, City Manager
Chris Huot, Assistant City Manager
Ryan Cornell, Administrative Services Director
Subject: Adoption of Operating and Capital Budget for Fiscal Years 2024-25 and 2025-26 and Appropriations Limit for Fiscal Year 2024-25
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 18, 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 six months.

2. On December 7 and 8, 2023, the City’s executive leadership team held day-long planning sessions to align department workplans with previous City Council and community priorities.

3. 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.

4. 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.

5. 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 report.

6. 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).

7. 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. Regardless, that staff report still provided the Council and community with a preliminary outlook in those programs.

8. On June 3, 2024, City Council held a special meeting to review the preliminary budget report in its entirety, prior to final adoption.

9. Since that meeting, staff has revised and finalized the budget based on input received from the City Council including earmarks for the Hispanic Business Association and design for monument signage at City gateways. The document has also been updated to include required components of the Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award, in which the City was awarded for the first time in 2022.

10. The Fiscal Years 2024-25 and 2025-26 Budget Report contains all projected revenues, appropriations and transfers, and shall be implemented by the City Manager per Council policies and direction. For

FY 2024-25, appropriations total $170,245,300; and for FY 2025-26, appropriations total $155,426,100.

11. The FY 2024-25 staffing authorization includes 304.44 full-time equivalent positions as shown in the Budget Report. The FY 2025-26 staffing authorization includes 314.44 full-time equivalent positions as shown in the Budget Report.

12. Article XIIIB of the State Constitution, added in November 1979 when voters approved Proposition 4, requires state and local governments to annually approve an appropriations limit.

13. The appropriations limit may be adjusted annually by a factor comprising the change in population combined with either the change in California per capita personal income or the change in the local assessment roll due to the local non-residential construction. The data required to complete the calculation is provided by the State of California, Department of Finance.

Community Outreach
This is the eighth 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; 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; and on June 3, 2024, with the City Council holding a special meeting to review the Budget Report in its entirety prior to final adoption. Additional outreach has been made in recent months to organizational groups such as, Chamber of Commerce, Main Street Association, Rotary, Travel Paso, etc. regarding the City road maintenance program and the potential renewal/extension of Measure E-12, the City’s half cent supplemental sales tax.

Options

1. Take no action; or

2. Approve the Operating and Capital Budget for fiscal years 2024-25 and 2025-26 and the appropriations limit for fiscal year 2024-25; or

3. Provide alternative direction.

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 three public meetings, one in April, one in May and one in June. 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 adoption of the budget, the budget is an ongoing process. City staff will continue to monitor local, state, and national economic activity and report back to City Council throughout the year as appropriate. Pages 1 through 18 of the Proposed Budget Report (Attachment No. 1) is the City Manager’s Budget Message and City Council Goals and Strategic Priorities. It provides a high-level overview of the City’s budget priorities, themes and highlights alignment with community goals and priorities.

Staff will provide a brief presentation on this topic.

Fiscal Impact
The total appropriations limit for FY 2024-25 is 170,245,300. There is no fiscal impact regarding the appropriations limit; the City’s proceeds from taxes and expenditures continue to be below the allowable limit, at approximately 76% (the appropriations limit is 65,761,201, while total City appropriations subject to the limit is $58,559,600, which is approximately $7.2 million under the limit).

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

1. Approve Resolution 24-XXX, adopting the operating and capital improvement budget for fiscal years 2024-25 and 2025-26, as presented, for all funds and expenditures, and direct the City Manager to implement the budget.

2. Approve Resolution 24-XXX, adopting $65,761,201 as the City’s appropriations limit for the fiscal year ending on June 30, 2025.

Attachments

1. Operating and Capital Budget Report – Fiscal Years 2024-25 and 2025-26

2. Resolution 24-XXX(A) - Adopting the Budget for Maintenance and Operations and Capital Appropriations for FY 2024-25 and 2025-26

3. Resolution 24-XXX(B) - Authorizing the City’s Appropriation Limit for FY 2024-25

OPERATING AND CAPITAL BUDGET REPORT
FISCAL YEARS 2024-25 & 2025-26
City of El Paso de Robles, California
Attachment 1

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 Summary of City Council Adopted Goals........................................................................................................... 10 Community Profile............................................................................................................................................. 19 City Services....................................................................................................................................................... 19 City Government ............................................................................................................................................... 20 History of Paso Robles....................................................................................................................................... 21 City Economy and Outlook ................................................................................................................................ 23 Budgeting and Budgetary Accounting............................................................................................................... 24 Budget Process and Timeline ............................................................................................................................ 25 City Facts, Demographics and Other Economic Statistics................................................................................. 25 GFOA Distinguished Budget Presentation Award ............................................................................................. 29

FINANCIAL SUMMARIES AND FUND OVERVIEWS
Summary of Sources and Uses of Funds and Reserve Balances – FY 2024-25 .................................................. 32 Summary of Sources and Uses of Funds and Reserve Balances – FY 2025-26 .................................................. 34 General Fund ..................................................................................................................................................... 36 Measure J-20 Supplemental Sales Tax Fund ..................................................................................................... 39 Downtown Parking Fund ................................................................................................................................... 40 Landscape and Lighting District Fund................................................................................................................ 41 Water Fund........................................................................................................................................................ 42 Wastewater Fund .............................................................................................................................................. 44 Airport Fund ...................................................................................................................................................... 46 Solid Waste Fund............................................................................................................................................... 47 Recycled Water Fund......................................................................................................................................... 48 Information Technology Central Service Fund.................................................................................................. 49 Fleet Maintenance Central Service Fund .......................................................................................................... 50 Risk Management Central Service Fund............................................................................................................ 51

AUTHORIZED POSITIONS
Summary of Positions by Department .............................................................................................................. 53 Summary of Positions by Fund.......................................................................................................................... 53

DEPARTMENT AND PROGRAM OVERVIEWS
City Organizational Chart................................................................................................................................... 55 City Manager’s Office ........................................................................................................................................ 56 Department of Administrative Services............................................................................................................ 63 Police Department............................................................................................................................................. 68 Department of Fire and Emergency Services.................................................................................................... 73 Department of Public Works............................................................................................................................. 80 Department of Community Services ................................................................................................................. 94 Department of Community Development ...................................................................................................... 100 Department of Utilities.................................................................................................................................... 104 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........................................................................................................................ 109 Summary of Proposed Capital Projects........................................................................................................... 111 Summary of Appropriations by Funding Source ............................................................................................. 114 Road Maintenance Projects ............................................................................................................................ 115 Transportation Projects................................................................................................................................... 119 Stormwater Projects........................................................................................................................................ 137 Parks and Recreation Projects......................................................................................................................... 141 City Facility Projects......................................................................................................................................... 149 Information Technology Equipment Replacement Schedule.......................................................................... 159 Fleet and Equipment Replacement Schedule ................................................................................................. 163

INTERFUND TRANSFERS
Interfund Transfers Summary ......................................................................................................................... 165 Operating Transfers......................................................................................................................................... 165 Cost Allocation Transfers................................................................................................................................. 167 Capital Transfers.............................................................................................................................................. 167 Internal Service Fund/Replacement Transfers................................................................................................ 168

LONG-TERM DEBT OBLIGATIONS
Summary of Long-Term Debt Outstanding ..................................................................................................... 171 Budgeted Debt Service Payments for FY 2024-25 and 2025-26 ..................................................................... 173 Other Post-Employment Benefit Liability........................................................................................................ 174 Unfunded Pension Liability.............................................................................................................................. 175 Fitch Ratings – General Obligation Bonds....................................................................................................... 177

APPENDICES
Resolution of the City Council Adopting the Budget for Maintenance, Operations and Capital Appropriations for the Fiscal Years 2024-25 and 2025-26 ....................................................................... 181 Resolution of the City Council Adopting an Appropriations Limit for Fiscal Year 2024-25 ............................. 183 Fiscal Year 2022-2023 Year in Review Annual Report..................................................................................... 185 Message from the City Manager .............................................................................................................. 187 City Manager’s Office................................................................................................................................ 188 Department of Administrative Services.................................................................................................... 195 Police Department.................................................................................................................................... 199 Department of Fire and Emergency Services............................................................................................ 202 Department of Public Works .................................................................................................................... 206 Department of Community Services......................................................................................................... 213 Department of Community Development................................................................................................ 217 Department of Utilities............................................................................................................................. 222 Fiscal Policy...................................................................................................................................................... 225 Fund Structure and Description of Funds........................................................................................................ 236 Glossary ........................................................................................................................................................... 239 List of Acronyms.............................................................................................................................................. 247 Attachment 1

Introductory Section
Attachment 1

Attachment 1

CITY OF EL PASO DE ROBLES
“The Pass of the Oaks”
1000 SPRING STREET • PASO ROBLES, CALIFORNIA 93446
June 18, 2024
Honorable Mayor and City Council,
I am pleased to present to you the City’s operating and capital budgets for Fiscal Year 2024-25 and 2025-

26. This budget is noticeably more reserved than the prior two years. Despite the slowing of the local economy, the City continues to make great strides to address the most pressing community concerns and issues. Over the past two years, the organization has undertaken modest staffing growth and completed a reorganization to improve service delivery and improve efficiencies. As with the state and national economies, our local economy is feeling the impact of prolonged inflation and high interest rates. As a result, the City has experienced a slight slowing of revenue growth, particularly sales tax. Although economic indicators do not signal a recession, we are not anticipated to see the double-digit growth in sales tax that was experienced the past several fiscal years. These circumstances challenge us to be even more efficient, more effective, and more responsive to the needs of City of Paso Robles residents and our visitors. This plan concentrates available resources to address only the most critical needs of the operations, while focusing capital investments on projects that maintain existing assets, while preserving sufficient rainy-day reserves.

This budget reflects the City’s commitment to its new “SMART” goals concept, that is Specific, Measurable, Achievable, Relevant, and Time-Bound. The goals, as outlined throughout this document, reflect a reformatted structure that streamlines the goals framework and links measurable outcomes. These new goals include overhauled goals categories, as well as specific action items and initiatives that will drive the workplan of staff for the next two fiscal years. The reformatted goals provide the City Council and public with a more comprehensive understanding of what specifically the City seeks to achieve for the next two years. Subsequently, this budget allocates resources based on these updated set of goals and objectives that the City Council adopted during the spring of 2024.

Most notably, this budget overlaps with the sunset of Measure E-12, a one-half cent general sales tax measure that is set to expire in March 2025. E-12 provides upwards of $7 million in general fund revenue annually to the City. All of the funding generated by E-12 stays with the City of Paso Robles and is subject to multiple layers of oversight. By direction of the City Council, an equivalent amount of general fund dollars are directed to the City’s roads maintenance program each year. If E-12 is not renewed by voters in November 2024, it will have a significant ripple effect within the City’s budget. As of now, staff is not accounting for any new revenue from E-12 after the sunset date. In tandem, staff has not proposed any significant road repair projects in the coming fiscal years. If E-12 is not renewed, there will need to be additional discussions to determine if existing revenues should be reallocated to fund road repairs.

Options are limited and will likely mean impacts to other services, programs, and facilities – including public safety, parks, and public works.

Operationally, this budget seeks to advance key programs, services, and projects that are of utmost need and importance. A limited number of new full time positions are proposed to advance key goals of the City Council. Most notably, this budget includes the proposed addition of a homeless services manager.

The position is necessary to begin to fully implement the City Council’s Strategic Plan to Address Homelessness. Other proposed positions augment public safety services, internal services, and support of 1 Attachment 1

utilities activities. However, the number of new proposed positions is significantly fewer than what had been added during the previous budget cycle.

Within the capital improvement budget, many of the proposed projects focus on addressing deferred maintenance across City facilities and other assets. These projects include roof repairs, HVAC replacements, parks and community center improvements, and limited road repair projects. Addressing these types of projects now is necessary and prudent to avoid higher project costs in the years to come, as well as potentially experiencing further facility deterioration and damage. The ability for the City to address these critical needs is due to the proposed drawdown of general reserve funds that are above the City’s reserve policy. Drawing down these funds allow the City to complete one-time project, but do not go below the 30 percent reserve policy level of the City Council.

One of many efforts to stimulate and sustain a healthy local economy is to support residential, commercial, and industrial development. Despite the slowing of the economy, local development activity remains healthy. The City has issued over 208 residential permits in 2023, helping to facilitate new housing growth and to increase supply and affordability. As a result, according to the State of California, the City’s population grew 0.4 percent, or a gain of 115, between January 1, 2023 to January 1, 2024; the City new population is 30,907 and was one of two cities within San Luis Obispo County to see a population increase. (The other City was San Luis Obispo at 0.9 percent). New commercial and industrial developments are underway, or recently completed, in the northeast part of the City. New hotel and hospitality projects also remain ongoing with three hotel projects currently in the construction phase, with several more in the planning stage. The City’s efforts to increase technology and Science, Technology, Engineering and Mathematics (STEM)-related jobs continue to advance as the City has or will be completing technical work to advance the City’s spaceport project. The City’s new economic development strategic plan is close to finalization, which proposes to allocate resources toward establishing best practice business attraction, retention and expansion programs. Finally, the City is supporting growth and new development by ensuring there are sufficient resources, such as water, to accommodate new growth. Over the past several years, users of the City’s water system have become increasingly more efficient with water utilization.

Additionally, the City is advancing its recycled water project into the next phase of construction. Taken together, the City has a stable water portfolio and can manage the anticipated growth. Work is also underway to complete the annexation of property adjacent to the City’s landfill to create a regional renewable energy park to meet rigorous state requirements regarding solid waste diversions (see Department of Utilities Strategic Priorities for further detail).

The following are some key issues and highlights within the budget:

Staffing Overview
Funding for all currently authorized positions is included in the proposed budget. Upon adoption, the budget will increase the City’s full time equivalent (FTE) count by 20.53 over the two fiscal years with the total authorized by FY 2025-26 is 314.44. The Police Department, Fire Department, and Utilities Department make up the largest three departments in terms of personnel. As proposed, approximately 61 percent of all positions citywide are funded through the general fund, with 18 percent funded by Measure J-20 and 21 percent of positions funded by other sources, such as enterprise funds (e.g., sewer, water, solid waste) and internal service funds. More detailed staffing schedules are available within this document.

The new positions proposed focus on key programs, services, and initiatives of the City Council. A net increase of 10.53 FTEs in FY 2024-25 and 10 FTEs in FY 2025-26. 2 Attachment 1

New positions include:
• Homeless Services Manager
• Lead Human Resources Specialist
• Engineering Permit Technician
• Engineering Inspector
• Recreation Program Coordinator
• Paramedic Squad (3 Firefighters/3 Fire Engineers)
• Emergency Services Training Officer
• Emergency Services Administrative Coordinator
• Airport Maintenance Specialist III
• Airport Operations Technician
• Public Works Management Analyst
• Water Maintenance Specialist II (2 total positions)
• Street Maintenance Personnel (3 total positions)
Labor
The City Council ratified new labor agreements with the City’s all three labor groups in 2023. One of the objectives of the agreements was to ensure the City remained fiscally competitive for the recruitment and retention of all positions. Each agreement has a term of three years and calls for adjustments to base compensation rates for each group based on the City achieving certain revenue targets. This budget includes projections for the agreed upon compensation adjustments to occur in January 2025. The City and labor groups are expected to begin negotiations on new labor agreements toward summer 2025.

In 2023, the City contracted with an outside firm 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. Staff will be bringing forward recommendations from the study to make adjustments to the structure of the City’s classification system, as well as compensation adjustments for select positions based on a detailed market analysis and fiscal capacity.

Measure J-20
Measure J-20, a one-cent local sales tax, remains a significant and important resource for the City. The entire amount of revenue generated from J-20 is retained by the City of Paso Robles. This funding is directed toward three City Council spending priorities: police, fire and roads. Over the next two fiscal years, this funding will go toward maintaining staffing and service levels across the public safety departments. This includes the operation of Fire Station No. 3 and funding for 29 police positions and 23 fire department positions (inclusive of positions proposed to be added in FY 2024-25 and 2025-26). Since its passage by voters in 2020, over $10 million has been allocated toward road repair work and helps fund five street maintenance staff members. Measure J-20 has allowed the City to greatly enhance its public safety services, ensuring the City remains a vibrant, safe, and welcoming community.

Within the upcoming budget, Measure J-20 is proposed to fund several new positions, services, programs and studies, including:
• Paramedic Squad1
• Ambulance and medical transport services study
3 Attachment 1

• Emergency Services Training Officer1
• Emergency Services Administrative Coordinator1
• Police Department Recruiting Marketing Program
• Patrol rifles and other safety equipment
• Police Department Community Risk Assessment and Standards of Cover Study • Street Maintenance Personnel (3 total positions)
1 Note 1: Although these items are proposed to be funded by Measure J-20, these positions will be dependent on if Measure E-12 is continued by voters. If Measure E-12 is not continued by voters, some of these items may need to be deferred in order to allocate funding to local road repair projects. This determination will be made during the mid-year budget discussions in late 2024 or early 2025.

Tourism
The tourism industry remains strong and is projected to remain stable over this next budget cycle.

According to Visit SLO CAL, the countywide non-profit destination marketing and management organization: “In 2023, tourism also contributed $110 million in local tax revenue. Without the tax revenue generated by tourism, each local household would need to pay an additional $21,415 to create the same economic benefit for the community. Furthermore, each household would need to spend an additional $1,914 in taxes to create the same economic impact for local businesses.” In Paso Robles, Visitor spending most notably impacts two major revenue sources: Transient Occupancy Tax (hotel tax) and sales tax. The City’s hotel tax is expected to grow over the next two years due to increased daily rates and new hotel projects anticipated to come online. These new projects include River Lodge, Hotel Ava and the Residence Inn. Several more hotel and hospitality related projects will advance in the planning and construction phases within the next two years. It should also be noted that visitor spending also impacts sales tax revenues, which is anticipated to show modest, but restrained growth over the next two years. For the calendar year of 2023, the City ranks 73rd of 539 agencies statewide in the amount of sales tax generated on a per capita basis. This reflects the immense impact visitor spending has on the City’s budget. Absent this spending, residents would be required to make up the difference in revenues in order to receive the same level of services currently being provided by the City. The City ranks higher in per capita sales tax than the cities of Santa Monica, Sonoma, Santa Barbara, Monterey, South Lake Tahoe, Ventura, and Oxnard.

Updated General Fund Reserves/One-Time Funding Availability 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, 2024 are $19.4 million, or 38 percent of revenues, exceeding minimum reserves by approximately $4.5 million. Amounts that exceed the reserve policy level can be utilized for one-time capital projects. As contained within this budget, it is proposed that reserves above the City Council policy level be used to address deferred maintenance capital needs of the City. These are one-time expenditures that are predominately intended to extend the life and usefulness of City facilities through address basic maintenance issues that have been deferred or not fully addressed in prior fiscal years. As a result, the reserve levels will be taken down to the 30 percent policy level. The remaining reserves are only to be used during a fiscal emergency or disaster type of event. 4 Attachment 1

The City also maintains a Section 115 trust, which was established to prefund the City’s pension costs. This trust is controlled by the City and the funds can only be used to pay CalPERS for pension-related costs.

These funds are separate and distinct from the City’s rainy-day fund. The Section 115 trust serves as an additional source of pension contribution funds during challenging economic or budgetary periods. The balance of the City’s Section 115 trust is approximately $10.2 million. Staff is not proposing to utilize any of these funds as part of this budget cycle. However, if economic conditions deteriorate or other budgetary constraints emerge, this funding can be used to temporarily offset the City’s ongoing pension payments to CalPERS.

Capital Improvements
A capital project is considered a one-time expenditure but often the projects take multiple years to deliver and fully fund. Requests for capital project funding for this budget cycle were much greater than funding available, particularly for General Fund projects. As a result, staff prioritized capital projects that focus on deferred maintenance issues, projects that leverage grant funding, projects that support growing the economy, and those that address public safety. Additionally, this capital budget does not assume new revenues are available from Measure E-12, as this tax expires in March 2025. As a result, funding allocated from the general fund to street repair work is very limited beyond projects that have already been budgeted. Furthermore, the capital budget is supplemented by the drawing down of reserves to address much needed projects across the City.

The total capital improvement budget for FY 2024-25 across all funding sources is $69.6 million. For FY 2025-26, the total capital improvement budget is $56.7 million. The capital improvement budget is organized into nine categories by project type. Each category is comprised of multiple projects, and several have multiple funding sources. The following is summary of those categories and total dollar amounts by category for each fiscal year:

Category FY 24-25 FY 25-26
Road Maintenance Projects $ 8,028,000 $ 7,515,000
Transportation Projects 28,682,500 26,877,700
Stormwater Projects 675,000 30,000
Parks and Recreation Projects 447,000 682,000
City Facility Projects 7,892,400 3,522,000
Water Enterprise Projects 4,885,500 2,990,000
Wastewater Enterprise Projects 3,115,900 4,213,000
Airport Enterprise Projects 1,365,000 485,000
Recycled Water Project 12,761,400 13,230,000
Solid Waste Project 2,452,500 1,754,000
Total $ 70,305,200 $ 61,298,700
Project details, including funding sources, are included within the Capital Outlay section of this document.

Other Items of Note:

There are several other miscellaneous items of note within the budget. Below is a brief summary of selected items:
• Airport Master Plan Update: The City is expected to update the airport master plan every 10 years.

The current plan was updated in 2004 and does not reflect current goals for the future of the 5 Attachment 1

Airport. In addition, a full master plan update is required by the Federal Aviation Administration (FAA) to move forward with a Spaceport application. The airport master plan helps guide the orderly and timely development of the airport to meet current and future facility needs. This budget allocates $640,000 to complete this work. The majority of the funding for this work is funded by a Federal Aviation Administration grant, with approximately $89,000 in local funds. • Tourism Impact Study: As the City’s status as a tourist destination increases, so have questions regarding how tourism impacts the community from a revenue and service delivery standpoint.

In an effort to answer these questions and to quantify the impact of tourism on City operations, the budget includes $35,000 to conduct this study.
• Middle Mile Broadband Concept 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 proposed to be funded by the Economic Vitality Fund (i.e., proceeds from Senate Bill 1090). • Street Light Evaluation: Most of the streetlights within the City are not owned or maintained by the City. In the case where the City does not own the streetlight, the City is paying significantly higher costs on a monthly basis than if the City owned the street light system. The potential purchase of the street light system requires technical and procedural work to complete. This budget contains $300,000 to advance the acquisition process forward. It is projected that the City can save millions of dollars over 20 years upon purchasing the system. • Non-Profit Contributions: The City has historically partnered with community organizations to advance key economic development, tourism, and general marketing initiatives. Through these contributions, the City contracts with the Paso Robles and Templeton Chamber of Commerce for visitor center operations, the Paso Robles Wine Country Alliance for regional marketing, and the Mainstreet Association for marketing and event promotions within downtown Paso Robles. By contributing to these organizations, the City leverages their expertise, staff, and reach to provide services and
• City Landfill Annexation: 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 budget includes $65,000 in funding to advance the annexation-related work.

Final Note
The budget is the main planning tool that allows our team to provide exemplary services, implement key programs and complete much needed projects for the benefit of taxpayers. This process formally begins 6 Attachment 1

in January, but management of the budget is an ongoing, year-round process. This budget is made possible due to the leadership of the City Council, as well as each of the 300 City staff members that carry out the vision of the City Council. In particular, thanks are due to the City’s executive team and Administrative Services Department for their input throughout the budget process. I am pleased to share this budget with each of you, our City team, and the entire community. ____________________
Ty Lewis, City Manager
7 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
88 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
99 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
10 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
11 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
12 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
13 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
14 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
15 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
16 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
17 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
18 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.

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.” The City understands the importance of business development and works hard to attract commerce in a diverse array of industries. The economic outlook for Paso Robles continues to be strong. The housing market is robust, and offers a wide array of housing choices, including new neighborhoods, houses with acreage, infill, and charming Victorian homes, with a median home price of about $700,000. Paso Robles also has excellent schools, both public and private. Approximately half an hour away is the nationally ranked Cal Poly State University in San Luis Obispo, and within the city of Paso Robles is accredited Cuesta College (North County Campus).

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; City of El Paso de Robles
19 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 January 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.

John 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
20 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, James 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 James. Drury James was a brotherin-law of Daniel Blackburn as well as the uncle to the outlaws Jesse James. In
1873, James 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
James.

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.
21 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.

From Hot Springs to Hotels
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.

From Vineyards to Wine
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
22 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 Klintworth planted a vineyard in the Geneseo/Linne area where they were licensed to sell jugs of Zinfandel, 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 familiessettled 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 Zinfandel. 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% 23 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 extension in November 2024. The tax provides the vast majority of the funding for the City’s Road Maintenance Program. The measure brings in approximately $6 to $7 million each year and if the measure is not renewed, there will be adverse impact throughout the organization and road conditions will likely get worse. Specifically, the budget will be adversely impacted in FY 2025-26 without the measure being renewed. Absent the measure being renewed and should the City Council desire to fund road repairs at a similar level as today, there will need to be 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.

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

The operating budget is prepared in the context of a ten-year financial plan with operating expenditures and revenues being balanced over the term of the ten-year financial plan. The City typically adopts a two-year budget, except in special situations (as in the case of the COVID-19 pandemic) which may call for a one-year budget. The process for updating the two-year budget is generally described as follows: Administrative Services prepares base budget schedules consisting of maintenance and operations, personnel services, operating capital, revenue estimating forms and forms for submitting budgetary requests for new and/or expanded services, as well as requests for operating capital not already provided for on various pre-authorized replacement schedules. These schedules are distributed to all executive managers for affirmation and/or completion. Upon affirmation and return of new request forms, Administrative Services compiles and publishes the draft budget. Executive managers meet to review the draft budget and prepare specific recommendations to balance the budget should resources not cover budgetary requests. The draft budget and executive manager recommendations are then reviewed by the City Council and then formally adopted in June. The budget preparation, review, and approval process take place in the context of and with the objective of addressing the goals established by the City Council during a goal setting workshop held just prior to the process noted above.

This approved budget covers substantially all City expenditures including re-budgeted items. All appropriated amounts are as originally adopted or as amended by the City Council and lapse at fiscal year-end. The City Manager is authorized to transfer budget amounts between objects within the same fund. Transfers of appropriations between funds may be made only by the City Council. Total departmental expenditures in excess of the total departmental budgeted amounts are discouraged and executive managers are held accountable accordingly.

Formal budgetary integration is employed as a management control tool during the fiscal year for all funds including enterprise funds. All budgets are adopted on the modified accrual basis, consistent with accounting 24 Attachment 1

principles generally accepted in the United States of America. Furthermore, it is City policy to prepare periodic financial reports for review by the City Council.

BUDGET PROCESS AND TIMELINE
There are several key dates and actions that are necessary to compile, present, discuss and adopt the budget by June 30, 2024. The following table provides the actual timeline for the full budget development process:

Timeline Action Item
December 7 & 8, 2024
The City’s executive leadership team held day-long planning sessions to align department workplans with previous City Council and community goals and priorities.

February 6, 2024 Regular City Council Meeting: Budget Process Timeline Overview March 2, 2024 Budget and Goals Workshop: Community Goal Setting & Budget Planning Session
March 19, 2024 Adoption of Goals & Strategic Priorities March 22, 2024 Coffee with the City Manager: Fiscal Outlook and Challenges April 16, 2024 Regular City Council Meeting: Proposed Budget Overview – General Fund and Supplemental Sales Tax (i.e., Measures E-12 & J-20) May 21, 2024 Regular City Council Meeting: Proposed Budget Overview – Enterprise Funds, Internal Service Funds, and Capital Improvement Program June 3, 2024 Special City Council Meeting: Proposed Budget Report Overview June 18, 2024 Regular City Council Meeting: Budget Adoption

CITY FACTS, DEMOGRAPHICS AND OTHER ECONOMIC STATISTICS
Figure 1: General Fund Tax Revenue History
Fiscal
Year
Property
Taxes
Sales & Use
Tax TOT
Franchise
Fees
All Other
Taxes Total
2013-14 $10,786,122 $10,475,126 $3,983,191 $2,223,241 $1,006,299 $28,473,979 2014-15 10,732,191 11,212,291 4,249,068 2,541,327 1,002,948 29,737,825 2015-16 11,009,178 12,538,443 4,740,344 2,674,453 1,087,791 32,050,209 2016-17 9,734,032 14,499,567 5,417,254 3,078,175 1,179,840 33,908,868 2017-18 10,457,497 15,393,096 5,619,769 3,373,843 1,144,180 35,988,385 2018-19 10,927,284 15,918,181 6,248,573 3,476,769 1,176,345 37,747,152 2019-20 11,788,206 15,114,426 5,110,558 3,456,846 1,132,375 36,602,411 2020-21 11,723,491 17,868,738 7,132,691 3,728,157 1,200,211 41,653,288 2021-22 12,317,409 20,398,804 9,803,368 3,722,574 1,402,559 47,644,714 2022-23 13,165,625 20,218,493 9,824,200 2,900,266 1,499,813 47,608,397 25 Attachment 1

Figure 2: City Demographics
Year Population
Personal
Income per
Capita
County
Unemployment Rate Median Age
Percent of
Population
with High
School
Degree
Percent of
Population
with
Bachelor’s
Degree
2013 30,469 $ 26,574 6.2% 35.1 85.0% 20.9%
2014 30,423 27,710 6.3% 35.2 85.2% 21.4%
2015 31,398 27,567 5.2% 35.1 84.0% 22.6%
2016 31,745 27,265 4.8% 36.0 83.8% 21.6%
2017 31,559 29,100 3.8% 35.4 85.2% 23.5%
2018 31,244 30,607 2.9% 36.8 84.2% 23.8%
2019 31,221 32,436 2.7% 38.4 84.2% 23.8%
2020 31,073 33,593 7.9% 38.7 85.7% 24.4%
2021 31,176 35,326 5.5% 39.0 88.1% 24.8%
2022 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
Fiscal
Year Secured Unsecured SBE Nonunitary
Net Total
Assessed Value % Change
2011-12 $3,320,211,027 $ 179,895,434 $ 275,500 $3,500,381,961 -2.63% 2012-13 3,338,940,246 181,951,535 162,043 3,521,053,824 0.59% 2013-14 3,512,797,978 198,819,937 162,043 3,711,779,958 5.42% 2014-15 3,766,061,968 210,454,029 162,043 3,976,678,040 7.14% 2015-16 3,977,258,572 215,545,627 162,043 4,192,966,242 5.44% 26 Attachment 1

Fiscal
Year Secured Unsecured SBE Nonunitary
Net Total
Assessed Value % Change
2016-17 4,200,930,981 224,084,154 162,043 4,425,177,178 5.54% 2017-18 4,463,527,835 209,853,159 155,000 4,673,535,994 5.61% 2018-19 4,725,133,236 234,626,655 155,000 4,959,914,891 6.13% 2019-20 5,003,361,641 243,605,442 155,000 5,247,122,083 5.79% 2020-21 5,245,228,372 247,137,563 555,000 5,492,920,935 4.68% 2021-22 5,450,929,313 248,923,911 555,000 5,700,408,224 3.78% 2022-23 5,810,274,446 285,812,712 598,400 6,096,685,558 6.95% 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
27 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 Jeep 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
28 Attachment 1

PRESENTED TO
City of El Paso De Robles
California
For the Biennium Beginning
July 01, 2022
Executive Director

GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
29 Attachment 1

THIS PAGE IS INTENTIONALLY LEFT BLANK
30 Attachment 1

Financial Summaries
and Fund Overviews
Attachment 1

Attachment 1

THIS PAGE IS INTENTIONALLY LEFT BLANK
31 Attachment 1

CITY OF EL PASO DE ROBLES

SUMMARY OF SOURCES AND USES OF FUNDS AND ESTIMATED RESERVE BALANCES Adopted Budget
For Fiscal Year 2024-25
Operating Funds
Estimated
Revenues Proceeds of Debt Total Sources
Personnel
Services
100 General $ 54,189,900 $ - $ 54,189,900 $ 34,255,600
103 Measure J-20 Supplemental Sales Tax 13,455,500 - 13,455,500 8,767,400 238 Downtown Parking - - - -
308 L&L Maintenance District 2,363,000 - 2,363,000 181,600 600 Water 20,257,000 - 20,257,000 3,269,500
601 Wastewater 14,997,000 - 14,997,000 3,650,200
602 Airport 2,087,500 - 2,087,500 629,900
610 Recycled Water 10,600 12,761,400 12,772,000 224,200 612 Solid Waste 1,390,000 - 1,390,000 198,900
Internal Service Funds
112 Information Technology - - - 910,600
125 Fleet & Equipment - - - 494,600
128 Risk Management 52,000 - 52,000 99,400
Capital Project Fund
101 Capital Improvement Program (CIP) 7,551,000 11,000,000 18,551,000 - Special Revenue Funds
111 American Rescue Plan Act (ARPA) 50,000 - 50,000 -
115 Economic Vitality (SB 1090) 33,000 - 33,000 -
117 Supplemental Law Enforcement Service (SLESF) 205,000 - 205,000 - 127 Facility Deferred Maintenance/Replacement 20,000 - 20,000 - 200 State Gas Tax 890,000 - 890,000 -
206 Transportation Development Act 32,000 - 32,000 -
207 Transit 825,000 - 825,000 -
209 Road Maintenance/Rehabilitation Account (SB 1) 802,500 - 802,500 - 210 Voluntary Certified Access Specialist Program 15,000 - 15,000 - 211 Police Development Impact Fee 23,800 - 23,800 -
212 Fire Development Impact Fee 399,800 - 399,800 -
213 Traffic Impact Fee 905,900 - 905,900 -
216 Parks and Recreation Impact Fee 204,800 - 204,800 - 223 Library Development Impact Fee 545,800 - 545,800 -
225 Union Rd/Hwy 46 Specific Plan 10,000 - 10,000 -
227 Community Development Block Grant - - - -
228 Borkey Specific Plan 2,000 - 2,000 -
231 General Government Development Impact Fee 1,159,800 - 1,159,800 - 232 Chandler Ranch Specific Plan 1,689,500 - 1,689,500 - 233 Cal Home Loan Program 3,500 - 3,500 -
235 Airport Road Specific Plan - - - -
236 Olsen Beechwood Specific Plan 1,026,500 - 1,026,500 - 401 Senior Citizens Trust 500 - 500 -
403 Pension Trust 700,000 - 700,000 -
409 Public, Education and Government Access 60,000 - 60,000 - 611 Landfill Closure, Postclosure & Corrective Action 20,000 - 20,000 - Debt Service Funds
506 Measure D GO Bonds 1,827,700 - 1,827,700 -
Citywide Total $ 127,805,600 $ 23,761,400 $ 151,567,000 $ 52,681,900

SOURCES
32 Attachment 1

Operating
Expenses Debt Service Capital Outlay Total Uses Transfers In Transfers Out $ 12,233,600 $ 205,500 $ 50,500 $ 46,745,200 $ 951,500 $ 14,766,800 $ 15,359,047 417,000 - 26,000 9,210,400 - 4,000,000 5,932,319
- - - - - - -
2,182,900 - - 2,364,500 - - 1,592,348
10,957,000 670,500 4,954,700 19,851,700 - 1,554,800 4,511,353 2,462,600 3,629,800 3,400,500 13,143,100 - 1,236,300 9,448,750 291,200 49,500 1,390,000 2,360,600 - 237,900 726,980
5,000 - 12,761,400 12,990,600 262,300 - 50,190
570,900 - 2,453,700 3,223,500 1,627,500 276,600 (482,600) 1,011,300 - 1,072,200 2,994,100 2,551,000 - 1,315,756
853,000 85,800 1,145,600 2,579,000 3,743,800 - 3,988,294 2,138,000 - - 2,237,400 2,185,400 - 686,910
- - 44,819,700 44,819,700 25,117,200 - 7,931,669
- - - - - 106,000 -
120,000 - - 120,000 - - 176,691
- - 340,000 340,000 - - 675,970
- - - - 750,000 909,500 956,823
- - 1,675,000 1,675,000 - - 1,136
- - - - - - 444,452
- - - - - - (13,298)
- - - - - 1,836,800 51,592
- - - - - - 129,697
- - - - - - (371,067)
- - - - - - 1,434,488
- - - - - 5,690,100 (11,183,525)
- - - - - - 4,791,615
- - - - - - 2,717,839
- - - - - - 168,534
- - - - - - 44,124
315,100 - - 315,100 - - -
- - - - - 5,196,400 477,956
- 1,690,200 - 1,690,200 - - -
- - - - - - 445,102
- - - - - - (153,222)
- 1,027,500 - 1,027,500 - - -
20,000 - - 20,000 - - 45,471
35,000 - - 35,000 - - 10,821,492
- - 250,000 250,000 - - 225,073
- - - - 250,000 1,627,500 3,317,573
2,000 2,250,700 - 2,252,700 - - 1,346,960
$ 33,614,600 $ 9,609,500 $ 74,339,300 $ 170,245,300 $ 37,438,700 $ 37,438,700 $ 67,612,492

USES INTERFUND TRANSFERS
Estimated
Unappropriated
Reserves
6/30/2025
33 Attachment 1

CITY OF EL PASO DE ROBLES

SUMMARY OF SOURCES AND USES OF FUNDS AND ESTIMATED RESERVE BALANCES Adopted Budget
For Fiscal Year 2025-26
Operating Funds
Estimated
Revenues Proceeds of Debt Total Sources
Personnel
Services
100 General $ 53,550,700 $ - $ 53,550,700 $ 35,580,400
103 Measure J-20 Supplemental Sales Tax 13,877,000 - 13,877,000 10,458,000 238 Downtown Parking - - - -
308 L&L Maintenance District 2,480,000 - 2,480,000 188,100 600 Water 21,624,000 - 21,624,000 3,628,500
601 Wastewater 16,015,000 - 16,015,000 3,785,100
602 Airport 1,516,000 - 1,516,000 791,300
610 Recycled Water 13,240,600 - 13,240,600 239,400
612 Solid Waste 1,390,000 - 1,390,000 201,600
Internal Service Funds
112 Information Technology - - - 943,800
125 Fleet & Equipment - - - 518,200
128 Risk Management 52,000 - 52,000 106,100
Capital Project Fund
101 Capital Improvement Program (CIP) 13,180,000 10,577,700 23,757,700 - Special Revenue Funds
111 American Rescue Plan Act (ARPA) - - - -
115 Economic Vitality (SB 1090) 33,000 - 33,000 -
117 Supplemental Law Enforcement Service (SLESF) 205,000 - 205,000 - 127 Facility Deferred Maintenance/Replacement 1,000 - 1,000 - 200 State Gas Tax 934,500 - 934,500 -
206 Transportation Development Act 32,000 - 32,000 -
207 Transit 825,000 - 825,000 -
209 Road Maintenance/Rehabilitation Account (SB 1) 842,600 - 842,600 - 210 Voluntary Certified Access Specialist Program 15,000 - 15,000 - 211 Police Development Impact Fee 13,200 - 13,200 -
212 Fire Development Impact Fee 544,700 - 544,700 -
213 Traffic Impact Fee 1,075,600 - 1,075,600 -
216 Parks and Recreation Impact Fee 231,200 - 231,200 - 223 Library Development Impact Fee 681,200 - 681,200 -
225 Union Rd/Hwy 46 Specific Plan 10,000 - 10,000 -
227 Community Development Block Grant - - - -
228 Borkey Specific Plan - - - -
231 General Government Development Impact Fee 1,564,700 - 1,564,700 - 232 Chandler Ranch Specific Plan - - - -
233 Cal Home Loan Program 3,500 - 3,500 -
235 Airport Road Specific Plan - - - -
236 Olsen Beechwood Specific Plan - - - -
401 Senior Citizens Trust 200 - 200 -
403 Pension Trust 700,000 - 700,000 -
409 Public, Education and Government Access 60,000 - 60,000 - 611 Landfill Closure, Postclosure & Corrective Action 15,000 - 15,000 - Debt Service Funds
506 Measure D GO Bonds 1,828,500 - 1,828,500 -
Citywide Total $ 146,541,200 $ 10,577,700 $ 157,118,900 $ 56,440,500

SOURCES
34 Attachment 1

Operating
Expenses Debt Service Capital Outlay Total Uses Transfers In Transfers Out $ 12,759,400 $ 205,500 $ 66,000 $ 48,611,300 $ 845,500 $ 7,306,400 $ 16,254,547 16,500 - 22,000 10,496,500 - 5,150,000 4,162,819
- - - - - - -
2,294,000 - - 2,482,100 - - 1,590,248
11,293,700 671,000 3,040,000 18,633,200 - 1,331,200 6,170,953 2,211,000 3,627,100 4,248,000 13,871,200 - 1,240,100 10,352,450 296,700 49,500 485,000 1,622,500 - 313,100 307,380
5,000 - 13,230,000 13,474,400 265,100 - 81,490
440,900 - 1,755,200 2,397,700 1,554,000 276,600 (212,900) 995,500 - 448,300 2,387,600 2,568,400 - 1,496,556
853,000 - 486,500 1,857,700 3,516,300 - 5,646,894
2,138,000 - - 2,244,100 2,192,100 - 686,910
- - 34,104,300 34,104,300 8,351,600 - 5,936,669
- - - - - - -
- - - - - - 209,691
- - - - - - 880,970
- - - - 750,000 1,744,000 (36,177)
- - 935,000 935,000 - - 636
- - - - - - 476,452
- - - - - - 811,702
- - - - - 842,600 51,592
- - - - - - 144,697
- - - - - - (357,867)
- - - - - - 1,979,188
- - - - - 175,000 (10,282,925)
- - - - - 360,000 4,662,815
- - - - - - 3,399,039
- - - - - - 178,534
- - - - - - 44,124
- - - - - - -
- - - - - - 2,042,656
- - - - - - -
- - - - - - 448,602
- - - - - - (153,222)
- - - - - - -
20,000 - - 20,000 - - 25,671
35,000 - - 35,000 - - 11,486,492
- - - - - - 285,073
- - - - 250,000 1,554,000 2,028,573
2,000 2,251,500 - 2,253,500 - - 921,960
$ 33,360,700 $ 6,804,600 $ 58,820,300 $ 155,426,100 $ 20,293,000 $ 20,293,000 $ 71,722,292 Estimated
Unappropriated
Reserves
6/30/2026

USES INTERFUND TRANSFERS
35 Attachment 1

CITY OF EL PASO DE ROBLES

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

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 1,265,081 412,000 427,700 ##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 55,141,400 54,396,200

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 1,386,600 1,250,200 Debt Service - - - - -
Capital Outlay - 11,640 78,360 - -
Total City Manager's Office 1,975,883 2,570,992 2,601,685 2,905,700 2,787,100 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 - - - - -
Capital Outlay - - 30,000 - -
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 - - - - -
Capital Outlay - 23,263 9,800 - -
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 - - - - -
Capital Outlay 143,662 120,244 567,068 - -
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 - 10,864 471,200 - 50,000
Total Public Works 3,825,098 5,022,942 7,584,727 7,874,900 8,477,900 36 Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
General Fund
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
EXPENDITURES - continued
Community Services
## Personnel Services 2,805,673 2,774,444 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 - - -
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 - - - - -
Capital Outlay - - - 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 - - - - -
Operating Expenses 437,239 - - - -
Debt Service - - - - -
Capital Outlay 32,325 - - - -
Total Utilities 469,564 - - - -
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 1,886,700 1,892,600 Facility Replacement Fund 655,000 2,150,111 750,000 750,000 750,000 Pension Trust Fund 421,000 - - - -
Solid Waste Fund - 572,942 898,954 - -
Landfill Closure/Postclosure Fund 180,000 - - - -
Debt Service Fund 285,526 289,000 - - -
Landscape and Lighting Fund - - 1,051,600 - -
DT Parking Fund - - 681,708 - -
Riverwalk/Sunrise Transfer to DIF - 2,968,667 - - -
Total All Other Expenditures 14,779,517 25,192,807 16,379,764 14,766,800 7,306,400 Total Expenditures 49,851,952 62,277,436 59,088,115 61,512,000 55,917,700 Revenues Over/(Under) Expenditures 3,087,293 (7,977,808) (630,622) (6,370,600) (1,521,500) Estimated End of Year Budget Savings 2,324,500 2,417,000 RESERVE BALANCES - END OF YEAR $ 28,013,577 $ 20,035,769 $ 19,405,147 $ 15,359,047 $ 16,254,547

SUMMARY OF GENERAL FUNDED CIP TRANSFERS
E-12 Road Maintenance Program 6,926,178 6,810,473 6,756,939 5,046,000 - 911 Data Communications (52,270) - - - -
Citywide Fiber Optic Network 766,989 - 58,500 - -
Continued on the following page
37 Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
General Fund
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
SUMMARY OF GENERAL FUNDED CIP TRANSFERS - continued
Niblick Rd Street Corridor 16,600 2,854,000 (2,790,350) - - ADA Transition Plan Set Aside 500,000 374,227 500,000 50,000 50,000 DT Parking Lot Improvements 93,000 800,000 - 800,000 -
Huer Huero Creek Bridge - 1,030,000 - - -
Traffic Signal Enhancements - 100,000 150,000 - -
Mill Road Parallel Route Annexation - 430,000 130,000 500,000 - Library Improvements - - - 233,500 -
Drainage Basin Maintenance - 672,000 - 554,900 30,000
South Vine Street Bridge - 868,000 1,333,100 - -
Parking Structure Feasibility - 68,000 (17,189) - -
City Corporation Yard - - 218,000 - -
North River Road Bike/Pedestrian - - 1,000,000 - -
City Hall Lobby Doors - - 12,225 - -
Bolen Street Sinkhole Remediation - - 305,122 - -
Street Light Master Plan - - - 300,000 -
Total General CIP Transfers 8,250,497 14,006,700 7,656,347 7,484,400 80,000 38 Attachment 1

CITY OF EL PASO DE ROBLES

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

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

EXPENDITURES
Police
Personnel Services 355,883 932,990 2,959,629 5,232,900 5,567,600 Operating Expenses 64,404 45,101 1,614 285,000 -
Capital Outlay - - 65,910 - -
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 - 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 - - - -
Total Public Works 153,191 118,752 165,577 416,100 439,000 Transfers to Other Funds
Fleet Central Service Fund - 587,000 2,504,000 - -
## 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) RESERVE BALANCES - END OF YEAR $ 10,638,385 $ 14,711,406 $ 5,687,219 $ 5,932,319 $ 4,162,819

SUMMARY OF SST FUNDED CIP TRANSFERS
E-12 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 - -
Police Substation/Evidence Storage 143,972 122,048 2,324,980 - - PSC Camera System Upgrade - 190,656 108,844 - -
911 Communications System Replace. - 131,374 - - -
Various Traffic Sign/Striping - 441,032 158,968 - -
Training Tower - - 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 39 Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
Downtown Parking Fund
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted

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

EXPENDITURES
Police
Personnel Services 155,976 247,711 279,569 - -
Operating Expenses 211,182 277,923 265,850 - -
Debt Service 9,571 18,745 - - -
Capital Outlay 435 74,722 - - -
Total Police Services 377,164 619,101 545,419 - -
Transfers to/(from) Other Funds
Risk Mgmt Central Service Fund - 9,600 - - -
Total Transfers Out - 9,600 - - -
Total Expenditures 377,164 628,701 545,419 - -
Revenues Over/(Under) Expenditures 29,855 106,951 541,267 - - FUND DEFICIT - END OF YEAR $ (648,218) $ (541,267) $ - $ - $ - 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. 40 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 $ 1,885,015 $ 2,094,510 $ 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) RESERVE BALANCES - END OF YEAR $ 429,764 $ 464,396 $ 1,593,848 $ 1,592,348 $ 1,590,248 41 Attachment 1

CITY OF EL PASO DE ROBLES

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

REVENUES
#W Charges 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 - - -
##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 208,895 216,298 224,722 233,500 275,800 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 - 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 - - - 190,000 198,000
Total Groundwater Mgmt - - - 190,000 198,000
Capital Improvement Program
Golden Hill Reservoir Recoating 3,000 - - - -
West Side Water Line Replacement 450,810 - - - -
Butterfield Well Pump Repair 42,546 - - - -
Tarr Well Rehabilitation 133,184 - - - -
Water Rate Study 75,920 28,126 - - -
Golden Hill Tank 1 Recoating 23,365 - 1,136,635 - -
17th Street Water Line Replacement - 30,032 522,832 - - Sherwood/Sierra Bonita Line Replace. - 73,711 4,014,789 - - Automatic Meter Reading Installation - - 6,000,000 - -
Golden Hill Reservoir Road Resurface - - 160,000 - -
Dry Creek Well Pump Replacements - - 200,000 - -
Telemetry System Replacements - - 130,000 - -
Continued on the following page
42 Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
Water Fund
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
Capital Improvement Program - continued
Sunset/Panorama Water Line Replace. - 31,572 30,549 1,050,000 - Railroad Crossing Replacements - - 130,000 500,000 500,000 Riverside Ave Water Line Replacement - - 50,000 1,000,000 500,000 Well Rehabilitation Set Aside - (464) 704,355 425,000 425,000 Water Line Replacement Set Aside - - 237,900 800,000 800,000 Elm Ct/Capitol Hill/Palm Ct Water Line - - 50,000 - 500,000 SCADA System Set Aside - - - 65,000 65,000
Water Yard Security Enhancements - - - 330,000 -
Water Valve Replacements - - - 475,500 -
Orchard Booster Station Upgrades - - - 240,000 -
Water Main Replacement Set Aside - - - - 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 - - 2,616,000 - -
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 21,406,500 19,964,400 Revenues Over/(Under) Expenditures 3,423,291 4,822,112 (11,909,048) (1,149,500) 1,659,600 RESERVE BALANCES - END OF YEAR $ 12,747,789 $ 17,569,901 $ 5,660,853 $ 4,511,353 $ 6,170,953

SUMMARY OF WATER CIP TRANSFERS
Corporation Yard $ - $ - $ 2,616,000 $ - $ -
43 Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
Wastewater Fund
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
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 - - 4,279,670 - -
##Grant Revenues 105,170 43,054 - - -
##Other Revenues - 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 - - -
Operating Expenses 50,500 65,998 67,444 200,000 -
Total Stormwater Management 287,990 71,081 67,444 200,000 - 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 - 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 - - - 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 - - - -
Recycled Water Distribution System 449,285 590,718 - - - Almendra Sewer Rehabilitation 5,433 - - - -
West Side Sewer Rehabilitation 68,163 - - - -
Airport Rd Lift Station Rehabilitation 7,079 65,936 990,764 - - 17th Street Sewer Line Replacement - 20,289 299,708 - - Lift Station Upgrades Set Aside - - 367,649 - -
Belt Filter Press Replacement - - 340,290 - -
Elm Ct/Capitol Hill/Palm Ct Sewer Line - - 460,000 - -
Treatment Plant Storm Damage - - 206,941 - -
Lift Station/Pipe Bridge Evaluation - - 180,100 - -
Creston Road Sewer Line Replacement - - 300,000 550,000 - Continued on the following page
44 Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
Wastewater Fund
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted
Capital Improvement Program - continued
Sewer Line Replacement Set Aside - - 1,623,991 1,126,000 1,160,000 Mill Rd Extension/Lift Station - - 1,000,000 - 2,000,000 Spring Street at 2nd Sewer Line - - - 814,400 -
Stormwater Capture Design - - - 325,500 -
Airport Lift Station-Phase 3 - - - 80,000 -
Franklin Creek Sewer Stabilization - - - 120,000 -
24th Street Main Upgrade - - - 300,000 -
Navajo Ave Sewer Line Replacement - - - - 713,000
Niblick Rd Sewer Upgrade - - - - 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 - - 2,180,000 - -
Recycled Water Fund - 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 RESERVE BALANCES - 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 $ - $ - $ 2,180,000 $ - $ -
45 Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
Airport Fund
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
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 - 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 - - - 25,000 -
Total Airport Operations 535,077 767,598 689,728 995,600 1,137,500 #CCapital Improvement Program
4860 Wing Way Building Upgrades 3,159 - - - -
Propeller Drive Road Extension 2,005 1,848 925,063 - -
Apron and Helipad Rehabilitation - 107,844 - - -
Airfield Electrical Upgrade 1,029,993 70,777 2,232 - -
Wright Way Road Construction 35,818 204,182 1,671,800 - - Ramp Resurfacing - - 48,928 - -
Runway 1-19 Repaint - - 498,178 - -
Parking Lot Improvements - - 50,000 - 300,000
Master Plan Update - - - 640,000 -
Gateway Beautification - - - 325,000 -
Engine Testing Site Development - - - 120,000 -
Terminal Interior Refresh - - - 100,000 -
FAA Building Remodel - - - 30,000 -
Pavement Maintenance Plan - - - 150,000 150,000
Security Enhancements - - - - 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) RESERVE BALANCES - END OF YEAR $ 3,387,109 $ 3,267,109 $ 1,237,980 $ 726,980 $ 307,380 46 Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
Solid Waste Fund
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted

REVENUES
##Net Landfill Tipping Fees $ - $ - $ - $ 1,200,000 $ 1,200,000 ##All Other Charges - - 190,000 190,000 190,000
## Interfund Transfers In - 572,942 898,954 1,627,500 1,554,000 Total Revenues - 572,942 1,088,954 3,017,500 2,944,000

EXPENDITURES
Recycling and Waste Reduction
Personnel Services - 29,742 183,312 198,900 201,600
Operating Expenses - - 50,581 500 500
Total Recycling and Waste Reduction - 29,742 233,893 199,400 202,100 Landfill Maintenance
Operating Expenses - 405,086 416,875 570,400 440,400
Capital Outlay - - - 1,200 1,200
Total Landfill Maintenance - 405,086 416,875 571,600 441,600 Capital Improvement Program
Gas System Improvement - 9,999 - - -
Composting Facility - 15,875 190,426 - -
Groundwater Monitoring Wells - - - 75,000 -
Flare/Blower System Replacement - - - 550,000 -
Partial Landfill Closure Phase I - - - 1,017,500 940,000 Partial Landfill Closure Phase II - - - 760,000 764,000 Module 4A Excavation/Design - - - 50,000 50,000
Total Solid Waste CIP - 25,874 190,426 2,452,500 1,754,000 Transfers to Other Funds
General Fund - - - 12,300 12,300
IT Central Service Fund - - - 2,400 2,400
Risk Mgmt Central Service Fund - - - 11,900 11,900
## Landfill Closure, Postclosure Set Aside - 180,000 180,000 250,000 250,000 Total Transfers - 180,000 180,000 276,600 276,600
Total Expenditures - 640,702 1,021,194 3,500,100 2,674,300 Revenues Over/(Under) Expenditures - (67,760) 67,760 (482,600) 269,700 RESERVE BALANCES - END OF YEAR $ - $ (67,760) $ - $ (482,600) $ (212,900) 47 Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
Recycled Water Fund
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
Adopted

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

EXPENDITURES
Recycled Water Operations
Personnel Services - 75,072 201,657 224,200 239,400
Operating Expenses - 38 7,401 5,000 5,000
Total Recycled Water Operations - 75,110 209,058 229,200 244,400 Capital Improvement Program
Recycled Water Distribution System - - 9,368,600 12,761,400 13,230,000 Total Capital Improvement Program - - 9,368,600 12,761,400 13,230,000 Total Expenditures - 75,110 9,577,658 12,990,600 13,474,400 Revenues Over/(Under) Expenditures - (4,756) 11,246 43,700 31,300 RESERVE BALANCES - END OF YEAR $ - $ (4,756) $ 6,490 $ 50,190 $ 81,490 48 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 - 18,300 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 4,100 161,500 23,500 ###Airport Operations 3,072 6,215 2,400 2,900 11,200
Total IT Replacements 142,519 243,322 191,245 1,072,200 448,300 Total Expenditures 1,686,877 2,009,478 1,851,460 2,994,100 2,387,600 Revenues Over/(Under) Expenditures 161,128 45,602 388,402 (443,100) 180,800 RESERVE BALANCES - END OF YEAR $ 1,324,852 $ 1,370,454 $ 1,758,856 $ 1,315,756 $ 1,496,556 49 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 12,600 208,000 13,500 Community Development 30,702 73,657 31,700 - -
Water Operations 498,580 366,747 269,200 289,100 145,000 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 1,145,600 486,500 Total Expenditures 1,963,797 3,476,588 8,752,478 2,579,000 1,857,700 Revenues Over/(Under) Expenditures 1,083,526 944,509 (3,053,573) 1,164,800 1,658,600 RESERVE BALANCES - END OF YEAR $ 4,932,558 $ 5,877,067 $ 2,823,494 $ 3,988,294 $ 5,646,894 50 Attachment 1

CITY OF EL PASO DE ROBLES

FUND OVERVIEW
Risk Management Central Service Fund
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
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 1,886,700 1,892,600 Downtown Parking Fund - 9,600 - - -
L&L District Fund 62,862 65,800 - - -
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 - - - 11,900 11,900
Total Revenues 2,495,215 2,187,919 2,134,502 2,237,400 2,244,100

EXPENDITURES
Risk Management Operations
Personnel Services - 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 - - RESERVE BALANCES - END OF YEAR $ 615,615 $ 646,223 $ 686,910 $ 686,910 $ 686,910 51 Attachment 1

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52 Attachment 1

Authorized Positions
Attachment 1

Attachment 1

CITY OF EL PASO DE ROBLES

AUTHORIZED POSITIONS
Summary of Positions by Department and Fund
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Adopted
FY 2025-26
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 J-20 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
53 Attachment 1

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54 Attachment 1

Department and
Program Overviews
Attachment 1

Attachment 1

CITY OF EL PASO DE ROBLES

DEPARTMENT AND PROGRAM OVERVIEW
City Organizational Chart
City Council
Board, Committees, &
Commissions City Manager
City
Manager's
Office
City Clerk
Civic
Engagement
Economic
Development
Administrative Services
Finance
Human
Resources/
Risk Mgmt
Information
Technology
Police
Patrol and
Operations
Detectives
Support
Services
Fire and
Emergency
Services
Emergency
Response
Community
Risk
Reduction
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
55 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 report 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.

Lastly, the City Clerk also 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
56 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 QUANTIFY 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 coming 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 57 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 PROJECT

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 their findings to the City Council. No supplemental budget allocation is necessary to conduct this initial analysis. 58 Attachment 1

4. 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 AIRPORTAREA 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 proposed 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 internal 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 development 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 are $19.4 million, or 38 percent of revenues, exceeding minimum reserves by approximately $4.5 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 individuals 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.
59 Attachment 1

7. DEVELOP ORGANIZATIONAL VISION, MISSION, VALUE STATEMENTS TO CLEARLY COMMUNICATE CORE BELIEFS

OR THE ORGANIZATION 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 PROJECTS OF THE CITY; UPDATE CITY’S LEGISLATIVE PLATFORM; AND ISSUE REQUEST 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 legislative 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 June 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 is proposed to be included within the City Manager’s Office baseline budget and no supplemental funding is necessary to fund these services. 60 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 regard 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 program will 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 service recognition 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 2,905,700 2,787,100 -

0.5 1.0

1.5 2.0

2.5 3.0

3.5 MILLIONS

BUDGET APPROPRIATIONS BY FUNDING SOURCE
61 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 1,506,600 1,250,200 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 606,581 870,537 789,148 753,700 584,800 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
62 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
Management
Coordinator
Information
Technology
Manager
Geographic
Informations
System Analyst
IT Technicians
63 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 the 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 PROJECT
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).
64 Attachment 1

2. IMPROVE EMPLOYEE RECRUITMENT, RETENTION, AND RECOGNITION BY IMPLEMENTING A RANGE OF

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, a focus on training management with an emphasis on skills in leadership, communication and teamwork will improve the working environment and relationships with staff. 65 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 regulations 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 predominately in more 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 is time-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
66 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
67 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
68 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

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
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, EQUIPMENT, 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 69 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 QUALIFIED 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 REQUIREMENTS, 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 2026 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.
70 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
71 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
72 Attachment 1

DEPARTMENT OF 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 Fire Chief
Fire Marshal
Administrative
Captain
Training Officer
Fire Prevention
Specialist
Battalion Chief
Fire Captain
Fire Engineer
Firefighter
Emergency
Services
Coordinator
Deputy Fire
Chief
73 Attachment 1

rendered from three fire stations. The PRFES is dedicated to protecting your quality of life through exceptional public service and interactive community engagement.

DEPARTMENT STRATEGIC PRIORITIES

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
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. 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 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.
74 Attachment 1

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
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 REQUIREMENTS, 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 2026 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.

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.
75 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 REQUIRED BY CCR TITLE 19 AND THE CALIFORNIA FIRE CODE BY JUNE 30, 2026
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.
76 Attachment 1

7. INCREASE OVERALL PROFICIENCY AND CONSISTENCY OF DEPARTMENT PERSONNEL BY IMPLEMENTING TARGETED EMERGENCY RESPONSE TRAINING AND EDUCATION PROGRAM, RESULING IN 100% COMPLIANCE OF

TRAINING MANDATES AND LOCAL AND STATE REPORTING REQUIREMENTS 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, EQUIPMENT, 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 77 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.

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
78 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 Community Risk Reduction 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
79 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
Administrative
Assistant
Management
Analyst
80 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, the 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:

Administration: Administration provides overall direction, leadership and 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.

Capital Projects Engineering: 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.

Paso Robles Municipal Airport: 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. Just 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).

Stormwater Program: 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.

Streets Maintenance: 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.
81 Attachment 1

Facilities Maintenance: 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.

Fleet Maintenance: 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 the service is done in-house. Compliance with all emission mandates and inspection requirements is also Fleet’s responsibility.

Landscape Maintenance: 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 respond to all calls for service from the public and City staff.

DEPARTMENT STRATEGIC PRIORITIES

1. COMPLETE THE PREVIOUSLY APPROVED STREET MAINTENANCE PLAN PROJECTS FUNDED BY MEASURE E-12 WHICH EXPIRES ON MARCH 31, 2025
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/Jackson/Shannon Hill Ramada Drive/Vendels Circle 12th Street (Spring to Fresno) Spring Street (24th to 36th) Union Rd/Kleck/Montebello Park, 6th St, 9th St, 10th Streets 82 Attachment 1

Scott St (Creston to Airport) Jardine 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: 13th 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.

Pavement Condition Index
The Pavement Condition Index (PCI) is the numerical index between 0 and 100, with 100 being best, that is used to indicate the general condition of a pavement section. 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 estimated that more than $350 million of road repair work with associated utility replacements remains throughout the City.

Moving Forward
Timely decisions must be made in the near term to plan for the expiration or potential continuation of Measure E‐

12. • Spring 2024 – Council discussion of various options with regard to placement of measure on November 2024 ballot
• June 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
83 Attachment 1

Potential Funding Models and Assumptions
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:
84 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 visitors 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 46/UNION ROAD OVERCROSSING PROJECT 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 July 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. 85 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.
86 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: 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. 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
87 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.

7. EXTEND THE USEFUL LIFE AND/OR REPLACE CITY FACILITIES AND EQUIPMENT 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.

Key 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 January 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.

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 88 Attachment 1

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 OPTIMIZING TRAFFIC SIGNAL OPERATIONS CITYWIDE WITH A FOCUS ON CRESTON, NIBLICK, 13TH AND 24TH 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 PROJECTS AT CITY GATEWAYS WITH A FOCUS ON 1ST AND SPRING, 36TH AND SPRING, 24TH 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, the 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.

Unfortunately, due to limited resources, the City cannot construct all of these beautification projects as proposed.

The budget does include beautification enhancements at Wing Way and the Paso Robles Airport, in the amount of $325,000 as well as $50,000 towards design costs for the future sponsorship signage; however, the remaining $205,000 has been deferred to future years.
89 Attachment 1

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 further 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. 90 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
be to design and install new trail lighting that
is appropriate for the conditions in order to
mitigate safety concerns and encourage
community recreational use. The estimated
cost for this work is $460,000 and is proposed to be funded by the General Fund in collaboration with REC Foundation and their Mary Studer/Schwartz Fund for the River Walkway. 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.
91 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 8,477,900 -
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 50,000
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
92 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 190,908 337,493 493,766 571,400 653,700 -
2 4
6 8
10 12
14 16

MILLIONS

BUDGET APPROPRIATIONS BY DIVISION/PROGRAM
93 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
94 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 City Library Division 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. The
library now offers outreach services which includes home delivery services for the homebound, pop-up libraries, and mobile library services. 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 Recreation Division offers a unique array of classes, camps, and leagues for all ages. Recreation staff provide a variety of services, including overseeing the Teen Center at Centennial Park and after school open gym for all ages, 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, Teen Center and after-school care at Centennial Park, and concession services at Barney Schwartz Park, and Sherwood Park.

The Parks and Trails Division 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 Homeless Services Division 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. 95 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 total $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.
96 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 the 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 (e.g., Martin Luther King, Jr., Juneteenth, and Day of the Child) were identified and new opportunities were recommended (Culturally representative music concerts). With additional staff support, Recreation Services can begin engaging groups to provide staff support and Recreation Services presence at events and to begin developing new opportunities. The estimated cost for implementation is $33,100 in terms of 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.
97 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 24-25
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
98 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
99 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
100 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 Planning Division, 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 Building Division provides plan check, fee
collection and construction inspection services to
ensure the public’s health and safety within the
built environment.

The Engineering Division 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. 101 Attachment 1

2. INCREASE PEDESTRIAN SAFETY AND VISABILITY BY IMPLEMENTING THE 13TH 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. 102 Attachment 1

4. 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

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
103 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
Specialist
Chief Treatment
Plant Operator
Water
Treatment
Operator
Water Quality
Supervisor
Water Quality
Technician
Administrative
Assistant
104 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 ENERGY 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.
105 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
106 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
107 Attachment 1

THIS PAGE IS INTENTIONALLY LEFT BLANK
108 Attachment 1

Capital Outlay
Attachment 1

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. 109 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 areas 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.
110 Attachment 1

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.

PRIORITIZATION
There are no hard-and-fast rules as to which projects are included in the CIP and which ones are deferred to future fiscal years. That being said, there are general elements taken into account, as follows:
• Estimated overall cost of the project and the impacts said investment will have on the community • Estimated ongoing operational and maintenance costs arising from the construction of a new facility • Estimated timing and ensuring those projects that are “shovel ready” are prioritized • Projects funded, at least in part, with grants
• Funding sources, including the amount of funds available in Measures E-12 and J-20 funds • Community Goals and Priorities help staff prioritize resources SUMMARY OF CAPITAL PROJECTS FOR FISCAL YEARS 2024-25 THROUGH FY 2028-29 Project
Estimated
Budget C/O FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29

1. Road Maintenance Projects
Rolling Hill Estates $ 789,424 $ - $ - $ - $ - $ -
17th Street (Spring to Chestnut) 1,046,093 - - - - -
Riverside Ave (17th Street to 24th Street) 1,152,156 - - - - - Sunset/Panorama-neighborhood 2,579,064 - - - - -
111 Attachment 1